COMPENSATION, PERFORMANCE AND EFFECT ON TURNOVER INTENTION HOME DELIVERY PERSONNEL

Human Resources (HR) is the important asset especially for an organization performance. Considering about the biggest benefit of HR company, it will be better if a company give attention to all HR aspects. One of the aspect is compensation. The aim in giving compensation is to increase working performance and to minimize employee's resignation or tunover intention. The purpose of this research is to know the compensation effect to the performance and tunover intention in Maternity Hospital. Analysis simple regression is used as a method on the research, and 54 employees are used as the population. Partially the result of this research shows that compensation is affected positif and sgnificant to work performance. Compensation affected negatif and significant to tunover intention.


INTRODUCTION
Human resources (HR) quality is needed by organizations to achieve shared goals properly and correctly. HR is the basic capital that determines the activities of a company. Mind and human resources are needed starting from planning activities, production implementation, and evaluation. Attention to HR is very important, so as to make a maximum contribution to the organization.
The success of an organization managing HR can affect the performance of its employees. Employee performance is the result of work provided by an employee that is directly related to his responsibilities to the company (Mangkunegara & Prabu, 2009). With good performance, it is expected that a company is able to compete with other companies. Employee performance can be improved through the provision of compensation. Compensation is any form of appreciation given by the company to employees in return for their work, (Muhammad, 2014). Forms of compensation can be in the form of wages / salaries, incentives, benefits, and service programs. Effective compensation can be used by a company encouraging the achievement of a goal, motivating, and maintaining employees properly. Inadequate compensation, it is very possible the occurrence of work dissatisfaction, and leads to a high level of turnover intention .
Turnover intention is something that arises as a result of the employee's desire to decide to leave the company which has a negative impact on the organization, including creating organizational instability, decreasing service quality and an uncomfortable working atmosphere (Harnoto, 2012).
The phenomenon of low compensation, declining employee performance and increasingrates are turnover faced by a maternity hospital in Bogor City (RBA). Government Regulation No. 78 of 2015 Article 5 explains that the percentage derived from a basic salary of at least 75% is obtained from the total base salary plus a fixed employee benefit. The salary received by the employee at the above maternity hospital is Rp. 1,400,000-2,000,000 for the coordinator, midwife, nurse, cashier, laboratory, security and office boy, while for the manager is Rp. 3,700,000. So that can be interpreted as very low compensation.
Besides the incentives received by employees every month are not in accordance with the initial agreement. In the agreement the employee will be given an incentive of Rp. 150,000 for the number of patients less than 700 while Rp. 250,000 for the number of patients more than or equal to 700. While in the realization of employees often get a nominal below the initial agreement. Another problem with compensation is the frequent delay in payment of salaries. In 2017 the late payment of this salary occurred in January, February, April, May, June, July and August.
The low compensation is also thought to have an impact on declining employee performance and not achieving revenue targets, such as: a decrease in service quality, and a decrease in the level of customer satisfaction with the services provided, so that it is thought to affect the income received by the company, as can be seen in Table 1 below:  Table 1, RBA revenue did not meet. Achievement of the revenue target over the past three years, on average only reached 85%. Income is a benchmark for the performance of the Maternity Hospital, so it must be considered properly. Good HR performance can generate high income for the company, and vice versa, poor HR performance can produce low income for the company.
Besides the lack of employee performance, a phenomenon that also occurs is the high level of turnover employee. In Table 2 it can be seen that theconditions turnover fluctuated from 2015 to 2017. Therate turnover highestoccurred in the year 2017 which is 5.71%. The average value of 3.62% per year. This means that the level of turnover intention does not match company standards, because the RBA sets a maximum standardrate turnover of 2%. The increasedrate turnover is allegedly due to the company's policy in terms of compensation which is still not appropriate. turnover Strong employeehas to do with compensation or vice versa. If compensation has been paid accordingly, it can minimize the intention of employees to leave the company.

Compensation
Compensation is something that is obtained as employee reciprocity for the company (Rivai & Jauvani, 2009). The policy of compensation provision is regulated in Law Number 13 of 2003 written in article 88 paragraph 1. According to Hasibuan (2010) the purpose of providing compensation is as follows: 1) Collaborative ties, 2) Job satisfaction, 3) Effective procurement, 4 ) Motivation, 5) Stability of employees, 6) Discipline, 7) Influence of trade unions, 8) Influence of government. The compensation program must be implemented appropriately by the company, taking into account the applicable laws and regulations, this is in order to create job satisfaction for each employee. If job satisfaction can be felt by employees, it will make employees feel more motivated to work, and the company will be able to reduce employee turnover. Rivai & Jauvani (2009) revealed that there were 4 indicators in the provision of compensation, namely: 1) Salary or wages, 2) Bonuses, 3) Incentives, 4) Allowances, 5) Facilities.

