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Vina Da’watul Aropah, Ma’mun Sarma, I Made Sumertajaya / Factors Affecting Employee Performance during Work from Home / 201 - 214
The Corona Virus Disease (Covid-19) pandemic in Indonesia began with
the discovery of Covid-19 sufferers on March 2, 2020. Coronavirus is a group
of viruses that can cause disease in animals or humans. To respond the
conditions of the Covid-19 outbreak, NPPA issued a regulation concerning
adjustments to the work system of the government employee in efforts to
prevent the spread of Covid-19. This study uses census sampling, where
all members of the population used as samples. The total responden of
the Government Employee in NPPA is 128 employees, who are works
mostly at home during the pandemic. The research data used primary
and secondary data. Comparison using PLS-SEM as analyzing the data.
The result of the research showed that leadership and work environment
have impact on employee performance, whereas organizational support
has no impact on employee performance.
Pandemi Corona Virus Disease (Covid-19) di Indonesia diawali dengan
ditemukannya penderita Covid-19 pada 2 Maret 2020. Coronavirus
merupakan kelompok virus yang dapat menyebabkan penyakit.
pada hewan atau manusia. Menyikapi kondisi wabah Covid-19, NPPA
mengeluarkan peraturan tentang penyesuaian sistem kerja Pegawai
Negeri dalam upaya pencegahan penyebaran Covid-19. Penelitian
ini menggunakan metode sensus sampling, dimana semua anggota
populasi dijadikan sampel. Total populasi Pegawai Negeri di NPPA adalah
128 pegawai, yang bekerja lebih banyak di rumah selama pandemi. Data
penelitian menggunakan data primer dan data sekunder. Perbandingan
menggunakan PLS-SEM sebagai penganalisis datanya. Hasil penelitian
menunjukkan bahwa kepemimpinan dan lingkungan kerja berpengaruh
terhadap kinerja pegawai, sedangkan dukungan organisasi tidak
berpengaruh terhadap kinerja pegawai.
© 2020 IRJBS, All rights reserved.
Keywords:
Leadership
Work Environment
Organizational Support
Employee Performance
Work from Home.
Kata Kunci:
Kepemimpinan,
Lingkungan kerja,
Dukungan Organisasi,
Kinerja Karyawan,
Bekerja dari Rumah
Corresponding author:
vina.dawatul.arofah@gmail.com
Vina Da’watul Aropah, Ma’mun Sarma, I Made Sumertajaya
Department of Management, Faculty of Management, Institut Pertanian Bogor
ARTICLE INFO ABSTRACT
Factors Affecting Employee Performance
during Work from Home
SARI PATI
Vol. 13
| No. 2
ISSN: 2089-6271 | e-ISSN: 2338-4565 | https://doi.org/10.21632/irjbs
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International Research Journal of Business Studies | vol. XIII no. 02 (August - November 2020)
INTRODUCTION
The coronavirus disease (Covid-19) pandemic
begins with the discovery of the identification
of a novel coronavirus sufferer in China and the
confirmation from Chinese authorities on 7 January
2020. Covid-19 outbreak was declared a public
health emergency of international concern on 30
January 2020 (World Health Organization, 2020).
Covid-19 pandemic in Indonesia began with the
discovery of Covid-19 sufferers on March 2, 2020.
Covid-19 is a group of viruses that can cause disease
in animals or humans. Several types of coronavirus
are known to cause respiratory infections in humans
ranging from cold coughs to more serious ones
such as Middle East Respiratory Syndrome (MERS)
and Severe Acute Respiratory Syndrome (SARS).
Covid-19 can spread from person to person through
droplets from the nose or mouth that come out
when a person with Covid-19 coughs or exhales.
These sparks then fall on objects and surrounding
surfaces. The effective ways to prevent transmission
of viruses are physical distancing, using face masks,
and eye protection (Chu et al., 2020).
In connection with the massive pattern of Covid-19
and to anticipate the spread of Covid-19, Ministry
of Administrative and Bureaucratic Reform (2020)
in Indonesia issues a Circular Letter Number 19 of
2020 regarding adjustments to the work system.
This regulation was then changed several times.
The regulations have released one work method
called regarding adjustments to the work system,
namely working from home as a solution to
protect employee health and maintain employee
performance during the Covid-19 outbreak. Based
on the work from home rules issued by the minister,
National Public Procurement Agency (NPPA) has
also issued the regulations related to adjustments
the work system, namely working from home. NPPA
issued Circular Letter Number 2 of 2020 and has
made several changes. This regulation state that
employees work from home during a pandemic.
