INFLUENCE OF PROMOTION OF POSITION AND DISCIPLINE ON PERFORMANCE IN EMPLOYEES AT PT CITRA KARYA JABAR TOL SUMEDANG REGENCY WEST JAVA

This study aims to identify and measure the performance of PT Citra Karya Jabar Tol in Sumedang Regency, West Java since the achievement of employee performance is an important thing that is implemented to produce maximum performance and can survive in the midst of global competition. This research was carried out at PT Citra Karya Jabar West Java Tol Road. This research uses descriptive research methods with a quantitative approach. The regression coefficient value for job promotion variable shows a positive value of 0.412 X1, it can be interpreted that if the promotion increases, the employee's performance will increase by 0.412 units. Furthermore, the discipline variable in the regression equation shows a positive value of 0.42 X2, it can be interpreted that if the discipline will increase by 0.412 units. In addition, the value of the determinant coefficient of R Square is 0.901 or 90.1%, meaning that the influence of the Position Promotion variable (X1) and the Discipline variable (X2) on Employee Performance at PT Citra Karya is 90'1%. Meanwhile, the remaining 9.9% is influenced by other factors beyond this study.


INTRODUCTION
Companies must have proper expertise while dealing with the Asean Economic Community (AEC). As the world becomes more globalized, highly skilled human resources will become the focus of organizational performance. The success or failure of an organization in performing its obligations and activities is inextricably linked to its organizational actors. Individuals' human resources are an amalgamation of their mental and physical abilities. Heredity and environment influence behavior and traits, but work performance is driven by a goal to achieve personal fulfillment (Sudja'i & Mardikaningsih, 2021).
Employee performance achievement is a vital task that must be completed in order to provide maximum performance and survive in the face of global competition. Companies that are adaptable to change will be able to successfully confront any challenge and turn it into an opportunity for the firm (Siregar, 2021). Performance is the consequence of a person's work in terms of quality and quantity in carrying out his duties in line with the obligations assigned to him.
In order to achieve a competent workforce, human resources are a vital part of an institution or organization that must be established and researched. Human resources that are competent and capable of meeting job needs are in high demand. The attainment of firm goals will be impacted if this one aspect does not present. As a response, the company's management must make every effort to empower its employees so that they may achieve Discipline includes respect for and obedience to the role and goals of the organization. d. Unity Orders Each employee only receives instructions about certain activities from only one supervisor. e. Unity of Direction In carrying out their duties and responsibilities, employees must be directed by a manager with the use of a plan. f. Putting Interest Putting Organizational Interests Over Self Interests g. Remuneration/Wage Provision Compensation for work done must be fair to both the employee and the owner. h. Centralization/Centralization In decision making, there must be a proper balance between centralization and decentralization.
i. Hierarchy The lines of command and authority must be clear. So that every employee will know to whom he must be responsible and from whom he gets orders.
j. Regularity Materials and people must be at the right place and time. k. Justice and Honesty Justice and honesty are one of the requirements to achieve the stated goals. In this case there must be equal treatment in an organization.
l. Stability Employee Conditions Employee stability must be maintained as well as possible so that all work runs smoothly. High labor turnover rate is not good for an organization or company. m. Initiative Subordinates should be given the freedom to carry out and complete their plans even though some mistakes may occur. n. Corps Spirit Every employee must have a spirit of unity (espritde corps), namely a sense of the same fate and shared responsibility, employees have pride, loyalty, and a sense of belonging to the company.

Job Promotion Position
Promotion is a form of trust and recognition of the agency or organization for the abilities and skills of employees. Promotions can be carried out with the aim of strengthening cooperation between employees. The granting of a promotion by an organization or agency is a form of appreciation or "reward" given to an employee as a form of trust and acknowledgment of the ability and skill of an employee to occupy a higher position.
Meanwhile, according to Hasibuan (2010), the basics of promotion are divided into three, namely as follows: a. Employees were given promotions based on their years of experience and their length of service to the company. This was known as "experience" or "seniority." Employees who have been with the company for a certain amount of time typically have more experience.