Performance
The definition of performance according to Rivai & Jauvani (2009) performance can be interpreted as a willingness by someone or by a group to carry out an activity in accordance with giving responsibility and getting the results they expect. In addition, Mangkunegara & Prabu, (2009) argued that employee performance is a result of performance in quality up to the quantity to be achieved by an employee to carry out tasks in accordance with responsibilities. From some of these definitions, it is concluded that a performance is the result of the achievement of a person or with a group of people to complete a given task and responsibility. Mangkunegara (2015) revealed, there are five indicators in the leadership style, namely: 1) Competence, 2) Quality, 3) Quantity 4) Cooperation. Mobley (1986) states that turnover intention is the result of an evaluation of an individual whose continuing relationship with the company where he works but cannot yet be realized in concrete actions. Substitution of employees from the organization is a significant impact in an organization. There are times when employee turnover must have a positive impact. But most of what happens in employee turnover can have an adverse effect on an organization, in terms of cost to the time wasted in taking advantage of opportunities. According to Mobley (1986), which is an indicator of turnover intention are as follows: 1) Thinking about quitting work, 2) Thinking of quickly leaving work, 3) and thinking of deciding to find another job elsewhere.

METHODS
Quantitative research design, with descriptive and verification methods. According to Sugiyono (2011) descriptive method that is research that aims to explain the independent variables (stand-alone variables) by not making comparisons. While the verification method is as a study of a particular population / sample that aims to measure predetermined research hypotheses. All RBA employees are the objects of this research. in the near future. 5. I will actively look for other jobs. 6. I will contact a friend to find job info.

Population, Samples, and Sampling Techniques
The study population was all permanent employees in the RBA. The determination method used is the saturation sampling method, namely the technique of determining the sample if all members of the population are used as a sample, the samples studied were 54 employees.

Operationalization of Variables
The analyzed variables consist of independent variables namely compensation (X), and variables the dependent is performance (Y1), and turnover intention (Y2).

Types and Sources of Data
Data collected in the form of primary and secondary data. Data collection procedures carried out by library research and field research (interviews, observations, and questionnaires). Before processing and analyzing data, the data were tested with validity and reliability tests. Validity test to measure the validity of an instrument. According to Sugiyono (2017) all instruments are called valid when they have acoefficient value product moment of or greater than 0.30 or (≥ 0.30). Reliability test so that the instrument is reliable (trustworthy). All instruments are said to be reliable if they have an alpha coefficient (cronbach alpha) of or greater than 0.6 or (≥ 0.6).

Data Analysis Method
All data received from respondents are analyzed using a statistical test. The equation determined for simple linear regression is as below:

Simple Correlation Analysis
Simple correlation analysis is used to find out how strong the relationship between independent variables is with the dependent variable (Supardi, 2013). As for knowing simple correlation analysis can use the following formula:

Hypothesis Testing
To find out the truth of the calculation of correlation analysis, it is necessary to test the null hypothesis (H0) and the alternative hypothesis (Hα). This test uses the t test. This test will use confidence (1-α) of 95% and a degree of freedom of n-3-1 to test whether the hypothesis is accepted or rejected. 1) For compensation factors for performance as follows: a) If t 1count is smaller or equal to t 1table (tt 1≤ count1table) at α = 0.05 then Ho is accepted and Ha is rejected, meaning that the compensation variable has no positive effect on performance. b) If t 1count is greater or than t 1table (t 1count> t 1table) at α = 0.05, Ha is accepted, meaning that the compensation variable has a positive effect on performance. 2) For employee compensation factors for turnover intention as follows: a) If t2 is smaller or equal to t 2table (tt 2≤ count2table) at α = 0.05 then Ho is accepted and Ha is rejected, meaning that the compensation variable has no negative effect on turnover intention. b) If t 2arithmetic is greater or than t 2table (t 2count> t 2table) at α = 0.05 then Ha is accepted meaning the compensation variable has a negative influence on turnover intention.

RESULTS AND DISCUSSION
RBA was established in 2005, with the hope of providing solutions for the community as a standard health service with affordable rational tariffs with superior services in the field of obstetrics and childbirth. RBA provides services ranging from general poly, 24-hour emergency room, laboratory services, pathology anatomic, general practitioner polyclinic, obstetric clinic, pediatric clinic, fertility polyclinic or childless program, childbirth, and inpatient services. As well as a ambulance 24-hour, patient pick-up facilities, and a number of adequate midwives at an affordable price and are proposing the process of improving the status of being a Mother and Child Hospital so that they can carry out special operations in the field of obstetrics and uterine diseases. RBA has 54 employees, consisting of operational employees and medical personnel, each of whom has responsibility for job descriptions.

Employee Characteristics
Respondents as a sample are all RBA employees, totaling 54 employees. Meanwhile the employee's identity is explained based on the employee's age, last education, job title, and length of work. The conclusion is that most of the employees are aged 20-29 years with the latest education D3, generally working for 1-4 years. The recapitulation results of employee answers regarding the effect of compensation variables on performance variables andvariables are turnover intention as follows: Based on Table 4, the average recapitulation of employee responses to compensation is 3.19, with the highest value of 3.29 namely facilities and the lowest value is 3.11, which is incentive. Based on Table 5, the recapitulation of the average response of operational managers to employee performance is 3.48 with the highest value of 3.60 namely competence and the lowest value of 3.29, namely quality. Based on Table 6, the average recapitulation of employee responses to turnover intention is 4.67 with the highest value 4.84, the desire to leave and the lowest value 4.67, the desire to seek another job.

