Effect of Recruitment, Selection and Employment Training Process

on Employee Performance the Fitter Department of PT NOV Profab

Ghea Arinovanti Anggari

and Mia Syafrina

Applied Business Administration Study Program, Politeknik Negeri Batam, Jl Ahmad Yani, Batam, Indonesia

Keywords: Recruitment, Selection, Job Training, Employee Performance, Multiple Linear Regression

Abstract: This study aims to examine the effect of the Recruitment, Selection, and Job Training process on Employee

Performance at the Fitter Department of PT NOV Profab. This study uses quantitative methods. The

population of this study consisted of employees of the PT NOV Profab assembly department with a total

sample of 73 people. The sampling technique used the Accidental Sampling (Convenience Sampling) method

through a questionnaire given directly to the respondents. The data analysis method used is a descriptive

analysis using multiple linear regression, classical assumption test, t-test, and F test with a significance level

of 0.05 and the coefficient of determination. The results of the study prove that the variables of recruitment,

selection, and work training at the same time have a positive and significant impact on the variable

performance of PT NOV Profab's fitter department employees and the independent variable that has the

greatest influence on the performance variable of PT NOV Profab's fitter department employees is recruitment

because it shows the Standardized Coefficients Beta value, which is greater than the other independent

variables.

1 INTRODUCTION

The factor that supports the company's success is

Human Resource Management, an approach to

human management based on four basic principles.

First, human resources are the most important assets

owned by an organization, while effective

management is the key to an organization’s success.

Second, this success is very likely to be achieved if

the rules or policies and procedures related to the

company’s people are interconnected, and contribute

to the achievement of company goals and strategic

planning. Third, the culture and values of the

company, organizational atmosphere, and managerial

behavior that comes from that culture will have a

significant influence on the best achievement results.

Fourth, HR management is related to integration,

making all members of the organization members,

and working together to achieve common goals

(Hamali, 2016).

The most essential Human Resources (HR)

activity is recruiting and selecting prospective new

employees. The process of recruiting and selecting

employees is a stage that can affect the efficiency and

productivity of the company. In addition, the

recruitment and selection process is very it is

important to manage prospective employees who

come from different backgrounds, skills, and abilities

to hiring employees with skills and types of work that

match their abilities.

This research is focused on PT NOV Profab, a

manufacturing company in the field of steel

equipment construction with international market

orientation and experience in the manufacture of

pressure vessels, piping systems, heavy

constructions, anchoring systems, and modular

processes. for oil and gas production. PT NOV Profab

recruits new employees based on the Request

Manpower Supply. Each company has its recruitment

objectives, which are related to what has been made

by the workforce planner so that what the recruiting

party wants to do must be aligned and adjusted to the

needs of the workforce. For example, in terms of the

time required, the amount required and the

qualifications required.

One of the departments in the production team is

the fitter department. Fitter is an expert in the

fabrication, installation of production, and

construction equipment, as well as an expert in the

repair or maintenance of industrial machines. In the

fabrication and construction project at PT NOV

Profab, there are 3 (three) types of fitters, namely

Anggari, G. and Syafrina, M.

Effect of Recruitment, Selection and Employment Training Process on Employee Performance the Fitter Department of PT NOV Profab.

DOI: 10.5220/0010860400003255

In Proceedings of the 3rd International Conference on Applied Economics and Social Science (ICAESS 2021), pages 171-178

ISBN: 978-989-758-605-7

171

fitter structure, fitter piping, and fitter's vessel. Fitter

structure is the expertise that people have in

fabricating activities from metal and steel starting

from a drawing, marking, adjustment, and erection or

fit-up techniques and is more directed to plate

making. Meanwhile, a piping fitter is a partner for a

welder. The fit-up is carried out first by a piping fitter

before a welder performs a series of welding on a

pipe. Fitter's vessel is to efficiently fabricate various

types of ASME-coded pressure vessels safely by

company quality standards.

