Factors Affecting Employee Performance during Work from Home

S A R I P A T I Vol. 13 | No. 2 ISSN: 2089-6271 | e-ISSN: 2338-4565 | https://doi.org/10.21632/irjbs

The Corona Virus Disease  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.

INTRODUCTION
The coronavirus disease  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 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  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 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).  (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)  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 selfinterest 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).  (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 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).  Figure 1 below:

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.

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. 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  (2020) standard value is greater than 0.5 (Hair Jr. et al. 2016 (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   Table 5. The next step to calculate the model structure is to use predictive relevance or cross-validated redundancy (Q 2 ) 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 t statistics 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,