Work from home or teleworking in Covid-19 crisis
has been used by companies to ensure their
employees’ safety and to provide continuity to
economic activity (Belzunegui-Eraso & Erro-Garcés,
2020).
The concept of work from home is actually not
a new concept at work. Work from home or
better known as telecommuting or teleworking
was first introduced by Niles JM in 1973 (Nilles,
1988). Telecommuting refers to the partial or total
substitution of telecommunications, with or without
computer assistance. Telecommuting includes
all the replacement of telecommunication and
information technology for jobs. Telework has
been defined as a flexible work arrangement
in which workers work on location, away from
the head office or production facilities, without
personal contact with co-workers, but the ability
to communicate with colleagues using information
and communication technology (Di Martino &
Wirth, 1990). Telework, also known as work from
home or mobile working, has attracted renewed
attention due to the deployment of ICTs that make
it possible to work wherever possible and practical
(Kurland & Bailey, 1999). Telecommuting refers to
working at home or anywhere else the employee
chooses that is outside the workplace at least 2 days
a week on a computer linked to the employer’s
office (Robbins & Judge A, 2017).
NPPA in dealing with Covid 19 uses a work from
home policy as a way to maximize employee
performance during the pandemic. One that affects
the success of an organization is the performance
of the employees. Therefore, NPPA seek to improve
the performance of its employees in order to
achieve organizational goals during the pandemic.
Performance is the work result in quantity achieved
by an employee in carrying out his duties according
to his responsibilities. Most managers believe
good performance means doing well on task
performance. The criteria of evaluate employee
performance popular in three criteria, that are
individual task outcomes, behaviors, and traits.
Task outcomes should evaluate on outcomes such
as quantity and quality, behavior means evaluate
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Vina Da’watul Aropah, Ma’mun Sarma, I Made Sumertajaya / Factors Affecting Employee Performance during Work from Home / 201 - 214
the actions of employees in advisory or support
positions such as pomptness time in work and
traits means having a good attitude such as being
dependable (Robbins & Judge A, 2017).
Some opinions state that telework can increase
employee productivity and performance. Telework
has a positive effect on new performance through
enabling knowledge sharing, cross-functional
cooperation and inter-organizational involvement,
telework improves the speed and quality of product
development (Coenen & Kok, 2014). Telework
is perceived to increase productivity, secure
retention, strengthen organizational commitment,
and improve performance within the organization
(Martin & MacDonnell, 2012). Teleworking positively
affects employee performance and company
performance (Martínez-Sánchez, Pérez-Pérez,
José Vela-Jiménez, & de-Luis-Carnicer, 2008). The
companies that use teleworking use more free
time, have more employees involved in the design
and planning of work, and are managed more
intensively by the results they want to achieve.
Furthermore, employees have a more positive work
experience while teleworking, they have a higher
levels of job performance and job satisfaction (Vega,
Anderson, & Kaplan, 2015). The critical success
factor in teleworking is management support,
communication, and trust. Management support
includes organizational support, leadership and
managed workspaces (Kowalski & Swanson, 2005).
Organization leaders, managers, and supervisors
should consider employing strategies to address the
challenges of teleworking (Burbach & Day, 2012).
The purpose of study is to determine the factors
that influence the concept of working form home
in NPPA. The research conducted to find out the
relationship of leadership, organizational support
and work environment on employee performance.
Transformational Leadership
Leadership is a process where a person can
become a leader through continuous activities
so that it can influence who they lead in order
to achieve organizational goals. Leadership is
an important aspect as it usually enables the
employees of the organizations to work efficiently
and effectively (Agarwal, 2020). According to Cascio
(2000) in virtual offices such as telework or work
from home, the challenge for leaders is to establish
and enforce ground rules for comprehensive
communication and performance management
processes. Communication is the biggest challenge
for leaders to implement virtual working conditions.
Leaders must learn how to conduct effective audio
meetings and balance email, voicemail, video
conferencing and face-to-face communication.
Then the next challenge for leaders is to perform
performance management for employees, and
leaders must take several steps, namely: defining
performance, facilitating performance, and
encouraging performance (Cascio, 2000).
According to Brunelle (2013) physical distance and
psychological distance have a negative impact on
relational quality in mobile work conditions, but the
level of transformational leadership can moderate
this relationship by reducing the negative impact.