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b. Employees with the talents have priority in being promoted to higher positions in this situation. Skills in putting practical work procedures in place, particular techniques in scientific fields, abilities in unifying and harmonizing linked aspects in the formulation of management policies, and skills in delivering direct motivation are all mentioned. c. Experience and expertise put together in a cohesive whole. The term of service, the formal education certificate, and the results of the class promotion exam all play a role in this promotion.
However, Job Promotion terms generally include: (Hasibuan, 2010) a. Honesty Employees must be truthful, especially with themselves and their subordinates, and their words and deeds must match while carrying out or managing their duties. He did not exploit his position for his own benefit. b. Discipline Employees must be punished with regard to themselves, their duties, and the applicable written and customary norms. Discipline among employees is crucial since only with discipline can a corporation achieve maximum performance; c. Work Performance Employees are able to provide work outputs that can be accounted for in terms of quality and quantity, while also working effectively and efficiently. This demonstrates that staff are efficient with their time and tools; d. Cooperation Horizontally and vertically, employees are able to achieve corporate objectives through harmonic collaboration with coworkers; e. Skills. Employees are competent, imaginative, and creative in accomplishing position-related activities effectively. Without frequent supervision from his superiors, he is able to successfully do his tasks autonomously; f. Abilities. Employees are competent, creative, and imaginative in accomplishing position-related activities effectively. Without frequent supervision from his superiors, he is able to successfully do his tasks unaided; g. Leadership. He must be able to inspire and encourage his employees to collaborate and achieve corporate objectives efficiently. He must be a model for his subordinates and command great personality authority; h. Communicative. There is no misunderstanding since employees are able to communicate efficiently and receive or perceive information from superiors and subordinates correctly; and i. Education. Employees must possess a high school diploma in compliance with the employment requirements.
As for types of Job Promotion which as follows: (Hasibuan, 2010) 1) Temporary Promotion, is a type of promotion that takes place for a limited time. This promotion, also known as PJS (Temporary Officer), is typically employed when an organization needs to temporarily cover a vacant position. 2) Fixed Promotion, in which an employee is promoted from one position to a higher one because the employee has satisfied the qualifications to be promoted to the higher level. The particulars of this offer cannot be changed.  Mangkunegara (2015) defines discipline as a person's awareness of and desire to follow all workplace rules and societal standards. Work discipline is a strategy used by managers to interact with employees so that they are willing to improve their behavior and enhance their understanding of all the regulations and social standards that apply in the workplace (Rivai, 2013). Discipline is a person's knowledge of and willingness to follow all workplace rules and societal conventions (Hasibuan, 2010). In a business organization, discipline must be upheld.

INFLUENCE OF PROMOTION OF POSITION AND DISCIPLINE ON PERFORMANCE IN EMPLOYEES AT PT CITRA KARYA JABAR TOL SUMEDANG REGENCY WEST JAVA
Moreover, there are four forms concerning work discipline, including: (Rivai, 2013) a. Corrective Discipline, which aims to assist employees rectify improper actions. b. Retributive Discipline, which aims to penalize those who commit wrongdoing. c. The utilitarian perspective, which emphasizes the use of punishment only when the positive results exceed the negative repercussions. d. Individual Rights Perspective: attempting to justify individuals' basic rights during disciplinary processes.

Performance
Employee performance is defined as the degree to which workers are able to fulfill the criteria of their jobs (Simmamora, 2016). Performance is the achievement of an employee as assessed against the standards or criteria established by the firm. This achievement is referred to as "performance." The authors draw the conclusion that employee performance is the result of work in quality and quantity achieved by an employee in the course of carrying out their duties in accordance with the responsibilities given to them by the organization, as measured by criteria or standards that apply within the organization. This conclusion is based on this definition. The performance of workers, either singly or collectively, has an impact on whether or not the goals set for the organization's overall performance are met with success or failure. Assuming that employee performance plays a role, organizational performance should improve as employee performance improves. Furthermore, there are several factors affect Performance which include: a. Authority In a formal structure, authority refers to the character of a message or command given by one member of the organization to another person so that the second member will carry out a work activity in line with the first member's contribution (Pawirosumarto et al., 2017). In the organization, the order specifies what may and cannot be done at any given time. b. Discipline Obeying the relevant rules and regulations is an essential component of discipline (Pawirosumarto et al., 2017). Therefore, the activity of the employee concerned in obeying the work agreement with the company where he works is the activity that forms employee discipline. c. Initiative The ability to think creatively and come up with plans to achieve organizational goals is referred to as initiative.

RESEARCH METHOD
This work is a descriptive research method with a quantitative approach (Sugiyono, 2017). This research was carried out at PT Citra Karya Jabar Tol which is located at Jalan Tanjung Kerta No.07 RT.01/RW.10 Kojengkang, Licin Village. Cimalaka District, Sumedang Regency, West Java. The data was collected by questionnaire, and there were 20 employees at PT. Citra Karya Jabar Toll who responded to a preliminary questionnaire. In this study, the variables used were Promotion (X1), Discipline (X1) and Performance (Y). According to table 1, the gender of the respondents was identified by man as many as 20 employees while woman as many as 10 employees. Furthermore, respondents' level was identified by 3 employees with junior high school education, 15 employees with high school education, 2 employees with Diploma education, while 9 employees with bachelor degree, and only 1 employee with master degree. Meanwhile, respondents' years of service was identified as follows: 10 employees with less than 2 years of service, while 19 employees with 2-5 years of service, and only 1 employee with > 6 years of service. Moreover, respondents based on salary was obtained by 20 employees with salaries of 3.000.000 -5.000.000, while 9 employees with salaries of 6.000.000 -10.000.000, and 1 employee with salaries > 10.000.000.

