Factor Analysis of Work Motivation Using Maslow‟s … Mahendra /ETAR-2014/Full Paper Proceeding...

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ETAR 2014

Factor Analysis of Work Motivation Using Maslow‟s Hierarchy of Needs: Case

Study on Civil Servants at Banten Province‟s Office of Agriculture and Livestock

Fakhri, Mahendra1*, Aditya, Muhamad2, Pradana, Mahir3

1,2,3Telkom University, Indonesia

Abstract

The aim of this study was to identify the dominant factors that influence work mot ivation of the Civil Servants

who work at the Banten Province‟s Office of Agricu lture and Livestock. The research was using explorative

quantitative method. Respondents in this study were Civ il Servants at Banten Province‟s Office of Agriculture

and Livestock. There were five variables included, which were physiological needs, safety needs, social needs,

esteem needs, and self-actualization needs, respectively. The data of this study were obtained from the interview

and questionnaires which were distributed to 73 respondents. The technique used to analyze the data was factor

analysis with software SPSS version 20.0.

By means of factor analysis, the dominant factors influencing work motivation became more obvious by

clustering the five factors into two major groups. Eventually, the two dominant factors that influenced the Civil

Servant‟s level of motivation at Banten Province‟s Office of Agriculture and Livestock we re d ivided into two

major groups, which are internal needs and external needs. Internal needs were represented by the variable of

physiological needs, which explained the 20.42% of the total significant factors influencing the employee‟s

work motivation at Banten Province‟s Office of Agriculture and Livestock. While external needs were

represented by the variable of safety needs, social needs, esteem needs, and self-actualization needs, which

explained 67.92% of the total significant factor influencing of the employee‟s work mot ivation at Banten

Province‟s Office of Agriculture and Livestock.

© 2014 The Authors. Published by Global Illuminators. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/) Peer-review under responsibility of the Scientific & Review committee of ETAR-2014.

Keywords: Factor Analysis, Work Motivation, Maslow‟s Hierarchy of Needs, Human Resource

Management.

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Fakhri, Mahendra /ETAR-2014/Full Paper Proceeding Vol. 1, 258-274

International Conference on “Emerging Trends in Academic Research” (ETAR- 2014)

259

Introduction

Background In this era of globalization, the economic challenges faced by the government of

Indonesia are more or less the same within the previous years. The government is expected to

be able to augment the prosperity of the whole Indonesian population. Indonesia has a population of approximately 235 million people inhabitants, spreading from Sabang to

Merauke. This large population should be taken into consideration of the national and local governments, who must ensure the fulfilment of the people‟s needs for food.

In order to implement the responsible autonomous system of governance based on the

government regulation number 22 year 1999, the national government has given open opportunity to compulsory government activities which are conducted by autonomous

regions. A success of a government‟s institute in reaching their goal is not determined by the number of registered employees within the institute, but also by several factors, such as precise employee assignation or the quality of the employees. Human resource or workforce

is an important element in conducting the organization or company‟s activity. According to Siagian (2007:40), human resource is the most important element within

the whole organization. An organizational success in reaching the goals and objectives, as well as the ability to face future both internal and external threats, are determined by the proper and well-organized human resource management.

Therefore, in order to achieve ideal governmental goals, there is an imminent need for employees with capabilities, responsibility, discipline and high work motivation. Extracting

from Abraham Maslow‟s hierarchy of needs, Douglas McGregor‟s X and Y theory, and contemporary motivation theory, it can be concluded that motivation is the reason behind every individual action. Also, according to Hasibuan (2005:65), motivation is the power that

moves one‟s desire to work and collaborate effectively, and integrated to any effort to achieve satisfaction.

As a first step to observe the level of employees‟ motivation working within Banten Province‟s Office of Agriculture and Livestock, we conducted structured interviews to 15 civil servants, (on the 8th of April, 2014) at Banten Province‟s Office of Agriculture and

Livestock. Based on the interview, it can be concluded that the work motivation of the civil servants are maintained for the reason that their basic physiological needs and safety are

fulfilled. However, it is merely enough of what has been established up to this time, and not too hopeful or not too have a great motivation to be able to reach a higher peak of his career. There are even some employees feel that their salary was less than expected with a given

workload, even attempt to look for other revenue made by some employees. As well, there are still some employees who come late, there are also some employees who came out during

working hours, even go home first before his time. It can be concluded that the level of labor discipline civil servants Banten Province‟s Office of Agriculture and Livestock still less that might be due to decreased employee motivation.