To improve the performance of PT NOV Profab

employees, company leaders are required to be able

to implement human resource management (HR). The

achievement of an organization's objectives is

generally determined by the presence of high-

performing human resources (HR). PT NOV Profab

has an excellent and comfortable work environment

that facilitates good relations between workers. A

good working environment can reduce fatigue and a

sense of burden for employees at work. The

appearance of problems led the company to create a

program to maintain, maintain and improve the

quality of human resources (HR). Training activities

need to be carried out to support these programs. Job

training is the right solution to build human resource

(HR) capabilities which are expected to help face the

challenges of corporate competition. Job training is

expected to be able to improve employee skills which

will ultimately affect employee work results. Training

can also minimize the mistakes that have been made

by employees, thereby reducing the decline in

employee performance in the future.

The foundation of this study was to identify the

method of recruitment, selection, and job training that

affects worker performance and to identify the main

weight factors behind worker performance in the

assembly department.

2 LITERATURE REVIEW

2.1 Recruitment

Recruitment is a company or organization’s process

to attract potential employees with skills and

qualifications related to the company or

organization's needs (Mardianto, 2014).

2.2 Selection

Selection is the process of using company regulations

to select employees who meet the available work

standards (Danang, 2012).

2.3 Work Training

That the company plans to provide training and

development for employees to learn various job skills

and attitudes (Daft, 2012).

2.4 Employee Performance

Performance is the result or level of success of an

individual as an entire during a certain period in

carrying out assignments compared to different

possibilities, such as work measures, targets, or

criteria that have been already agreed upon (Rivai &

Basri, 2016).

In a company, filling vacancies caused by growth,

changes in structure and function, or employee

turnover requires the search for people who can meet

the standard requirements for vacant positions from

internal and external sources. Therefore, one aspect

of the selection decision is the decision on where to

recruit.

The company will pay great attention to the

selection process because it is the initial step to build

the quality of the company so that the results of a

careful selection can be beneficial for both employees

and the company. Performance has become the most

frequently used concept in the framework of driving

the success of companies or human resources.

Training is needed in the company because the

program can help improve the abilities and skills of

employees.

The importance of training as an effort to develop

the intellectual abilities and personality of employees.

Therefore, every company that wants to develop,

training its employees must receive greater attention

to improve the performance of these employees.

Efforts to improve performance with quality human

resources are training programs. Lack of attention to

employee job training will hamper employee

performance and also work productivity will be low,

so a training program is needed in order to raise the

level of perseverance and discipline in carrying out an

activity so as to increase employee performance.

ICAESS 2021 - The International Conference on Applied Economics and Social Science

172

(Source: Data Processing Results, 2020)

Figure 2.1: Framework for Thinking.

3 METHODOLOGY

3.1 Populations and Samples

The populace in this consider were workers of the

fitter department at PT NOV Profab divided into three

work positions, specifically fitter structure, fitter

piping, and fitter vessel, which were shaded by 20

foremen. The sample used in the study were workers

who had attended OHC (Over Head Crane) job

training, totalling 73 people.

3.2 Methods of Data Collection

The quantitative methodology is used as a research

process that generates data in the form of numbers

and is generally analysed using descriptive and

inferential statistics (Silaen, 2018). This study uses a

questionnaire survey technique, which is a data

collection tool.

The research method used is descriptive analysis

with Multiple Linear Regression, Classical

Assumption Test, t-test, and F Test with a

significance level of 0.05 and the Coefficient of

Determination.

4 DATA ANALYSIS AND

INTERPRETATION

4.1 Validity Test

The following is a table of validity test results foreach

variable used in this study, which can be seen inside

the taking after table:

Table 4.1: Validity Test Results.

Variable

Validity

Items

count

table

Decision

Recruitment

(X1)

X1.1 0,560 0,2303 Valid

X1.2 0,636 0,2303 Valid

X1.3 0,662 0,2303 Valid

X1.4 0,616 0,2303 Valid

X1.5 0,707 0,2303 Valid

X1.6 0,830 0,2303 Valid

X1.7 0,543 0,2303 Valid

X1.8 0,544 0,2303 Valid

Selection

(X2)

X2.1 0,652 0,2303 Valid

X2.2 0,698 0,2303 Valid

X2.3 0,768 0,2303 Valid

X2.4 0,798 0,2303 Valid

X2.5 0,689 0,2303 Valid

X2.6 0,663 0,2303 Valid

Work

Training

(X3)