Companies that want to implement mobile work
must be careful in choosing people who will
supervise their work or employees. They need
to choose managers who are able to exercise
transformational leadership, in other words,
people who show empathy, good listening skills,
have a vision, the ability to influence others, and
the capacity to inspire and share with intellectual
stimulation.
Transformational leadership is style of leadership
that transforms followers to rise above their self-
interest by altering their morale, ideals, interests,
and values, motivating them to perform better
than initially expected (Pieterse, Van Knippenberg,
Schippers, & Stam, 2009). Transformational leaders
have the ability to transform organizations through
their vision for the future, and by clarifying their
vision, they can empower the employees to take
responsibility for achieving that vision (Kim, 2014).
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International Research Journal of Business Studies | vol. XIII no. 02 (August - November 2020)
Organizational Support
According Aboelmaged, Mohamed, & Subbaugh
(2012) the critical factors influencing the perceived
productivity of teleworkers are the role of individual
and organizational factors. Job security, job
satisfaction, work flexibility, organizational
commitment and management support are emerged
as key determinants of perceived teleworking
productivity. For successful implementation of
telework policy, the government should provide and
improve necessary IT infrastructures including high
speed internet and provide necessary training for
both managers and employees (Valmohammadi,
2012). Telework organizational support namely
the use of technology, support related to the use
of technology and variables other than technology
(Baker, Avery, & Crawford, 2006). The use of
technology consists of having sufficient IT support,
which refers to assistance with technology- related
problems and questions from the telecommuting
employee and appropriate telecommuting
technology. Support related to the use of technology
consists of training for telecommuting employees,
which involves instruction in technology use,
for managers, coworkers, and household
members, and the provision of financial support
for telecommuter expenses. These expenses
are generally for purchasing telecommuting
technology or for its running costs. Variables other
than technology that are unrelated to technology.
Variables other than technology consists of trusted
by their manager when they are working from
home and not able to be observed directly by the
manager, human resource department support
for the telecommuting, and prior planning for
telecommuting system from organization.
Work Environment
The work environment is included in a very
important component for employees to carry out
work activities. A conducive work environment is
able to motivate employees to work and will have an
impact on employee morale and performance. One
of the most important telework factors impacting
telework outcomes is suitability of the working place
at home (Nakrošienė, Bučiūnienė, & Goštautaitė,
2019). Work environment provides security and
allows employees to work optimally, it can influence
the emotions of the employee. Teleworkers who
are work at home shows that workers want a
quality work environment at home similar to a
conventional office, such as having privacy, quality
lighting, and adequate equipment (Ng & Ng, 2010).
The physical workplace characteristics for mobile
knowledge workers include amount of space,
layout, ambient conditions and internet and Wi-
Fi connectivity (Ng, 2016). One of strategies for
overcoming telework challenges is prepare the
physical/home environment, which included setting
up an environment that is conducive to working,
such as a dedicated workspace, sometimes with
physical boundaries (e.g., a room with a door)
(Greer & Payne, 2014). Teleworkers manage the
balance between their home and working lives
by establishing temporal and physical boundaries
(Mustafa & Gold, 2013).
The theoretical base achieved from the reviewed
literature and understanding of the concepts so far
contributed to propose following hypotheses:
H1: Leadership significantly affects employee
performance in NPPA in connection with the
work from home policy
H2: Organizational support significantly affects
employee performance in NPPA in connection
with the work from home policy
H3: Work Environment significantly affects
employee performance in NPPA in connection
with the work from home policy
METHODS
The type of data in this study are primary and
secondary data. Primary data is obtained directly
from employees at the NPPA by filling in the
questionnaire. The number of government employee
in NPPA is 273 employees, but government
employees in the research period who carry out
their work are mostly done from home, namely
128 employees or 46.88%. The total responden
of this study is 128 NPPA government employees,
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who worked at home almost 55% of the time
during the pandemic. The sampling method is
census. This research is conducted from June 26th
to August 14th 2020. This study uses the Partial Least
Square Structural Equation Modelling (PLS-SEM).
Secondary data are obtained through literature
studies sourced from journals, theses, articles
and books, the internet as well as data provided
by institutions and relevant to this research. The
research model is presented in Figure 1 below:
RESULTS AND DISCUSSION
Analysis of Respondents’ Descriptions
The number of government employee in NPPA is
273 people, but not all government employee work
from home. This research using respondents who
carried out their work mostly from home in research
periode or 55% of their attendance by working from
home. The percentage of the number of employees
as mentioned above is based on work units and
positions as shown in Table 1.