Employees will be motivated if their needs are fulfilled, which resulting to positive impact of job satisfaction on the performance of employees in a company or organization.

Performance is a result of work achieved in carrying out the assigned tasks based on skills, experience and sincerity. (Hasibuan,1994).

Since motivations of each person and the individual nature of a person a re different,

the author felt the need to determine the dominant factors that affect the work motivation of the civil servants based on Maslow's hierarchy of needs. Based on the discussion above, the

authors were interested and feel the need to analyze the dominant factors affecting employees' work motivation with indicators related to the level of employee needs. Hence the



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title "Analysis of Factors Work Motivation Maslow's Hierarchy of Needs Approach (Study:

Civil Service Banten Province‟s Office of Agriculture and Livestock)." As initial steps to observe the level of working motivation at Banten Province‟s

Office of Agriculture and Livestock, we conducted unstructured interview towards 15 civil

servants, (on the 8th of April 2014) at Banten Province‟s Office of Agriculture and Livestock. Based on the interview, we can conclude that the working motivation of civil servants are in a

conducive level because most employees feel the basic needs physiological and safety are met. However, they are comfortable of what they have established up to now, and not too hopeful or have great motivation to reach a higher peak of career. There are even some

employees who feel that their salary is actually less than expected with a given workload, therefore they attempt to look for other income from other projects. Also, there are still some

employees who always come late, go out of office on work hours, or even go home before their time. It can be concluded that the level of discipline within the civil servants at Banten Province's Office of Agriculture and Livestock is still low which might be caused by the

declining employee motivation. Employees will be motivated if their needs are fulfilled and job satisfaction will arise

with a positive impact on the employees‟ performance a company or organization (Hasibuan, 1994). Due to the motivation of each person is different and the individual nature of a person, the author felt the need to know the dominant factor influencing work motivation of civil

servants based on Maslow's hierarchy of needs. Hopefully, the result can be used in generating positive impact on government policies, especially with regard to local

government efforts to improve employee performance through the development of motivation.

Based on the above background analysis, we felt the need to analyze the dominant

factor influencing employee motivation in relation to indicators related to the level of employee needs. Hence, the title of this research is “Factor Analysis of Work Motivation

Using Maslow’s Hierarchy of Needs: Case Study on Civil Servants at Banten Province’s

Office of Agriculture and Livestock.” Problem Formulation

Based on the points we discussed above, we identify the problems by observing factors at work that motivate civil servants in Banten Province‟s Office of Agriculture and

Livestock? Research Objective

The objective of this research is to identify dominant factors that influence working motivation at Banten Province‟s Office of Agriculture and Livestock.

Literature Review

According to Fillmore H. Standford (1969:173), motivation as an energizing

condition of the organism that serves to direct that organism toward the goal of a certain slass. While William J. Stanton (1981:101) defines it as a motive is a stimulated need which a goal-oriented individual seeks to satisfy

Actually, there are heaps of theories about motivation that have been developed by experts, and it has been commonly found that one way of improving work motivation is by

following the concept of Maslow‟s hierarchy of needs. Maslow elaborated human‟s hierarchy of needs as follows:



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a. Physiological needs, comprises basic needs such as the need for food, drink,

physical protection, breathing and sex. These kinds of need are the most basic to be fulfilled. In relation to the concept of employee‟s satisfaction, each employee‟s need in getting proper salary must be fulfilled.

b. Safety needs, comprise the needs for protection from danger, threat and the availability of bread and butter. In relation to these kinds of need, the employees

need to make sure the availability of their health insurance, housing tuition, or pension funds.

c. Belongingness needs, comprise the needs for being loved and accepted. In

relation to these kinds of need, the employees‟ existence need to be accepted as a member of a working unit, and the availability of interaction and harmony within

the working environment. d. Esteem needs, comprise the needs to be respected or recognized by others. In

relation to these kinds of needs, leaders cannot be over-high handed toward their

employees. Because employees have specific needs for recognition as a reward for their work achievements.