Partial Influence of Compensation on Performance and Turnover Intention
The results of the calculation of the form of the functional relationship of employee compensation effects on performance and turnover intention on RBA using simple linear regression analysis are obtained as follows: Based on Table 7, the result of a regression equation to estimate the model as follows: Y1= 13.981 + 0,396X Based on the regression equation gives the sense that the regression coefficient compensation (X) with a value of 0.396, which means a positive effect, so that each an increase in compensation, it will be followed by an increase in performance, and vice versa if there is a decrease in compensation will be followed by a decrease in performance. This statement is in accordance with previous research conducted by (Fauzi, 2014;Fadillah, 2017), stating that if the compensation provided by the company is increased it will be followed by an increase in employee performance. Based on Table 8, the results of a regression equation are obtained with the estimated model as follows: Y2= 33.733-0.146X Based on the regression equation gives an understanding that the compensation regression coefficient with a value of -0.146, which means it has a negative effect, so that each occurs an increase in compensation policy, will be followed by a decrease in turnover intention, and vice versa if there is a decrease in compensation policy, will be followed by an increase in turnover intention. This statement is in accordance with previous research conducted by Widayati & Yunia (2016); Rahayu & Riana (2017); Wiguna & Surya (2017); Candra, Hana, & Wulandari (2018) stated that if there was an increase in compensation, turnover intention the employeewould decrease.

Results of Simple Correlation Analysis Simple
correlation is used to determine and measure the relationship of variables that only involve two variables. In this study the relationship between variable compensation to performance, and compensation for turnover intention presented in Table 9 below: Based on these statistical calculations it can be seen the R value of 0.761 which shows the correlation or relationship of the compensation variable (X) with the performance variable (Y1) has a correlation that is included in the strong category (0.60 -0.799) . This shows that there is arelationship n strongdirectional between the compensation variables on performance means that the more compensation increases the performance will increase, and vice versa if there is a decrease in compensation will be followed by a decrease in performance. This statement is supported by previous research conducted by Aprijon (2014); Riana, Fajri, & Alsyaumi (2017) ;Chaniago, (2018); Nzyoka & Orwa (2016);Yamoah (2013) states that there is a strong relationship between compensation variables and employee performance (productivity) variables. Based on these statistical calculations it can be seen the R value of -0.756 which shows the correlation or relationship of the compensation variable with the variable turnover intention has a strong correlation and opposite direction. This shows that the increase in compensation the turnover intention will decrease, and vice versa if there is a decrease in compensation then followed by an increase in turnover intention. This statement is supported by previous research conducted by Permana (2015); ISTIANI, (2019); Tiwi (2018) states that there is a strong relationship between compensation for turnover intention.

Determination Coefficient Testing The
coefficient of determination is done to determine the amount of contribution of each variable used. The magnitude of the coefficient of determination of compensation and performance variables can be seen in Table 9. Based on the results of these calculations, it can be seen thevalue R Square of 0.579. This shows that the contribution between the compensation variables for performance amounted to 57.9%. While the remaining 42.1% can be influenced by other variables not included in this study, such as: work discipline, leadership style and work environment (Mangkunegara, 2015) Furthermore, for the coefficient of determination of compensation andvariables turnover intention can be seen in Table 10 Based on the results of these calculations, it can be seen the value of R Square of 0.572. This shows that the contribution of the compensation variable to turnover intention is 57.2%. While the remaining 42.8% can be influenced by other variables not included in this study such as: organizational culture, work weight, and job satisfaction (Mobley, 1986)

Partial Regression Testing (T Test) T
test is used to test partially (one by one) between the independent variables on the dependent variable. T test is done by comparing the t-count with the t-table. If the t-count is greater than the t-table, it indicates that the independent variable has a partial effect on the dependent variable. T test results can be seen in Table 11 and Table 12. Based on the hypothesis test to find out the results of the t test, the results of the recapitulation are as follows: Based on Table 11, the hypothesis test recapitulation shows that compensation has a positive and significant effect on performance. The results of this study are supported by previous research conducted by Fauzi (2014); Mastuti (2017); Thaief & Baharuddin (2015) which states that compensation has a positive and significant effect on performance. Based on Table 12, the hypothesis test recapitulation shows that compensation has a negative and significant effect on turnover intention. This is reinforced by research conducted by Gracia (2016); Widayati & Yunia (2016); Chew, Ng, & Fan (2016) that compensation has a negative and significant effect on turnover intention.

CONCLUSION
Based on the results of research on the effect of compensation on performance and turnover intention on RBA, it can be concluded as follows: 1. Compensation, performance, and turnover intention on RBA, the following conclusions are obtained: a. Compensation given to RBA employees is sufficient. b. Employee performance at RBA is good. c. turnover intention Employeein RBA is very high. 2. Based on partial test results (t test) are as follows: a. Compensation has a positive and significant effect on the performance of RBA employees. b. Compensation has a negative and significant influence on turnover intentions RBA employee.