Figure 1. Research Framework
NPPA
HR Management
Managerial
Implication
Organitional Support Baker E,
Avery GC, Crawford J (2006),
Valmohammadi, C (2012):
1. Technology-related,
2. Somewhat technology-
related,
3. Nontechnological on
employees’ reactions to
home-base telecommuting
Employee Performance Robbins & Judge A (2017):
1. Quality of work
2. Quantity of work
3. Promptness time in work
4. Being dependable
Work Environment
Ng CF (2011), Ng (2016):
1. Space requirement and
layout
2. Ambient conditions(quality
lighting)
3. Work equipment
Transformational Leadership
Brunelle (2013)
(Robbins & Judge A, 2017):
1. Idealized Influence
2. Inspirational Motivation
3. Intellectual stimulation
4. Individualized
Consideration
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International Research Journal of Business Studies | vol. XIII no. 02 (August - November 2020)
Based on data, it shows that not all government
employees in the NPPA carry out work from home.
The data show that there are 128 people who work
from home or more than 55% of their attendance by
working from home. Public Procurement Education
and Training Center is a work unit which many
employees work from home (93.33%). Government
employees with the position of Staff/Implementing
Officer carry out the most work from home at
50.99%, while only 40% of Echelon I/Senior High
Officials and 12.5% of Echelon II/Primary High
Management Officers carry out work from home.
The population of respondents in this study is
government employees at NPPA who carried
out their work mostly from home or 55% of their
attendance by working from home, namely 128
respondents. This research is conducted from June
26th to August 14th 2020. Respondents who have
filled in the research instruments completely during
that period are 117 respondens (91.40%). Based
on the research results, the characteristics of the
respondents are obtained in Table 2.
The descriptive respondent profile explains that
women (57.26%) are more likely to work from
home than male respondents (42.74%). Based on
field observations, there are more male government
employees work in offices than females, and
most of these male respondents bring their own
vehicles such as motorbikes and cars. Based on
the age distribution of the respondents, the age
range of 31 - 40 years (55.56%) mostly worked
from home, while very few respondents over 50
Employee Characteristics Num. of
employee
Num. of employee
is 55% WFH
Percentage of
employees 55%
WFH
Work Unit Chair of the NPPA 1 0 0.00 %
Executive Secretariat 82 29 35.37%
Deputy Chair for Strategy and Policy
Development 43 29 67.44%
Deputy Chair for Monitoring Evaluation
and Development of Information Systems 50 12 24.00%
Deputy Chair for Human Resource
Development 29 21 72.41%
Deputy Chair for Legal Affairs and
Complaints Handling 44 23 52/27%
Inspectorate 9 0 0.00%
Public Procurement Education and
Training Center 15 14 93.33%
Position
Echelon I/Senior High Officials 5 2 40.00%
Echelon II/Primary High Management
Officers 16 2 12.5%
Echelon III/Administrator Officer 32 13 40,62%
Echelon IV/Supervisory Officer 68 34 50.00%
Staf/Implementing Officer 151 77 50.99%
Sum of Employee 273 128
Source : Primary data, processed (2020)
Table 1. Number and Percentage of Respondents
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worked from home (4.27%). Based on the marital
status, respondents with married status have a large
percentage (76.07%) compared to respondents who
are not married (22.22%). This shows that most
respondents who have families prefer working
from home.
Evaluation of Measurement Model
Evaluation of the data in this study using PLS-SEM
with the SmartPLS program. The latent variables in
this study are leadership, organizational support,
work environment and employee performance.
Each of these variables has a manifest variable/
indicator that is reflective of the latent variable.
PLS-SEM uses criteria that include two parts, namely
the evaluation of the measurement model (outer
model) and the structural model (inner model). The
purpose of evaluating the measurement model is
to measure how each indicator relates to its latent
variable. Evaluation of the measurement model is
done by testing the validity and reliability of each
latent variable indicator. By starting an assessment
of the measurement model, the researcher can
believe that the latent variables or constructs that
form the basis for assessing the structural model
relationships are measurable and accurate (Hair,
Sarstedt, Hopkins, & Kuppelwieser, 2014)
Evaluation of the reflective measurement model
should verify both the reliability and validity. The first
step is using composite reliability to evaluate the
construct measures’ internal consistency reliability.