e. Self-actualization needs, comprise the needs to self- improve, maximize potentials, raise ideas, give judgement, criticize and reach several achievements. In relation to these needs, employees need to actualize themselves within the

company and the chance needs to be preserved by their leaders. The hierarchy can be visualized as follows:

Figure 1: Maslow‟s Hierarchy of Needs

Maslow classified the five needs based on the height of the pyramid, the higher the needs‟ level, the fewer human can fulfill those kinds of needs. As an example, the category „self-actualization needs' is placed in the highest or the peak of the pyramid, while

Physiological Needs dan Safety Needs are regarded as low level of needs. This theory from Maslow was based on assumption that every human has the needs to develop him/herself.

Our conceptual framework can be seen below:

Physiological needs

Safety needs

Social needs

Esteem needs

Self-actualization needs



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Figure 2: Conceptual Framework

The hypothesis is as follows: “There are existing dominant working motivation factors

seen from the perspective of Maslow‟s hierarchy of needs (case study: Civil Servants at Banten Province‟s Office of Agriculture and Livestock).”

Research Methodology

This research was using explorative quantitative method. According to Morissan

(2012:35), explorative research is an initial research that aims to obtain further picture on a

certain research topic to be observed further in the future. This observation was targeted to a certain population, which was 73 employees / civil

servants at Banten Province‟s Office of Agriculture and Livestock and used non probability sampling as the sampling technique. The non probability sampling used was using saturation sampling, which is the way of determining the samples by using all sampling population. The

samples are the 73 employees at Banten Province‟s Office of Agriculture and Livestock, who work at the field of secretariat, farm production, horticulture production, animal husbandry,

facilities and infrastructure, and farm development. The observation data comprise primary and secondary data. The primary data was

obtained through distribution of questionnaires to employees / civil servants at Banten

Province‟s Office of Agriculture and Livestock, as well as unstructured interviews. In the other hand, the secondary data in this observation was obtained through documents supplied

by Banten Province‟s Office of Agriculture and Livestock which is related with this observation. The secondary data consists of literature study, national observatory journals and internet that were used in supporting this observation.

The observers conducted the data analysis using factor analysis method. According to Supranto (2010:113), in factor analysis, variables are not classified into dependent and

independent variables. In contrary, all interdependent variables are observed. The main benefit of factor analysis is to reduce data or decrease the sums of variables. Required steps in factor analysis are:

1. Formulating problem 2. Shaping the correlation matrix shaping

3. Determining the methods of factor analysis 4. Rotating the factors

Employee’s Work Motivation at

Banten Province’s Office of

Agriculture and Livestock

Physiological Need Factors

Safety Need Factors

Social Need Factors

Esteem Need Factors

Self-Actualization Factors



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Very low Low High Very high

25% 43.75% 62.50% 81.25% 100%

5. Interpreting the factors

Results And Discussion

Respondent Characteristics This observation required questionnaires to be distributed to the whole civil servants

who works Banten‟s Office of Agriculture and Livestock. The collected sample comprised 73 respondents, with 22 items of questions on the questionnaire. In this part, the analysis of respondents‟ data elaborates respondents‟ characteristics. To obtain better picture about the

respondents, the upcoming descriptive elaboration showed information about the respondents‟ sexes, levels of education, and working experience.

Respondent’ Sexes It was found that the majority of respondents were 38 females, or 52% or the total respondents, while the male respondents were 35 or 48% of the total sum. Banten Province‟s

Office of Agriculture and Livestock are dominated by women, since there were more women applying as civil servants at the office.

Table 1: Questionnaire Data – Male Respondents

No.

Item Male

Category Sum Score Ideal

Score

SA A D SD (136)

1 Physiological Needs (X1) 51 17 0 0 68 225 272

2 Safety Needs (X2) 3 193

8 0 204 607 816

3 Social Needs (X3) 6 16

7

31 0 204 587 816

4 Esteem Needs (X4) 1 39 28 0 68 177 272

5 Self-Actualization Needs (X5)

5 104

95 0 204 522 816

Total 2118 2992

The continuum line shows that the score of ma le respondents‟ responses regarding

work motivation factors is as follows:

The figure shows that

the male

respondents‟ rate of responses in the

continuum line is high.

