EFFECT OF REWARD, PUNISHMENT AND COMMUNICATION ON THE EMPLOYEE PERFORMANCE OF THE FASHION DIVISION AT PT. MITRA ADI PERKASA

This study aims to determine the effect of simultaneous and partial reward, punishment and communication on the performance of fashion division employees at PT. Mitra Adi Perkasa Tbk Surabaya. This research is quantitative research. Population and sample based on questionnaire distribution to the performance of fashion division employees at PT. Mitra Adi Perkasa Tbk Surabaya was taken as many as 75 respondents. Data collection techniques using interviews, observation and questionnaires. The data analysis used is reliability test, validity test, classic assumption test and multiple linear analysis test. The results of the study simultaneously and partially reward, punishment and communication have a significant effect on the performance of fashion division employees at PT. Mitra Adi Perkasa Tbk Surabaya because of its significance <0.005

So based on these phenomena came the idea to analyze whether Reward, Punishment and Communication affect both partially and simultaneously the performance of an employee at PT. ADI PERKASA TBK PARTNER in Surabaya.

Research question
Based on the background of the research above, the formulation of the problem in this study is as follows: : 1. Does the reward have a significant effect partially on the performance of fashion division employees at PT. Mitra Adi Perkasa Tbk Surabaya? 2. Does punishment have a significant effect partially on the performance of fashion division employees at PT. Mitra Adi Perkasa Tbk Surabaya? 3. Does communication have a significant effect partially on the performance of fashion division employees at PT. Mitra Adi Perkasa Tbk Surabaya? 4. Whether reward, punishment and communication have a significant effect simultaneously on the performance of fashion division employees at PT. Mitra Adi Perkasa Tbk Surabaya?

THEORETICAL FRAMEWORK Reward
Reward is an appreciation of the effort to get the professional labor in accordance with the demands of office required of a business activity of organizing, planning, use, and maintenance of the workforce to be able to carry out its duties effectively and efficiently.

Punishment
Punishment is the penalty which aims to improve the performance of employee violators, maintain applicable regulations and provide lessons to offenders (Mangkunegara (2013) in Kentjana and Nainggolan (2018).

Communication
Communication is defined as the performance and interpretation of messages between communication units that are part of an organization (Wayne, 2001 : 143) in Marta and Triwijayanti (2016).

Employee Performance Employee
performance is the result of a process that refers to and is measured over a certain period of time based on predetermined provisions and agreements (Edison et al, 2016: 190).

Previous Research
Tangkuman, Tewal, Trang (2015) The results of the analysis of research simultaneously assessing performance, reward and punishment, have a significant effect on employee performance. Partially the evaluation of performance, reward and Punishment partially has a significant effect on employee performance. Suak, Adolfina (2017).
The results of the analysis show that the correlation between reward and punishment on employee performance is very weak. Simultaneous hypothesis testing states that reward and punishment do not have a significant effect on employee performance. Hypothesis testing partially shows that reward and punishment also have no significant effect on employee performance. Suryadilaga, Musadieq, Nurtjahjono (2016) The results of the analysis show that there is a simultaneous significant effect of Employee Reward and Punishment Employee variables on Employee Performance. In addition, it can also be seen that there is a significant effect partially from Employee Reward and Punishment Employee variables on Employee Performance. (Alam, 2013) The results of the study show that together (simultaneous) independent variables have a significant influence on the nonindependent variables. Thus, the first hypothesis which states communication, motivation and work discipline together have a significant effect on the performance of employees of the Central Sulawesi Provincial Education Quality Assurance Agency, stated proven. (Utami, 2010) The results of the analysis show that leadership, motivation, and work environment variables have a positive and significant effect on employee performance, but communication variables have not significantly affected employee performance. Hypothesis testing uses the Multiple Linear Regression test. (Nnaji-Ihedinmah, 2015) In this study states that from empirical results there is a relationship between reward and employee performance and there are significant differences in the effect of intrinsic and extrinsic rewards on employee performance. Ndungu (2017) Results show a significant positive relationship between appreciation and recognition, with employee performance. In addition a very positive and significant relationship also occurs observed between job performance and independent variables (extrinsic rewards, intrinsic and financial rewards, award awards, work environment and leadership style). (Salawati, 2015) The results and conclusions of the influence of punishment and employee work discipline simultaneously have no significant effect on employee work performance, so some penalties have a significant effect on employee work performance but employee discipline partially has a positive but not significant effect on employee work performance at PT Bank Sulut Tomohon. The management of Bank Sulut Tomohon must recruit qualified and qualified employees to contribute to the achievement of the company. (Kuncowati & Rokhmawati, 2018) According to the results of the research and description of the data displayed, communication and work discipline have a significant influence on employee performance both simultaneously and partially. (Femi, 2014) The results of this study reveal that a relationship exists between effective communication and worker performance, productivity, and commitment. Learning is recommended that managers need to communicate with employees regularly to increase commitment workers and performance

