Measuring The Competence of Human Resources in The Organization

An organization can run effectively if the management functions such as planning, organizing, motivating and controlling in it are functioning properly, and the supporting elements are available and meet the requirements. One of the most important elements that can support the running of the company is human resources (employees). Human resources have an important role in determining the success of the organization. For that we need a tool for measuring employee performance results, so we look for criteria and weights to calculate the results of employee performance achievements, as a measure to calculate achievements using the analytical hierarchy process (AHP) method approach.


Introduction
An organization is a collection of people who work together effectively and efficiently to achieve predetermined goals. Therefore, the success or failure of an organization to achieve its goals is highly dependent on the state of the human resources in it, especially the level of skill, desire (motivation), inspiration, discipline, and human trust as members of the organization to achieve goals. (Izzaty et al., 1967)(Bernardin, n.d.) (Cushway & Barry, 2000) (Newstrom John W, 1999). Thus, the role of human resources is very decisive in an organization and is the main factor, which must always be taken into account with a careful planning.
An organization can run effectively if the management functions such as planning, organizing, motivating and controlling in it are functioning properly, and the supporting elements are available and meet the requirements. One of the most important elements that can support the running of the company is human resources (employees). Human resources have an important role in determining the success of the organization. (Abdurahmat, 2003); (Gibson & James H Jr, n.d.); (Behavior & International, 2010a). Human resources are the most important asset in the organization because of their role as the subject of implementing policies and operational activities. (Langford et al., 2020); (Robbinss, S. P., & Judge, 2008). In order for an organization to exist, it must have the courage to face challenges and their implications, namely to face change and win the competition. The resources owned by the organization such as capital, methods and machines cannot provide optimum results if they are not supported by human resources who have optimum performance. (Behavior & International, 2010b); (Slocum & Hellriegel, n.d.); (Gibson et al., n.d.) Employee performance which is the result of the thought and energy of an employee for the work he does, can be tangible, seen, counted in number, but in many cases the results of thought and energy cannot be counted and seen, such as ideas for solving a problem, innovation a new product or service, it can also be an invention of more efficient work procedures. (Hughes & Bass, 1961) Organizational culture is a mechanism for making meaning and controlling the attitude and behavior of employees, especially because it involves aspects of employee performance, it is very necessary to prove that organizational culture affects employee performance or is it just a mere presumption and organizational theory.
Without an organizational culture, an employee tends to feel reluctant to carry out a task well regardless of his status in the organization, because of the lack of a firm commitment agreement. Organizational culture as a driver of employee organizational commitment is an important factor in order to carry out tasks optimally so that employee performance is high.
Competent employees usually have a relatively stable attitude, behavior, willingness and ability to work when faced with a situation in the workplace that is formed from a synergy between self-concept, internal motivation and knowledge capacity so that they can quickly overcome the work problems they face and view their work. as an obligation that must be done sincerely and openly to improve self-quality through a relentless learning process. This can provide a strong impetus for employees to work as efficiently and effectively as possible and have a sense of personal responsibility for every job they do. So that in the end, an employee can improve his performance, especially those related to his work.
According to Soeprihanto one of the indicators to assess the high and low performance of employees is to see the extent to which the achievement of work results can be achieved by employees within a certain period. For this reason, this research was made, namely to find a measuring tool for evaluating employee performance or HR is needed and the right measuring tool and the weight of the assessment made can determine HR competence.
The need to measure competency criteria that is used as the basis for making decisions on work commitments in an organization can be measured based on numbers, so that it can determine competent employees in the organization, while the performance appraisal indicators are divided into 5 aspects of Variables or Criteria, namely 1. Knowledge indicators, 2. Expertise, 3. Teamwork (Teamwork), 4. Motivation, 5. Skills (Action).

Methods
The research method used 2 stages which were carried out as shown in the research flow in Figure 1. Step 1 Step 2

Figure 1. Research Method
In the first stage, namely looking for literature from journals with the same topic or close, then from the literature that was obtained, the first questionnaire was made from this questionnaire and then distributed to respondents as a population from data collection, data collection was carried out using a questionnaire with a conditional population, namely a minimum working period of 15 years in administration and HR, have a position in the organization at least 10 years, at least 45 years old Table 1. Research steps

Results
The results of data processing based on a questionnaire from the expert, it was found that there were five criteria that became measurements in general and sixteen sub-criteria were obtained that could be used as a measure of HR competence against organizational commitment, criteria and sub-criteria that became a measure of competence as in Motivation 5 Skills

Sub Criteria
The sub-criteria obtained from the results of qusiner data processing from the expert are sixteen sub-criteria consisting of: The main criteri skill a has three sub-criteria which are approved by the expert based on the questionnaire distributed Table 6 Sub Criteria for Working in Teams

Teamwork
Ability to provide information Ability to adapt and appreciate Ability to do team communication Ability to work effectively with other individuals or units The main criteri Teamwork a has Four sub-criteria which are approved by the expert based on the questionnaire distributed Table 7. Sub-Criteria of Motivation

Motivation
Need for physiological properties Driven economic needs Encouragement of social needs The main criteri Motivation a has three sub-criteria which are approved by the expert based on the questionnaire distributed The main criteri Competent a has three sub-criteria which are approved by the expert based on the questionnaire distributed

Grafic 1. Weighting and Ranking Main Criteria
The main criteria of knowledge has the highest weight compared to the other main criteria, this shows that knowledge is very important to be a determinant in giving rewards to employees.

Grafic 2. Sub Criteria Knowladge
Knowledge of work is a sub-criteria that has the highest weight, this explains that the subcriteria Knowledge of work is a very important sub-criteria for the main criteria for knowledge.
Grafic 3. Sub Criteria Teamwork Ability to provide job is a sub-criteria that has the highest weight, this explains that the subcriteria Ability to provide job is a very important sub-criteria for the main criteria for Teamwork

Grafic 4. Sub Criteria Skill
Technical Expertise is a sub-criteria that has the highest weight, this explains that the subcriteria Technical Expertise is a very important sub-criteria for the main criteria for Skill Grafic 5. Sub Criteria Motivation Drive physiological is a sub-criteria that has the highest weight, this explains that the subcriteria Drive physiological is a very important sub-criteria for the main criteria for Motivation Grafic 6. Sub Criteria Competent Ability to understand work is a sub-criteria that has the highest weight, this explains that the sub-criteria Ability to understand work is a very important sub-criteria for the main criteria for Competent

Conclusion
Of the five main criteria, the ability to undertand work problem sub-criteria has the highest weight of 0.379, while the lowest weight of the sub-criteria of each criterion is ability to work effectively, namely 0.147, the highest sub-criteria is the sub-criteria of the main competent criteria, while the sub-criteria that has the lowest value is the sub-criteria of the main Teamwork criteria.