70,8%



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25% 43.75% 62.50% 81.25% 100%

Table 2: Questionnaire Data – Female Respondents

No.

Item Female

Category Total Scor

e

Ideal

Score

SS S TS STS (156)



10 0 234 717 936


8

22 0 234 714 936

4 Esteem Needs (X4) 8 55 15 0 78 227 312


14 169

51 0 234 665 936

Total 2784 3432

The continuum line shows that the score of female respondents‟ responses regarding work motivation factors is as follows:

The graph shows that the female respondents‟ rate of responses in the continuum line

is high.Based on the data above, it can be concluded that the work motivation rate of the female employees is 81,1%. The rate is bigger than male respondents‟ rate which is 70,8%. Based on Employee’s Education

The aspect of employee‟s education, can be seen in the tabel 4.2, the majority of respondents, 46 people, have S1 (bachelor degree) or 63% from the total sum of respondents,

while 15 employees have S2 (master degree) or 21%. Respondents with Diploma degree are 7 people atau 9%. 5 respondents have SMA (high school) education or 7%. From the explanation, we found that the majority of respondents have S1 education. This meets the

minimum required degree as a requirement to become a civil servant. The respondents with D3 (diploma) or SMA (highschool) education are long-time serving employees at Banten

Province‟s Office of Agriculture and Livestock. Table 3: Questionnaire Data – Level of Education: High School

No.

Item High School

Category Sum Scor

e

Ideal

Score

SS S TS STS (20)


2 Safety Needs (X2) 0 29 1 0 30 89 120

3 Social Needs (X3) 1 25 4 0 30 87 120

4 Esteem Needs (X4) 0 6 4 0 10 26 40


0 20 10 0 30 80 120

Total Score 321 440

81,1%



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25% 43.75% 62.50% 81.25% 100%


25% 43.75% 62.50% 81.25% 100%

The continuum line shows that the respondents‟ score about work motivation factor

based on high school level of education:

The graph shows that rate of responses from the respondents with High School level of education in the continuum line is high.

Table 4: Questionnaire Data – Education Diploma

No.

Item Diploma

Category Sum Scor

e

Score

Ideal

SS S TS STS (28)


2 Safety Needs (X2) 0 42 0 0 42 126 168

3 Social Needs (X3) 2 35 5 0 42 123 168

4 Esteem Needs (X4) 0 10 4 0 14 38 56


0 27 15 0 42 111 168

Total Score 446 616

The continuum line shows that the respondents‟ score about work motivation factor

based on Diploma level of education:

The graph shows that rate of responses from the respondents with Diploma level of education in the continuum line is high.

72,9%

72,4%



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Table 5: Questionnaire Data – Education: bachelor degree (S1)

No.

Item S1

Category Sum Scor

e

Score

Ideal

SS S TS STS (184)



17 0 276 821 1104


5

44 0 276 801 1104

4 Esteem Needs (X4) 3 54 35 0 92 244 368


7 148

121

0 276 741 1104

Total Score 2949 4048

The continuum line shows that the score of respondents with S1 level of education

about work motivation:

The graph shows that rate of responses from the respondents with S1 (bachelor graduate)

level of education in the continuum line is high.

Table 6: Questionnaire Data – Education: Master Degree (S2)

No.

Item S2

Category Sum Scor

e

Score

Ideal

SS S TS STS (60)


2 Safety Needs (X2) 18 72 0 0 90 288 360

3 Social Needs (X3) 20 80 0 0 100 320 360

4 Esteem Needs (X4) 6 24 0 0 30 96 120

5 Self-Actualization Needs

(X5)

12 78 0 0 90 282 360



25% 43.75% 62.50% 81.25% 100% 72,8%



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25% 43.75% 62.50% 81.25% 100%

The continuum line shows that the respondents‟ score about work motivation factor based on

the level of education S2 can be seen below:

The graph shows that rate of responses from the respondents with S2 (master graduate) level of education in the continuum line is very high.