METHODOLOGY Type of Research
This type of research is causal research (looking for causation by using hypotheses), where the object of this research is case studies conducted on employee performance in the fashion division at PT. Mitra Adi Perkasa, Tbk. This study will use a quantitative approach, according to Sugiyono (2016) quantitative method is a scientific approach that views a reality that can be classified, concrete, observable, and measurable, the relationship of variables is causal where the research data is in the form of numbers and the analysis uses statistics. The independent variables in this study are reward, punishment and communication and the dependent variable of employee performance. The purpose of this study is more towards the results of generalizations, explaining phenomena in a more measurable manner and various evidences to be found. Data collection to obtain results of discussion, analysis and conclusions that can be accounted for.

Place and Time of Research
This research was conducted at PT. Mitra Adi Perkasa, Tbk. The time of the study was conducted from September 2018 -January 2019.

Population and Sample
The population in this study was the performance of the fashion division employees at PT. Mitra Adi Perkasa, Tbk, which amounted to 75 employees . Samples are part of the number and characteristics possessed by the population (Sugiyono, 2016). In this study the sampling technique used is saturated sampling, saturation is a sampling technique if all members of the population are used as samples or research who want to make generalizations with errors which is very small. Another term saturated sample is a census, where members of the population are sampled (Sugiyono, 2016). Based on these opinions, the research sample is the performance of the fashion division employees at PT. Mitra Adi Perkasa, Tbk, which amounted to 75 employees

Data Collection Method
The data sources used in this study used primary data and secondary data. Primary data are data obtained directly from the object of research, namely the fashion division employees at PT. Mitra Adi Perkasa, Tbk. And secondary data, researchers get from data that has been processed by third parties, through books, libraries, libraries, and sources from the internet.

Operational Definition of Research Variable 1) X1: Reward
Reward is a form of business appreciation to get a professional workforce in accordance with the demands of the position required an effort to organize, plan, use, and maintain labor to be able to carry out tasks effectively and efficiently.

2) X2: Punishment
Punishment is the threat of punishment that aims to improve employee violator performance, maintain applicable regulations and provide lessons to offenders.

3) X3: Communication
Communication is defined as the performance and interpretation of messages between communication units that are part of an organization 4) Y: Employee Performance employee.
Performance is the result of a process that refers to and measured over a certain period of time based on the provisions and agreements that have been previously set.

Data Analysis Method Reliability and Validity Test
Reliability Test actually is a tool for measuring a questionnaire which is an indicator of a variable or construct. A questionnaire is said to be reliable or reliable if someone's answer to a question is consistent or stable over time. Questionnaire items are said to be reliable (feasible) if cronbach's alpha > 0.06 and said to be unreliable if cronbach's alpha <0.06. (Ghozali, 2012: 47). Validity test is used to measure the validity of a questionnaire. A questionnaire is said to be valid if the questionnaire is able to reveal something that will be measured by the questionnaire. Testing this validity using Pearson Correlation is by calculating the correlation between the values obtained from the questions. A question is said to be valid if the level of significance is below 0.05. (Ghozali, 2012: 52)

Multiple Regression AnalysisModel
The data analysis technique used in this study is multiple regression analysis techniques. This analysis is intended to determine the effect of reward (X1), punishment (X2) and communication (X3)

Result Reliability and Validity
Based on research, the alpha cronbanch value is 0.919, which means that it is above the acceptance limit of 0.6 because the research instrument for the relationship between variables shows good consistency and acceptable data. Based on the research value of the correlation index for the relationship between the independent variables (reward, punishment, and communication) and the dependent variable (Employee Performance) below the significant level of 5% (0.05). Therefore, the data is considered valid.

Constants
The value of the 0.017 constant indicates that if the independent variable is in a constant or constant condition, then the value of the employee's performance (Y) is 0.017 units.

Coefficient value Reward (X1)
Coefficient value Reward (X1) shows a value of 0.242 and has a positive regression coefficient, it shows a direct influence between the variable reward (X1) and employee performance (Y) which means that if there is an addition to thevariable reward (X1) of 1 unit, then the employee's performance (Y) will increase by 0.242 units. Assuming other independent variables are in a constant or constant condition.

Value of coefficient punishment (X2)
Value Punishment (X2) shows a value of 0.369 and has a positive regression coefficient, it shows a direct influence between thevariable punishment (X2) and employee performance (Y) which means that if there is an addition to thevariable punishment (X2) as many as 1 unit, then employee performance (Y) will increase by 0.369 units. Assuming other independent variables are in a constant or constant condition.