X3.1 0,566 0,2303 Valid

X3.2 0,686 0,2303 Valid

X3.3 0,630 0,2303 Valid

X3.4 0,677 0,2303 Valid

X3.5 0,600 0,2303 Valid

X3.6 0,704 0,2303 Valid

X3.7 0,728 0,2303 Valid

X3.8 0,683 0,2303 Valid

Employee

Performance

(Y)

Y.1 0,588 0,2303 Valid

Y.2 0,711 0,2303 Valid

Y.3 0,752 0,2303 Valid

Y.4 0,498 0,2303 Valid

Y.5 0,642 0,2303 Valid

Y.6 0,688 0,2303 Valid

Y.7 0,771 0,2303 Valid

Y.8 0,714 0,2303 Valid

(Source: SPSS Data Processing version 21, 2021)

Based on Table 4.1 above, test the validity of the

variable indicators of recruitment statements (X1),

selection (X2), job training (X3) and employee

performance (Y) which were tested with SPSS

version 21, it can be seen that the r-value counts all

explanation items/indicators more prominent than r

table of 0.2303 so it can be said that all statements are

Effect of Recruitment, Selection and Employment Training Process on Employee Performance the Fitter Department of PT NOV Profab

173

valid and meet the requirements to be utilized as a

measuring instrument.

4.2 Reliability Test

The following is a table of reliability test results for

each variable used in this study, shown in the table

below:

Table 4.2: Reliability Test Results.

Variable

Alpha

Cronbach

Standard

Value

Decision

Recruitmen

t (X1)

0,794 0,60 Reliable

Selection

(X2)

0,806 0,60 Reliable

Work

Training

(X3)

0,814 0,60 Reliable

Employee

Performanc

e (Y)

0,820 0,60 Reliable

(Source: SPSS Data Processing version 21, 2021)

Based on the results of the reliability test in Table

4.2, it can be observed that all the statements /

indicators for the variables recruitment (X1),

selection (X2), job training (X3), and employee

performance (Y) they have Cronbach's alpha values.

Greater than 0.60, so that all statements / indicators

are reliable.

A classical assumption test is performed to test

whether the regression model used in this study is

feasible or not. You need to make classical

assumptions. Classical assumption test used is the

multiple linear regression test, the normality test, the

multicollinearity test, and the heteroscedasticity test.

4.3 Multiple Linear Regression

Multiple linear regression analysis is an analysis that

measures the effect of two or more independent

variables on a dependent variable.

The multiple linear regression formula is as

follows:

Y = 6.487 + 0.297X1 + 0.320X2 + 0.257X3 + e (1)

The regression coefficients result from the results

of this multiple linear regression calculation as

follows:

1) The constant of 6.487 means that recruitment

(X1), selection (X2), job training (X3) are 0, then

employee performance (Y) is 6.487.

2) Recruitment (X1) has a regression coefficient

value of 0.297 and is positive. That is, if the

independent variable has a fixed value or does not

change, the increase in an employee performance

unit increases by 0.297.

3) Selection (X2) has a regression coefficient of

0.320 and is positive. That is, if the independent

variable has a fixed value or does not change, the

increase in one unit of employee performance

increases by 0.320.

4) Job training (X3) has a regression coefficient of

0.257 and is positive, which means that if the

explanatory variable is constant or invariant, an

increase by one unit of worker productivity will

increase by 0.257.

To find out which independent variables between

recruitment (X1), selection (X2), and job training

(X3) have the most significant influence on employee

performance variables (Y), the Standardized

Coefficient Beta test is used by looking at the highest

test results. It can be seen that the variable that has the

most significant influence is the recruitment variable

(X1) with the Standardized Coefficient Beta value,

which is greater than the other independent variables,

which is 0.363.

4.4 Normality Test

The normality test is a test that aims to evaluate the

normality of the data distribution to find out whether

the data distribution is normally distributed or not.

The test of normality of the data used in this study is

the Kolmogorov-Smirnov test. According to Sunariah

(2014), it is provided that the distribution of the data

is usually distributed, that is when the value of the

asymptotic significance (2-tailed) is greater than the

alpha value of 0.05.

The results of the normality test in this study are

shown in the following table:

Table 4.3: Normality Test Results.

One-Sample Kolmogorov-Smirnov Test

Unstandardized

Residual

Normal

Parameters

a,b

Mean

.0000000

Std.