Based on the data above, it can be concluded that the rate of work motivation based on level of education is as follows: the score of „S2 employees‟ is 82,8%, higher than „S1 employees‟, which is 72,8%, and „Diploma employees‟ with 72,4% score, dan „high school

employees‟ with the score 72,9%. Based on Work Experience

Figure 3: The Percentage of Workers‟ Length of Working Experience

From the graph we see that 20 people or 27% from the total respondents have been working as civil servants for 1-5 years, 21 people or 29% have been working for 6-10 years, and the rest is 32 people or 44% have been working more than 10 years. Thus, we can

conclude that the majority of civil servants at Banten Province‟s Office of Agriculture and Livestock have been working there for more than 10 years. Most probably the reason is

because Banten Province‟s Office of Agriculture and Livestock was established since Banten Province was separated from West Java Province in 2000.

82,8%



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25% 43.75% 62.50% 81.25% 100%


25% 43.75% 62.50% 81.25% 100%

Table 7: Questionnaire Data – Work Experience 1-5 years

No.

Item 1-5 Tahun

Category Sum Scor

e

Score

Ideal

SS S TS STS (80)


2 Safety Needs (X2) 7 91 6 0 104 313 480

3 Social Needs (X3) 9 90 21 0 120 348 480

4 Esteem Needs (X4) 1 23 16 0 40 105 160


8 69 45 0 122 329 480


The continuum line shows that the respondents‟ score about about working

motivation based on their 1-5 years working experience:

It shows that the continuum line of people with 1-5 years working experience is high.

Table 8: Questionnaire Data – Working Experience 6-10 years

No.

Item 6-10 Tahun

Category Sum Scor

e

Score

Ideal

SS S TS STS (84)



5 0 126 375 504


9

11 0 126 373 504

4 Esteem Needs (X4) 0 31 11 0 42 115 168


0 76 50 0 126 328 504


The continuum line shows that the respondents‟ score about about working motivation based

on their 6-10 years working experience:

72,9%

70,3%

72,9%



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25% 43.75% 62.50% 81.25% 100%

The figure shows that the continuum line of people with 6-10 years working

experience is high.

Table 9: Questionnaire Data – Working Experience >10 years

No.

Item >10 Tahun

Category Jml Scor

e

Score

Ideal

SS S TS STS (128)



7 0 206 616 768


21 0 192 580 768

4 Esteem Needs (X4) 8 40 16 0 64 184 256


13 128

51 0 192 538 768


The continuum line shows that the respondents‟ score about working motivation based on more than 10 years working experience is as follows:

The graph shows that rate of responses from the respondents with work experience

over 10 years (>10 years) in the continuum line is high. Based on the data above, it can be concluded that the rate of work motivation based on work

experience >10 years (76,5% score) is higher than the rate of work motivation 6-10 years (72,9% score), and the ones with 1-5 years experience (70,3% score). Factor Analysis

To conduct the factor analysis, the raw data from the questionnaires with ordinal scale was transformed into interval scale by using MSI (Method Succesive Interval). The helping tool

that was used was Windows SPSS 20.0. The table below shows the output of SPSS 20.0. Table 10: KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling

Adequacy. .810

Bartlett's Test of Sphericity

Approx. Chi-Square 266.085

Df 10

Sig. .000

On the table of KMO dan Barlet’s Test :

1. The score of KMO measure of sampling adequacy >0,5

76,5%



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2. Approx Chi-Square with significance level <0,5, thus the variables can be further

processed for factor analysis. Table 11: Anti-image Matrices Measures of Sampling Adequacy(MSA)

X1 X2 X3 X4 X5

Anti- image

Covariance

X1 .778 -.090 -.099 .042 .111

X2 -.090 .264 -.114 -.016 -.043

X3 -.099 -.114 .187 -.050 -.076

X4 .042 -.016 -.050 .299 -.123

X5 .111 -.043 -.076 -.123 .218

Anti- image

Correlation

X1 .507a -.198 -.260 .088 .270

X2 -.198 .845a -.513 -.057 -.180

X3 -.260 -.513 .798a -.211 -.376

X4 .088 -.057 -.211 .858a -.480

X5 .270 -.180 -.376 -.480 .799a

From the table we can see that the value of the MSA which was indicated by the

numbers shaping a diagonal figure (the ones with „a‟ signs). The values inside the table show

that all variables have MSA ≥0,5. When the MSA of the whole variables is already ≥0,5, the next step is to do the extraction. Communalities

A „communalities‟ is a variance of variables before extraction is done. Based on the table 4.3, the initial value is 1 (one). This shows that the value of the variable is 100% which

shapes a factor. Before extraction is done, the sum of the formed factor is similar with the sum of the variable.

