DETERMINANT OF PERFORMANCE OF STEEL INDUSTRY SUPERVISORS IN INDONESIA

The purpose of this study was to develop the determination of training factors, Job Satisfaction, Organizational Culture, Work Motivation, and Emotional Intelligence (EQ) on Supervisor Performance in the steel industry in PT. Krakatau Steel and PT. Pindad. The design of this study is Ex-Post Facto which uses causal analysis that explains the relationship between variables and the number of samples of 200 people selected through convinience sampling samples. The data collection method uses questionnairesand processed using SPPS applications and Lisrel applications to process and analyze Structural Equation Modeling data. Descriptive research results state that respondents' assessment of Training, Job Satisfaction, Organizational Culture, Work Motivation, Emotional Intelligence (EQ) and Supervisor Performance has been relatively good. The results of causality research that received hypotheses are: 1) Training affects Job Satisfaction and 2) Work Motivation affects Job Satisfaction. The results of causality studies that reject hypotheses and become novelty of this study are: 1) Training has no effect on Work Motivation; 2) Training has no effect on Performance; 3) Emotional Intelligence has no effect on Performance; 4) Emotional Intelligence has no effect on Job Satisfaction; 5) Emotional Intelligence has no effect on


659
Organizational Culture Concept: Kandula (2014) states that corporate culture is the values, beliefs, attitudes and behaviors held by members of the organization, but Schein (2014) states somewhat differently, he states that the culture of the organization built and conveyed by the founders and or leaders is the character of an organization. Kreitner and Kinicki (2005) argue that organizational culture is a form of assumption that belongs, is implicitly accepted by the group and determines how the group feels, thinks, and reacts to its diverse environment. Based on the dimensions of organizational culture that has been put forward by Luthans (2010), Greenberg (2011), Robbins and Judge (2013), and adapted to this research, the composition of selected dimensions is: a. Power, i.e. supervisor controlling the work process in his area of power, confidence in leading and firmness in enforcing the rules; B. The orientation of the results, i.e. the extent to which the supervisor focuses on the results; c. Team orientation, i.e. the extent to which work activities are organized by team, and d. Culture of achievement, atmosphere of how to encourage each other's self-expression and effort for work achievements.
The Concept of Emotional Intelligence (EQ):  stated that emotional intelligence is a person's ability to control feelings in both oneself and others and then use that information to guide his thoughts and actions.
According to Goleman (2010), emotional intelligence can be divided into four dimensions of emotional intelligence, namely: a. Self Awareness that is the ability to read feelings of oneself and know the impact of the use of emotional feelings when making decisions; b. Self Management is the ability to regulate feelings and desires and can adapt to changes in the environment; c. Social Awareness is the ability to feel, understand, and react to the feelings of others while understanding the social networks around us; d. Relationship Management is the ability to inspire, influence, and advance others when handling conflicts. According to Gulsun and Serap (2013), to measure emotional intelligence its dimensions are: a. Quick and precise information; B. Control of desires, c. Efforts to realize ideals, d. Tend to work in groups. E. Troubleshooter and f. Respect and respect for others in relation to getting the job done; and realize the error in work and willing and immediately fix it.
This research takes the dimension of Emotional Intelligence that Goleman (2010) and Gulsun and Serap (2013) have put forward, namely. a. Self Awareness, b. Self Management, c. Social Awareness d. Relationship Management. Gibson, et al. (2012) stated from the results of his study that employee work motivation is a concept about the ability of employees who can direct the behavior of the person who is different from others. The rate of power will decrease as it approaches its destination or as it approaches the incentive acceptance stage. While the conclusion of the results of the study. Newstorm (2011) proves that work motivation is the result of a collection of internal and external forces that cause workers to choose the appropriate path of action and use certain behaviors. activities for the success of the organization to achieve its goals.  Sampling techniques are done by means of convinience sampling, namely submitting questionnaires to supervisors and supervisors who are expected to be willing to fill out questionnaires, the process of questionnaire content is 661 coordinated by each company management. The submission of questionnaires to supervisors as a research sample was conducted in August-September 2019.

Research Result and discussion:-Descriptive analysis results :
The results of descriptive analysis have established indicators that are rated low by supervisors, as follows 1. Cooperation between supervisors and staff still needs to be improved 2. Confidence, assertiveness, or flexibility in controlling subordinates still need to be improved by supervisors 3. Cooperation in encouraging subordinates to improve teamwork performance under supervisor coordination still needs to be improved 4. Training is only technical, not on attitudes and behaviors and not on improving supervision skills. 5. The Rewards Received are not enough 6. Promotion to promotion is unfair.

The results of the test of influence between variables : H1 -Training affects Job Satisfaction
Known Statistical value t count = 6.31 greater than the statistics t

Discussion:-Performance Supervisor:
Measurement of supervisor performance in one company is certainly different from other companies, especially in different industries. In one company performance measurement will be determined and measured based on indicators and standard levels of different values both quantitatively and qualitatively even a combination of both.