The second step in evaluating reflective indicators
is the assessment of validity. Validity focuses on
convergent validity and discriminant validity.
Convergent validity when each indicator has outer
loadings above 0.70 and when each construct’s
average variance extracted (AVE) is 0.50 or higher.
For outer loading, if there is an indicator used that
has an outer loading value below the standard of
0.7, it means that the indicator is invalid so it needs
to be removed from the research model. (Hair et
al. 2011).
After ensuring that no indicator has an outer loading
below 0.7, the next step is to calculate the construct
reliability or composite reliability. Reliable when the
composite reliability and/or cronbach’s alpha value
of more than 0.7 and the Average Variance Extracted
(AVE) indicates that the construct validity with a
Table 2. Number and Percentage of Respondent Characteristics
Respondent Characteristics Num. of
Employee Percentage
Gender Mens 50 42.74%
Women 67 57.26%
Age
20 – 30 years 39 33.33%
31 – 40 years 65 55.56%
41 – 50 years 8 6.84%
> 50 years 5 4.27%
Marital Status
Single 26 22.22%
Married 89 76.07%
ever been married 2 1.71%
Last education
Diploma 4 3.42%
Bachelor 69 58.97%
Masters 43 36.75%
Doctor 1 0.85%
Length of work
<5 years 61 52.14%
6 - 10 years 45 38.46%
11 - 15 years 5 4.27%
> 15 years 6 5.13%
Source : Primary data, processed (2020)
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International Research Journal of Business Studies | vol. XIII no. 02 (August - November 2020)
standard value is greater than 0.5 (Hair Jr. et al.
2016). Based on the research results, the evaluation
of Cronbach’s Alpha, Composite Reliability, AVE are
presented in Table 3.
The next evaluation is discriminant validity, which is
carried out in two stages, Fornell – Larcker criterion
value and cross loading. Discriminant validity is the
construct measures what it is intended to measure.
Discriminant validity by ensuring the AVE on each
latent variable is greater than the other variables
(Fornell – Larcker criterion) and the indicators
for each variable must be greater than the other
indicators (cross loadings) (Hair et al. 2011). Based
on the research results, Fornell–Larcker criterion
results are presented in Table 4.
The cross loadings value is calculating the correlation
of indicators and their latent variables and other
latent variables. The cross loadings value of each
indicator in each variable is compared with other
variables to determine the correlation between the
indicators and each variable. The correlation value
of the indicator to its latent variable must be greater
than the correlation to other latent variables (Hair
et al. 2014).
Evaluation of Structural Model
Once the reliability and validity of the outer models
is established, the next step is evaluation of the
structural model (inner model). The evaluation
aims to evaluate the hypothesized relationships
within the inner model, between latent variables
and their constructs. Evaluation of the structural
model by using of assessment coefficient of
determination (R2), validated redundancy (Q2),
and path coefficients (Hair et al., 2014). The R2 is a
measure of the model’s predictive accuracy. The
R2 criterion of endogenous latent variables shows
how much diversity of endogenous variables can be
explained by exogenous variables. The endogenous
variable in this study is employee performance
while the exogenous variables are leadership,
organizational support and work environment.
The criteria for limiting the value of R2 in three
classifications, namely the values of 0.75, 0.50 and
Latent Variable Cronbach’s Alpha Composite Reliability AVE
Transformational Leadership 0,946 0.953 0,662
Organizational Support 0,927 0,941 0,629
Work Environment 0,941 0,949 0,631
Employee Performance 0,953 0,959 0,663
Source: Data processed by PLS-SEM
Table 3. Composite Reliability, Average Variance Extracted (AVE)
Table 4. Fornell – Larcker criterion results
Latent Variable Transforational
Leadership
Organizational
Support
Work
Environment
Employee
Performance
Transforational Leadership 0,793
Organizational Support 0,583 0,835
Work Environment 0,435 0,659 0,794
Employee Performance 0,440 0,489 0,697 0,814
Source: Data processed by PLS-SEM
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0.25 as substantial, moderate and weak. Based
on the research results, R2 results are presented in
Table 5.
Table 5. Coefficient of determination (R2)
R2
Employee Performace 0,5111
Source: Data processed by PLS-SEM
The result indicate employee performance variable
can be explained by variables in this research of
51.1% (0.511 x 100%), while the remaining 48.9%
explained by other variables outside of this study. R2
value of this study falls into the moderate category.