Table 12:Extraction Method:

Principal Component Analysis. Communalities

Initial Extraction

X1 1.000 .974

X2 1.000 .833 X3 1.000 .893

X4 1.000 .829 X5 1.000 .888

The extraction value defined the percentage of variance on the formed factor. On the table 4.3 for X1 variables, the extraction value is 0,974. This shows that 97,4% of the variance from X1 variables can be explained by the formed factor, as well as the other

variables. The bigger the value of communalities, the stronger the relationship with the formed factor.

Total Variance Explained Tabel total variance explained is used to determine the number of formed factors. The formed

factors must possess eigenvalue ≥1. Thus, based on the output total variance explained, we



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find the information that the formed factors produced 2 factors, which consist of the first

factor with eigenvalue = 3,396 and the second factor with eigenvalue = 1,021. From the above output, we then find two factors with percentages of value 67,92 and 20,42, thus percentages of value from the two factors are 67,92 + 20,42 = 88,34. Hence, 88,34%

from the existing variables can be explained by the 2 formed factors. Table 12: Extraction Method: Principal Component Analysis.

Total Variance Explained

Component Initial Eigenvalues Extraction Sums of Squared Loadings

Total % of Variance

Cumulative % Total % of Variance

Cumulative %

1 3.396 67.923 67.923 3.396 67.923 67.923

2 1.021 20.419 88.342 1.021 20.419 88.342 3 .283 5.666 94.008 4 .167 3.347 97.355

5 .132 2.645 100.000

Component Matrix

The component matrix shows the distribution of the variables into formed factors based on the factor loadings. The variables were then inserted into factors the highest factor loadings. Factor loading shows the level of coherence between a variable with the formed factor. The

bigger the factor loading, the more feasible the variable into being inserted to one of its factors, and vice versa.

Table 13:Extraction Method: Principal Component Analysis

Component Matrixa

Component

1 2

X1 .284 .945 X2 .906 .113

X3 .943 .057 X4 .880 -.233

X5 .911 -.241

. a. 2 components extracted.

1. Variabel X1 (Physiological Needs) On the variable X1 the value of factor 1 = 0,284 and factor 2 = 0,945, since the highest value

on factor 2 is 0,945, variable X1 is included in the factor group 2. 2. Variabel X2 (Safety Needs)

On the variable X2 the value of factor 1 = 0,906 and factor 2 = 0,113, since the highest value

on factor 1 is 0,906, variable X2 is included in the factor group 1. 3. Variabel X3 (Social Needs)

On the variable X3 the value of factor 1 = 0,943 and factor 2 = 0,057, since the highest value on factor 1 is 0,943, variable X3 is included in the factor group 1.

4. Variabel X4 (Esteem Needs)



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On the variable X4 the value of factor 1 = 0,880 and factor 2 = -0,233, since the highest value

on factor 1 is 0,880, variable X4 is included in the factor group 1. 5. Variabel X5 (Self-Actualization Needs)

On the variable X5 the value of factor 1 = 0,911 and factor 2 = -0,241, since the highest value

on factor 1 is 0,911, variable X5 is included in the factor group 1. Based on the factor loading on the above table and explanation, factor 1 represents the

variables: 1. X2 : Safety Needs 2. X3 : Social Needs

3. X4 : Esteem Needs 4. X5 : Self-Actualization Needs

Factor 2 represent the variable: 1. X1 : Physiological Needs

Interpretation of Factors

After valid factor sums were obtained, the names of the factors need to be determined and interpreted, since factors are constructed with meaning once they are interpreted. Factors

interpretation can be conducted with the variables that form them. The variables‟ names and their distributions within the factors can be seen on the table below:

Table 14: Interpretations of Factors

No. Variabel Factors

1 Safety Needs Factor 1

External needs 2 Social Needs

3 Esteem Needs

4 Self-Actualization Needs

5 Physiological Needs Factor 2

Internal needs

Basically, factor loadings identify the correlation between the variables with the involved factors. The higher the factor loading, the stronger the relation between the variables and the related factors. Throughout this observation, all the variables are included into model because

they surpass the border value 0,5, which indicates the employee work motivation at Banten Province‟s Office of Agriculture and Livestock. Since all variables are into the model, the

available variable sums become 5 variabels which spread into 2 factors. Both factors were the results of reduction and given names, where the naming of the factors depended on the variable names of the analysis and other aspects. According to Santoso and Tjiptono (2001),

the given names to each factor were classified as below: a) Factor 1 is named “external need” and involves the fulfilment of Safety Needs, Social

Needs, Esteem Needs, and Self-Actualization Needs in showing the rate of work motivation of employees at Banten Province‟s Office of Agriculture and Livestock. The external need factor is the most important factors for the employees at Banten

Province‟s Office of Agriculture and Livestock with the highest eigenvalue, which is 3,396 and was able to explain 67,92% from the whole meaningful external need

factors of the employees. Seen from the factor loading X3 which is Social Needs, it is the most influential external need affecting employee‟s work motivation at Banten Province‟s Office of Agriculture and Livestock.

b) Factor 2 is named “Internal need” since it involves the Physiological Needs that affects employees‟ work motivation. The supporting internal need factor is the second

most influential factor for the work motivation of employees at Banten Province‟s



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Office of Agriculture and Livestock with eigenvalue 1,021 and able to explain

20,42% from the whole factors affecting the employees‟ work motivation. Seen from the factor loading X1 which is Physiological Needs, it is the most influential internal need from the whole factors affecting employee‟s work motivation at Banten

Province‟s Office of Agriculture and Livestock.

Conclusion And Recommendation Conclusion

Based on the results of research and discussion conducted at Banten Province's Office of

Agriculture and Livestock about Factor Analysis on Work Motivation using the Approach Maslow's Hierarchy of Needs, it can be concluded that there were two factors that affect the

motivation of civil servants working at Banten Province's Office of Agriculture and Livestock. The factors were:

1. Internal needs

Internal factors, which consisted of Physiological Needs dominating 20.42% of all significant factors, and could mean as factors that influence employee motivation.

2. External needs External factors, which consisted of Safety Needs, Social Needs, Esteem Needs and Self-Actualization Needs, and dominated 67.92% of the significant factors as factors that

influence employee motivation. Thus, the external needs factors were the ones which dominated the process of improving the

civil servants‟ work motivation at Banten Province‟s Office of Agriculture and Livestock. Recommendation

Some useful suggestions from this research are: For Institutions (Banten Province's Office of Agriculture and Livestock)

To increase the motivation of civil servants at Banten Province's Office of Agriculture and Livestock, the focus should be more on external need factors. The reason behind it is because these factors are the dominant influence on the increase of the employee‟s motivation at

Banten Province's Office of Agriculture and Livestock. Since civil service is one of the important assets in the government institutions, the employees need to have an ideal level of

motivation to work to maintain the continuity of the vision and mission of Banten Province's Office of Agriculture and Livestock.

Ideal employee motivation can improve work discipline that will affect increasing

employee performance. In addition, civil service is one of the important assets within government institutions, thus the employees need to have ideal level of

work motivation to maintain the stability of Banten Province's Office of Agriculture and Livestock‟s working environment.

Institutions should enforce clear rules and strict sanctions against employees‟

disobedience so that employees perform work in their responsible manner. Institutional assessment and appreciation should be delivered to the employees in

accordance with their achievement.



274

For further research

The study should be conducted in a broader scope and involve more respondents so the results of the factor analysis can be deeper.

References

Mangkunegara, Anwar Prabu. 2011. Manajemen Sumber Daya Manusia

Perusahaan.Bandung: PT. Remaja Rosdakarya Offset.

Pridana, Sidiq dan Muis, Saludin.2009. Metodologi Penelitian Ekonomi dan Bisnis.Yogyakarta: Graha Ilmu.

Rivai, Veithzal. 2013. Manajemen Sumber Daya Manusia Untuk Perusahaan. Jakarta: PT. Raja Grafindo Persada.

Sunyoto, Danang. 2012. Manajemen Sumber Daya Manusia. Yogyakarta: CADS (Center

For Academic Publishing Service ). Supranto, J. 2010. Analisis Multivariat Arti & Interpretasi. Jakarta: PT. Rineka Cipta

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