Deviation

1.71591779

Most Extreme

Differences

Absolute

.061

Positive

.061

ICAESS 2021 - The International Conference on Applied Economics and Social Science

174

Negative

-.039

Kolmogorov-Smirnov Z

.523

Asymp. Sig. (2-tailed)

.947

a. Test distribution is Normal.

b. Calculated from data.

(Source: SPSS Data Processing version 21, 2021)

4.5 Multicollinearity Test

The multicollinearity test is used to test whether the

independent variables are correlated with each other

or not. The existence of a correlation is called

multicollinearity (Ghozali, 2011). Multicollinearity

can be seen within the tolerance value and the

Variance Inflation Factor (VIF). If the tolerance value

is> 0.1 and the VIF value & lt; 10 means there is no

multicollinearity. The results of the multicollinearity

test can be found in the following table:

Table 4.4: Multicollinearity Test Results.

Variable Tolerance VIF

Recruitment (X1)

0,753 1,328

Selection (X2)

0,917 1,091

Work Training (X3)

0,729 1,371

(Source: SPSS Data Processing version 21, 2021)

4.6 Heteroscedasticity Test

This test is used to test whether the variance of the

regression error depends on the values of the

independent variables. The heteroscedasticity test in

this consideration uses the glacier test, to be more

precise, returning the absolute value of the residual on

the independent variable when the value of t counts <

t > 0.05.

To see if heteroscedasticity can be seen in the

following table:

Table 4.5: Heteroscedasticity Test Results.

Variable Sig.

Recruitment (X1)

0,411

Selection (X2)

0,364

Work Training (X3)

0,852

(Source: SPSS Data Processing version 21, 2021)

Based on Table 4.5, it can be observed that the

significance of the variables recruitment, selection,

and job training is more significant than 0.05. Thus,

it can be said that there are no symptoms or problems

of heteroscedasticity in the regression model of this

study.

4.7 T-test

A t-test is required to partially test (o) the significance

of the influence of the independent variable (X) on

the dependent variable (Y). The criteria to tolerate or

reject the hypothesis are:

− If t-count < t-table, until H0 is acknowledged, Ha is

rejected, which influences significantly.

− If t-count < t-table, until H0 is rejected, Ha is

acknowledged, which influences significantly.

To find the value of t-table can be searched using the

formula for the value of df (degree of freedom) as follows:

df = ( n - k ) (2)

df = ( 73 - 3 )

df = ( 70 )

With a significance level of =5%, so that the t-value is

1.994. So the partial effect in this study can be seen in the

following table:

Table 4.6: T Test Results.

Coefficients

Model

Unstandar

dized

Coefficient

Standar

dized

Coeffici

ents

Sig.

B Std.

Erro

Beta

(Constant) 6.4

3.12

2.0

Recruitm

ent

.29

.077 .363 3.8

Selection .32

.084 .327 3.8

Work

Trainin

.25

.083 .298 3.1

a. Dependent Variable: Kinerja

(Source: SPSS Data Processing version 21, 2021)

Table 4.6 shows the results of the t-test with the

following explanation:

1) Effect of Recruitment on Worker Performance

Based on the results of the t-test (partial), the t-

count value of recruitment (X1) is 3.842 > 1.994

and sig value is 0.00 < 0.05. It can be expressed

Effect of Recruitment, Selection and Employment Training Process on Employee Performance the Fitter Department of PT NOV Profab

175

that the recruitment variable (X1) features an

upbeat and most significant impact on the worker

performance variable based on the results of

previous research conducted by Andrian, Utami,

& Mayowan (2017), that found that "recruitment

has a significant positive effect on performance".

2) Effect of Selection on Worker Performance

Based on the results of the t-test (partial) the t-

count selection value (X2) is 3.822 > 1.994 and

sig value is of 0.00 < 0.05. It can be expressed that

the selection variable (X2) features an upbeat and

most significant impact on the worker

performance variable based on the results of

previous research conducted by Andrian, Utami,

& Mayowan (2017), that choice has a significant

positive effect on performance.