The next step to calculate the model structure
is to use predictive relevance or cross-validated
redundancy (Q2) by using the blindfolding procedure
in SmartPLS. The result show that the value of all
latent constructs has a good predivative relevance,
because the value is more than zero (0). The
blindfolding results are presented in Table 6.
Path coefficient values are standardized on a
range from -1 to +1, with coefficients closer to
+1 representing strong positive relationships
and coefficients closer to -1 indicating strong
negative relationships (Hair et al., 2014). Based
on the research results, the evaluation of the path
coefficient, mean, standard deviation and tstatistics are
presented in Table 7 and Figure 2.
Based on data processed of this research hence
presented summary test result for all hypotheses
in Table 8.
Discussion
The results of the research showed that
transformational leadership has a positive and
significant effect on employee performance at NPPA
which means that transformational leadership can
increase employee performance in working from
home situation. This is in line with the research of
Kowalski & Swanson (2005) that the critical factor
for the success of developing a work from home
or teleworking program is management support
from all levels in the organization, especially
support from top management in the organization.
Cascio (2000) states that in virtual offices such
as telework or working from home, leaders have
great challenges in implementing virtual working
conditions. They must have the ability to determine
performance, facilitate performance, and drive
employee performance. Furthermore, Brunelle
(2013) adds that in carrying out work from home,
Table 6. Validated Redundancy (Q2)
Table 7. Results of the path coefficient, mean, standard deviation and tstatistics
Construct SSO SSE Q2
Transformasional Leadership 1404.000 619,520 0,559
Organizational Support 819,000 332,462 0,594
Work Environment 1287.000 574,079 0,554
Employee Performance 1404.000 557,065 0,603
Source: Data processed by PLS-SEM
Latent Variable Original
Sample (O)
Samlle
Mean (M)
Standard Deviation
(STDEV)
T Statistics
(|O/STERR|)
Transforational Leadership 0,185 0,189 0,072 2,560
Organizational Support -0,046 -0,057 0,113 0,409
Work Environment 0,647 0,665 0,094 6,888
t(0,05) = 1,96
Source: Data processed by PLS-SEM
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transformational leadership can moderate physical
distance and psychological distance for employees.
Transformational leadership is the type of leadership
needed in the implementation of work from home
or telework. Transformational leader can inspire
followers to transcend their own self-interests
and who are capable of having a profound and
extraordinary effect on followers (Robbins & Judge
A, 2017).
Based on the research showed that the organizational
support variable has a negatif relationship on
employee performance at NPPA which means that
organizational support does not affect employee
performance in working from home situations. This
is not in line with several studies including research
by Baker et al. (2006), organizational support in
home-based telecommuting and working from
home or working remotely has 3 (three) categories,
namely the use of technology, support related
to the use of technology consists of training for
telecommuting employees and variables other than
technology consists of human resource department
support and prior planning for telecommuting
system. A successful implementation of telework
policy, the organization must provide and upgrade
the necessary IT infrastructure including high-speed
internet and provide the necessary training for both
Figure 2. Path Coefficient
Hypotheses Result
H1: Transformational Leadership → Employee Performance Supported
H2: Organizational Support → Employee Performance NS
H3: Work Environment → Employee Performance Supported
Source: Data processed by PLS-SEM
Table 8. Hypotheses Results
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managers and employees (Valmohammadi 2012).
This fact is interesting and leaderds in NPPA should
pay attention of it. This shows that organizational
support has been optimal so that it does not affect
employee performance. This is an input for leaders
for understanding the needs of employees through
an organizational support approach as research
from Aboelmaged et al. (2012) stated that the critical
factor that affects the productivity of organizations
who work far away is the role of individuals and
organizations or organizational support
The results of the research showed that work
environment has a positive and significant effect
on employee performance at NPPA which means
that work environment can increase employee
performance in working from home situation.
This is in line with the research of Nakrošienė et
al. (2019) that the most important factor affecting
the outcome of remote work is the suitability of
the workplace at home. One strategy to overcome
the challenges of working from home is prepare
a physical environment at home to be conducive
so teleworkers can work comfortably, such as
having a dedicated workspace (Greer and Payne
2014). According to Ng and Ng (2011) workers
who are working from home want a quality work
environment at home similar to a conventional
office, such as having privacy, quality lighting,
and adequate equipment. Based on the survey
results, it is found that the work environment is
the most significant variable affecting employee
performance.