Communication coefficient value (X3)
Communication value (X3) shows a value of 0.476 and has a positive regression coefficient sign, it shows a directional influence between communication variables (X3) with employee performance (Y) which means that if there is an addition to the communication variable (X3) by 1 unit, then the employee's performance (Y) will increase by 0.476 units. Assuming other independent variables are in a constant or constant condition. The value of Adjusted R Square is 0.692, which means that all independent variables: reward, punishment and communication have a positive relationship with employee performance.

Test of Classical Assumption 1) MulticollinearityMulticollinearity
Testtest in this study can be seen as follows :  Table 4.18 it can be seen that the model regression does not experiencedisorders multicollinearity. This can be seen in thevalue tolerance of each independent variable greater than 0.1. The VIF calculation results also show that the VIF value of each independent variable is less than 10. So it can be concluded that there is no multicollinearity between independent variables in the regression model.

2) Heteroscedasticity
Test The Heteroskedactivity test graph can be explained in the following figure : Based on the graph above it can be seen that the distribution of data is irregular and does not form a specific pattern, and is spread over and below the number 0 on the Y axis, so it can be concluded that in this regression model there is no problem of heteroscedasticity.

3) Normality Test The
Graph is presented in the following figure 4.1:

Figure 2 Results of Normality Test Calculation
Source: SPSS Output Data Based on the above graph shows that all existing data are normally distributed, because all data spreads form diagonal straight lines then the data meets normal assumptions or follow the normality line.

Hypothesis Testing F-Test The
F-test is used to determine all effects of all independent variables on the dependent variable. This test is done by comparing the Fcount value with Ftable value at α = 0.05.  1. Table 5 shows that tcount reward (X1) is 3.397 with sig 0.001 smaller than 0.05, H0 is rejected and Ha is accepted. Therefore reward (X1) has a significant influence on Employee Performance 2. Table 5 shows that the t-punishment (X2) is 6,009 with sig 0,000 smaller than 0.05, H0 is rejected and Ha is accepted. Therefore punishment (X2) has a significant effect on Employee Performance 3. Table 5 shows that communication tcount (X3) is 4,530 with sig 0,000 smaller than 0.05, H0 is rejected and Ha is accepted. Therefore communication (X3) has a significant influence on Employee Reward Performance on Employee Performance The first hypothesis proposed states that the reward is partially towards the performance of the fashion division employees at PT. Mitra Adi Perkasa, Tbk this has been proven by the value of t test results 3,401.

Punishment on Employee Performance
The second hypothesis proposed states that punishment is partially towards the performance of fashion division employees at PT. Mitra Adi Perkasa, Tbk. This has been proven by the results of t test value 6,482.

Communication Against Employee Performance
The third hypothesis proposed states that communication is partially towards the performance of fashion division employees at PT. Mitra Adi Perkasa, Tbk. This has been proven by the results of the t test value of 2,858.

Reward, Punishment and Communication Influence the Employee Performance of the Fashion Division at Pt. Mitra Adi Perkasa, Tbk.
The fourth hypothesis proposed states that reward, punishment simultaneousand communication have a significant effect on the performance of fashion division employees at PT. Mitra Adi Perkasa, Tbk. the result of the test value F 55,549.

CONCLUSION AND RECOMMENDATION Conclusion
Based on the results of the research and analysis that has been done can be stated several things that are the conclusions of this study, namely : 1. The results of this study were obtained from the calculation of SPSS based on the t test, a. Variable rewards have a partially significant effect on the performance of fashion division employees at PT. Mitra Adi Perkasa Tbk Surabaya where significant value is smaller than 0.05, which is 0.001. This shows that the results of the first hypothesis analysis "rewards partially have a significant effect on the performance of fashion division employees at PT. Adi Perkasa Mitra Tbk Surabaya "proved the truth. b. variables Punishment have a partially significant effect on the performance of fashion division employees at PT. Mitra Adi Perkasa Tbk Surabaya where significant value is smaller than 0.05, which is 0,000. This shows that the results of the second hypothesis analysis "Brand trust partially has a significant effect on the performance of fashion division employees at PT. Adi Perkasa Mitra Tbk Surabaya "proved the truth. c. Communication variables have a significant effect partially on the performance of fashion division employees at PT. Mitra Adi Perkasa Tbk Surabaya where significant value is smaller than 0.05, which is 0,000. This shows that the results of the third hypothesis analysis "communication partially has a significant effect on the performance of fashion division employees at PT. Adi Perkasa Tbk Surabaya partner "proved the truth