Organizational Culture:
Organizational culture proclaimed by the founders of the company to be implemented in order to achieve the vision and mission of the company by all employees is very dependent on the business it pursues. Although it has similarities in the status of majority share ownership, namely the government of Indonesia, each company is PT. Krakatau Steel strives to provide steel and its variations while PT. Pindad is a company that uses steel and derivatives as raw materials for the production of weaponry and the like

Job satisfaction:
The gap between their expectations and their perceived reality, the closer the gap will be. judging from the differences occurred in the two companies related to job suitability is due to the current situation of pt company. Krakatau Steel is threatened with bankruptcy. This makes employees feel uncomfortable working for the future. Along with such situations, proposals for employees who want early silence seek the trigger of dissatisfaction. On the contrary with PT. Pindad who is involved in the strategic industry of weapons, is experiencing a good situation, especially in the current government that is strengthening weaponry so that the demand for maximum production Emotional Intelligence : Attitude and behavior of supervisors at PT. Krakatau Steel and PT. Pindad is different, can be seen from the background of the employee, the culture of the organization applied. The working regulations of the weapons industry with all kinds of products are partly dangerous products in case of mechanical errors, procedural violations, and behavior. This is what distinguishes it from employees at PT. Krakatau Steel is more flexible because the production of steel and its derivatives are different from bullet products, weapons, or dynamite.

Training Program:
Employee anticipation can be done among others through training and education. Different corporate background 663 between PT. Krakatau Steel and PT. Pindad resulted in different training and education programs.

Discussion of the findings of influence between variable:-
Training has no effect on the Work Motivation of Supervisors: Various training conditions are not in accordance with the needs of employees, including conceptual training can not be directly practiced, training has expired, and other reasons that have a low impact on work motivation.

Training affects the Job Satisfaction of Supervisors:
Training has a significant effect on job satisfaction can be caused by a variety of conditions, including training according to the needs of employees at the time, technical training, up to date training, and other reasons that have a high impact on job satisfaction Training has no effect on the Performance of Supervisors: Insignificant training on employee performance can be caused by a variety of conditions, including training that is not in accordance with the needs of employees at the time, conceptual training can not be directly practiced, training has expired, and other reasons that have a low impact on employee performance.
Emotional Intelligence has no effect on Supervisor Performance: Employee self-control must be able to be done independently and in all places, especially in carrying out daily tasks and obligations in the office, that the attitudes and behaviors of employees have little impact on the results of work. This indicates that the implementation of employee duties is very strict both SOP and supervisor supervision so that suka185 or do not like to be neglected by the burden of the task Emotional Intelligence has no effect on the Work Motivation of supervisors: Employee intelligence is not only measured from IQ alone, but also from the EQ side that is useful in employee self-control, especially in carrying out daily tasks and obligations in the company, so that successful self-control will have an impact on increasing work motivation so that the need can be achieved work motivation in the form of desire to meet needs can not be realized because of excessive expectations or behaviors that are not in accordance with the efforts to be achieved to meet expectations Organizational Culture has no effect on Supervisor's Work Motivation: The work efforts of the supervisors are more dominated in realizing their personal motivation so that it focuses more on technical matters, not strategic ones let alone related to the work culture that has been carried out and agreed by employees, other stakeholders and by predecessors Organizational Culture has no effect on the Job Satisfaction of Supervisors: Organizational culture has little impact on employee job satisfaction, indicating that there is still a significant gap that the work efforts of supervisors are dominated in realizing their personal motivation so that it focuses more on technical matters, not strategic ones let alone related to the work culture that has been carried out and agreed by employees, other stakeholders and by predecessors.
Organizational Culture has no effect on Supervisor Performance: The organizational culture is built by the founders of the company so that the vision and mission of the company can direct the organization to act towards the vision and through the mission that is supported by how all employees behave and behave commendably. but in the field there is still a significant gap that the work efforts of supervisors are more dominated in realizing their personal motivation so as to focus more on technical matters.

Work Motivation affects Supervisor's Job Satisfaction:
Employee work motivation will be awakened because it strives to achieve urgent needs to be realized. so that the motivation to do something task is realized.
Job Satisfaction has no effect on the Performance of Supervisors: Employee satisfaction affects performance, and good performance will return to improve work motivation. Increased work motivation will be close to the company's performance standards. So, one day it will happen that the employee's work motivation is in accordance with the company's work standards, which can finally be proven that the employee's work motivation will have a positive impact on the employee's performance as well as the 664 company's performance.

Conclusion:-
Government policy. Government policy to advance the defense industry in order to meet the needs of alutista for domestic needs and even for export, has made pt performance. Pindad increased, while the reverse, PT. Krakatau Steel as one of the SOEs controlled by the Ministry of SOEs experienced many problems, especially regarding performance, so that the company's rescue measures were rolled out. These impacts are all among them psychologically affecting employees.
In causality studies, the results of this study were only able to prove two hypotheses, while the rest proved the influence that occurred was not proven. The influence between proven variables is that Work Motivation affects Job Satisfaction and Work Motivation affects Job Satisfaction. The influence between unproven variables is: Training has no effect on Work Motivation, Training has no effect on 196 Performance, Emotional Intelligence has no effect on Supervisor Performance, Emotional Intelligence has no effect on Job Satisfaction, Emotional Intelligence has no effect on Work Motivation, Organizational Culture has no effect on Work Motivation, Organizational Culture has no effect on Job Satisfaction, Organizational Culture has no effect on Performance, Work Motivation has no effect on Performance , and Job Satisfaction has no effect on performance.