Based on the analysis conducted on the effect of
transformational leadership, organizational support
and work environment on employee performance,
it is known that leadership and work environment
have a positive and significant effect on employee
performance, but on the other hand, organizational
support does not affect or have an inverse effect on
the implementation of work from home policies.
MANAGERIAL IMPLICATION
Based on the results of testing of all the hypotheses
present in this study and discussion, as well as
some conclusions which have been drawn then
will be described how the implications of these
findings. The role of transformational leadership
has an important role in implementing the work
from home policy in order to improve employee
performance. Even though it is known that
leadership has an effect on employee performance,
NPPA must continue to provide guidance to
these leaders. Management should increase the
capabilities and managerial competence for
leaders by training, coaching, mentoring or other
assignment, especially to increase communication
competence, competence development of self and
others, and the ability to manage change. This is
very important so that transformational leadership
can have the competence to moderate work from
home activities and reduce negative impacts.
Based on the results of research, organizational
support has a negative relationship with employee
performance. This finding of research is interesting
and leaders in NPPA should pay attention about
what employee’s needs from organizational
support. Management should monitor and evaluate
current organtizational support such as the use
of technology, support related to the use of
technology and other variables besides technology.
Management needs to carry out discussion
activities to find out the needs of employees in
implementing the work from home policy. The
results of monitoring, evaluation and discussion can
be used as input to provide organizational support
to employee.
The work environment has an important role in
improving employee performance in the context of
implementing the work from home policy. Based
on the research results, it is known that the work
environment variable has the most significant
role in implementing working from home. In this
regard, recommendation to management is provide
direction to employees maintain a conducive
working environment at home. Space requirements
and layout such as a room to work at home should
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have a special room that is separate from the busy
area, quality lighting, and also work equipment
to be noticed. This is intended to further improve
employee performance while working from home.
Base on the number of employees who work
from home, it is known that the total percentage
of employees who work from home is 46.88%. In
this regard, the recommendation for management
is to have a joint discussion to explore the success
of work unit leaders who have successfully
implemented work from home for their subordinates
to become input for other work units that have not
fully implemented working from home during the
pandemic.
Another managerial implication from the research
findings is management should make the Covid-19
pandemic a momentum to start changing employee
habits. Activities carried out face-to-face can be
transferred to face-to-face online via the internet.
Management can begin to adjust flexible work
systems and refer to employee performance (output
based).
CONCLUSION
The results showed that the total percentage of
employees in NPPA working from home is 46.88%.
Employees at work units who mostly work at home
are employees at the Public Procurement Education
and Training Center is the (93.33%). The position
of the government employee that mostly carries
out working from home is Staff/Implementing
Officer. This shows that not all work units have fully
implemented the work from home policy. There
are still many employees who are actively working
in the office, so it has the potential to endanger the
health of employees during the Covid 19 pandemic.
The characteristics of respondents in the study who
carried out their jobs more by working from home
is dominated by women (57.26%), with the age
distribution being dominated by the ages of 31-40
years (55.56%), and the marital status is dominated
by employees who are married (76.07%). This
shows that female employees prefer to work from
home compared to male employees, furthermore it
can be seen that married employees prefer to work
from home. Employees ‘awareness of working from
home can reduce the spread of the virus, both for
themselves and employees’ families.
Based on the analysis conducted on the effect of
transformational leadership, organizational support
and work environment on employee performance,
it is known that leadership and work environment
have a positive and significant effect on employee
performance, but on the other hand, organizational
support does not affect or have an inverse effect on
the implementation of work from home policies.
Transformational leadership is the type of leadership
that is most suitable for implementing a work from
home policy. Organizational support has an inverse
influence on employee performance. This could
possibly occur because the variables used in this
study have been optimally accepted by employees.
Leaders should pay attention about what employee’s
needs from organizational support. Leaders and
management should monitor and evaluate current
organtizational support and the results can be used
as input to provide organizational support to
employee. The work environment has a positive
and significant impact on employee performance
in situations of working from home. This shows that
the work environment for employees who work at
home is physically suitable so that employees feel
conducive to work from home.
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Vina Da’watul Aropah, Ma’mun Sarma, I Made Sumertajaya / Factors Affecting Employee Performance during Work from Home / 201 - 214
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