3) The Impact of Work Training on Worker

Performance

Based on the results of the t-test (partial) the t-

count value of work training (X3) is 3.101 > 1.994

and the sig value is 0.00 < 0.05. It can be

expressed that the work training variable, which is

based on the results of previous research

conducted by Dwihatmojo, Nelwan, & Kawet

(2016), states that job training has an effect on

employee performance.

4.8 F Test

The F test was used to test the significance of the

influence of the independent variable (X) on the

dependent variable (Y) at the same time. The results

of the F test in this study are shown in the following

table:

Table 4.7: F Test Results.

ANOVA

Model

Sum of

Square

Mean

Squar

F Sig.

1 Regres

sion

245.567 3 81.856 26.64

.000

Residu

211.995 69 3.072

Total 457.562 72

a. Dependent Variable: Kinerja

b. Predictors: (Constant), Work Training,

Selection, Recruitment

(Source: SPSS Data Processing version 21, 2021)

Based on Table 4.7 above, the F count value is

26,642 with a Sig value. 0.000. The value of the F

table can be found using the formula for the value of

df (degree of freedom) with a significance level of 5%

of 5% as follows:

df1 (numerator) = k-1 (3)

= 4-1

= 3

df2 (denominator) = n-k (4)

= 73-4

= 69

So that the value of F table is 2.74.

Based on the table above, the calculation results

obtained with the value of F count 26.642 > F table

2.74 and sig value is 0.00 < 0.05. This appears that

there is an upbeat and significant impact between

recruitment, selection, and job training on the

performance of PT NOV Profab's fitter department

employees.

4.9 Coefficients of Determination Test

It is required to test the coefficient of determination

(R2) to calculate the contribution of all the

independent variables to the variance of the

dependent variable, which can be observed in the

following table:

Table 4.8: Coefficient of Determination Test Results.

Model Summar

del

Square

Adjuste

Square

Std. Error

of the

Estimate

1 .733

.537

517 .753

a. Predictors: (Constant), Pelatihan Kerja,

Seleksi, Rekrutmen

(Source: SPSS Data Processing version 21, 2021)

Based on Table 4.8 above, the results of the

Summary Model show that the independent variables

of recruitment, selection, and job training contribute

53.7% to the dependent variable of employee

performance. The rest is explained by other variables

that do not fit in this study.

ICAESS 2021 - The International Conference on Applied Economics and Social Science

176

5 DISCUSSION

This discussion is examined to examine and analyze

how the influence of the dependent variable, namely

recruitment, selection, and job training on the

dependent variable, namely the performance of PT

NOV Profab's fitter department employees. The

results of the hypothesis test demonstrate that:

1. The Effect of Recruitment on Employee

Performance

Based on the results of the hypothesis test, there is

a significant positive effect between hiring on the

performance of employees in the fitter department

of PT NOV Profab Indonesia. This is supported

by the average result (mean) in the description of

the answers to the recruitment variable which

shows a high mean value of 4.33. From these

results, it can be seen that the company has a good

recruitment process so that it can improve

employee performance, such as employees of the

fitter department who can understand their job

descriptions well. However, the recruitment

process must be ensured so that it can be carried

out without being complicated or the process is

not too long by measuring "Time to Hire" such as

dividing the recruitment process from CV

screening to interviews.

2. The Effect of Selection on Employee Performance

According to the results of the hypothesis test,

there is a significant positive effect between the

selection on the performance of the employees of

the fitter department of PT NOV Profab

Indonesia. This is supported by the average result

(mean) in the description of the answers to the

selection variable which shows a high mean value

of 4.36. From these results, it can be seen that the

company has a good selection process so that it

can improve employee performance, such as

employees of the fitter department having a good

health record before starting work.

3. The Effect of Job Training on Employee

Performance

According to the results of the hypothesis test,

there is a significant positive effect between job

training on the performance of employees in the

fitter department of PT NOV Profab Indonesia.

This is supported by the average result (mean) on

the description of the answers to the job training

variable which shows a high mean value of 4.40.

From these results, it can be seen that the company

has a good job training process so that it can

improve employee performance, such as

employees of the fitter department who feel their

productivity has increased after attending job

training. However, in the job training process, it

must also be ensured that the facilities and

infrastructure are more adequate when they want

to be used. With the hope that after participating

in job training, employees can reduce the rate of

work accidents at work.