Validity Test
Testing the validity of each variable using SPSS V.26 tools, as follows: Tabel 2  The results of the calculation of the validity of the Job Promotion variable (X1), all of the elements of which are 18 statements are obtained at the r-critical value > 0.300, so that it is said to be valid. Likewise, the results Discipline variable validity test (X2), all of the elements of which are 16 statements are in the range of r-critical values > 0.300, so that they are said to be valid. Meanwhile, the results of testing the validity of the performance variable of all its elements are 14 statements that are in the range of r-critical values > 0.300, so that they are valid. From Table 3, it is indicated that Cronbach's Alpha of 0.757 is above the standard of 0.7 so that the Job Promotion variable can be categorized as Good reliability. Furthermore, Discipline variable has obtained a Cronbach's Alpha of 0.806 is above the standard of 0.7 so that the Discipline variable can be categorized as Good Reliability. Moreover, it is indicated that Cronbach's Alpha 0.797 of Performance variable is above the standard of 0.7, so that the performance variable can be categorized as Good reliability.

Normality test
Is a test that is carried out with the aim of assessing the distribution of data in a group of data or variables, whether the distribution of the data is normally distributed or not.

Tabel 4 Normality Test Result
The table above shows normality test of 0.667 which is above the significance value > 0.05, so it can be said to be normally distributed or there is no significant difference.

Multicollinearity Test
To test and find out whether in a regression model there is a high or perfect correlation between the independent variables. This test can be known by looking at the tolerance value and the VIF (variance inflation factors) value (Ghozali & Latan, 2015).

Tabel 5 Multicollinearity Test Result
The table above shows a tolerance value of 0.271 and a VIF of 3.688 which is a good regression model, because the tolerance value is > 0.01 and VIF < 10. There is no multicollinearity in the test.

Heteroscedasticity Test
Aims to find out whether in a regression model there is inequalities of variance from the residuals of one observation to another observation. If the significant value is > 0.05, there is no heteroscedasticity problem (Ghozali & Latan, 2015).

Tabel 6 Heteroscedasticity Test Result
The table above shows the standard heteroscedasticity table > 0.05, then the variable X1 to Y was 0.371 and X2 to Y was 0.164. Therefore, it shows significant and there was no heteroscedasticity.

Descriptive Analysis
As for the weight category which as follows: The results of the calculation of the score for the promotion variable, the average value of 124.778 is in the good category, while the highest value is 133 and the lowest value is 110. b) Discipline Variables Discipline variable descriptive analysis can be seen as follows: The results of the calculation of the Discipline variable score of 123.250 are in the good category. Meanwhile the highest value is 134 and the lowest value is 117. c) Performance Variables Descriptive Analysis of Performance variables can be seen as follows: The results of the calculation of the Performance variable score of 125.714 are in the good category. Meanwhile, the highest value is 133 and the lowest value is 113.

Associative Analysis
The effect of job promotion on performance by using SPSS V.26 with a sample of 30 permanent employee respondents can be seen as follows: Based on the results of the t-test in the table above, the significant value of the promotion variable is 4.095 which is tested for a significance level of 0.05 and the t-table value is 0.000, so it can be said that t statistic> ttable (4.095 > 0.00). the effect of promotion on employee performance.
Based on the results of the t-test in the table above, the significant value of the promotion variable is 4.397 which is tested for a significance level of 0.05 and the t-table value is 0.000, so it can be said that t statistic> ttable (4397 > 0.00) the significance level > 0.05, namely 0.000 then H2 is accepted, meaning that there is an influence of discipline on employee performance.

F Test (Simultaneous)
To determine the overall effect of job promotion (X1) and discipline (X2) on performance (Y), namely: The results of above Table show the significance value in the F test is 0.000. because F < 5% (0.000 < 0.05) and the F statistic value with the Ftable formula (k; (nk-1), the F table value is 123,284 > 3,110 then (123,284 > 3,110), which means H3 is accepted, so it can be concluded that there is a significant effect of Position Promotion (X1) and Discipline (X2) on Employee Performance (Y).
work unit can maintain the system that has been done so far and improve things that need to be improved on the rights and obligations of employees.
The job promotion variable shows a positive value of 0.412 X1, it can be interpreted that if the promotion increases, the employee's performance will increase by 0.412 units. Furthermore, the discipline variable in the regression equation shows a positive value of 0.42 X2, it can be interpreted that if the discipline will increase by 0.412 units. In addition, the value of the determinant coefficient of R Square is 0.901 or 90.1%, meaning that the influence of the Position Promotion variable (X1) and the Discipline variable (X2) on Employee Performance at PT Citra Karya is 90'1%. Meanwhile, the remaining 9.9% is influenced by other factors beyond this study.