4. The Effect of Recruitment, Selection and Job

Training on Employee Performance

Based on the results of the hypothesis tests, which

are interpreted (simultaneously) through

recruitment, selection, and job training, this has a

significant positive influence on the performance

of employees in PT NOV Profab Indonesia's fitter

department employees. Test results show that

recruiting, selection, and training processes can

improve employee performance. This means that

the company must ensure that the process can

have a significant positive effect and that there are

other variables outside of this study that also

affect the performance of the fitter department

employees.

5. Which variable has the most influence on

Employee Performance

From the results of the Standardized Coefficient

Beta Test, the results for the recruitment variable

of 0.363, the selection variable of 0.327, and the

job training variable of 0.298. From these results,

it can be seen that the attitude variable has the

greatest impact on employee performance, with a

higher score than other independent variables.

6 CONCLUSION

Based on the results of research on recruitment,

selection, and job training to influence the

performance of employees in the fitter department of

PT NOV Profab Indonesia. So, the conclusions of this

study are as follows:

1. The recruitment process has a positive and

significant impact on the performance of PT NOV

Profab Indonesia's fitter department employees. If

the company wants the performance of its

Effect of Recruitment, Selection and Employment Training Process on Employee Performance the Fitter Department of PT NOV Profab

177

employees to be higher, the quality and

effectiveness of the recruitment process will

always be improved.

2. The selection process has a positive and

significant impact on the performance of PT NOV

Profab Indonesia's fitter department employees. If

the company wants the performance of its

employees to be higher, then the selection process

will always be improved in terms of ability and

quality.

3. The job training process has a positive and

significant effect on the performance of the fitter

department employees of PT NOV Profab

Indonesia. If the company wants the performance

of its employees to be higher, then the job training

process is constantly improving their skills and

expertise.

4. The process of recruitment, selection, and job

training have a positive and significant effect on

the performance variables of PT NOV Profab

Indonesia's fitter department employees. With the

results of these tests, there are other variables

outside of this study that can affect the

performance of the fitter department employees.

5. The recruitment process has the greatest influence

on the performance of PT NOV Profab

Indonesia's fitter department employees. This can

be seen from the value generated from the

Standardized Coefficients Beta test by looking at

the highest test results.

REFERENCES

Andrian, K., Utami, H. N., & Mayowan, Y. (2017).

Pengaruh Rekrutmen dan Seleksi Terhadap Kinerja dan

Intention to Leave pada Karyawan PT Cahaya Kurnia

Motor, Bekasi. Jurnal Administrasi Bisnis, 50, 74-84.

Daft, R. L. (2012). Manajemen. (E. Tanujaya, & S. Tiolina,

Trans.) Jakarta: Salemba Empat.

Danang, S. (2012). Manajemen Sumber Daya Manusia.

Jakarta: PT Buku Seru.

Dwihatmojo, S., Nelwan, O. S., & Kawet, R. C. (2016).

Rekrutmen, Pelatihan Dan Pembagian Kerja

Pengaruhnya Terhadap Kinerja Karyawan Pada CV.

Jati Jaya Meubel Amurang. Jurnal EMBA : Jurnal Riset

Ekonomi, Manajemen, Bisnis dan Akuntansi, 4, 120-

129.

Ghozali, I. (2011). Aplikasi Analisis Multivariate dengan

Program SPSS. Semarang: Badan Penerbit Universitas

Diponegoro.

Hamali, A. Y. (2016). Pemahaman Manajemen Sumber

Daya Manusia, Strategi Mengelola Karyawan.

Yogyakarta: CAPS (Center of Academic Publishing

Service).

Kasmadi, & Sunariah, N. S. (2014). Panduan Modern

Penelitian Kuantitatif. Bandung: Alfabeta.

Mardianto, A. (2014). Management Recruitmen. Jakarta:

Pinasthika Publisher.

Rivai, V., & Basri. (2016). Performance Appraisal: Sistem

Yang Tepat Untuk Menilai Kinerja Karyawan Dan

Meningkatkan Daya Saing Perusahaan. Jakarta:

Grafindo.

Silaen, S. (2018). Metodologi Penelitian Sosial Untuk

Penulisan Skripsi dan Tesis. Bandung: In Media.

ICAESS 2021 - The International Conference on Applied Economics and Social Science

178