STRENGHTENING PERFORMANCE OF INDONESIAN NATIONAL POLICE IN SOUTH SUMATERA REGIONAL POLICE

Excellent police service is very important. Community expected the excellent police service, so that the National Police needs to create positive performance. The study aims to determine whether there is a direct or indirect effect of reward and job satisfaction on performance and strengthening the performance of the National Police. The research method is a survey with path analysis. The research variables are 2 exogenous variables, reward system (X1) and job satisfaction (X2) and 1 endogenous variable, performance (X3). Sampling of 548 Polri personnel in the South Sumatra Regional Police used stratified random sampling. Based on the results of statistical calculations, there is a positive direct effect of rewards on performance with a path coefficient of 0.381 and a T-count of 10.217. Job satisfaction on performance has a positive direct effect with a path coefficient of 0.475; T-count value of 12.740. The positive direct effect of rewards on job satisfaction with a path coefficient of 0.714 and the T-count of 23.817 and the indirect effect of rewards on performance through job satisfaction has a path coefficient of 0.339; T-count value is 11,242. Strengthening the performance of the National Police is done by building a healthy job environment through the accuracy of the management of reward, based on the accuracy of performance assessment instruments, so that it has an impact on job satisfaction and has positive effect on performance.


INTRODUCTION
Performance of the Republic of Indonesia National Police (Polri) is always demanded to perform excellent police services, so that it has consequences for the realization of positive performance stability. Positive performance stability requires strengthening performance. Various factors affect performance, including appreciation and job satisfaction. The focuses of the problem in this study are: Is there a direct effect of rewards on performance? Is there a direct influence on job satisfaction on performance? Is there a direct effect of appreciation on job satisfaction? Are there indirect effects of rewards on performance through job satisfaction? How to strengthen the performance of the National Police?

Performance Management
The tendency of organizations that face global competitiveness will strengthen individual and organizational performance and rationalize competitors in the external environment, so a collaborative strategy is needed compared to competitive strategies. Strengthening performance is done with proper performance management. Performance management can be seen as an overarching term that embraces all the ways in which the organization and those who control the activities within it coordinate and direct actions in order to achieve the organization's goals (Beardwell, Julie & Amanda Thompson,2017). Performance management is carried our on three types of performance, namely: 1. Task performance means performance of the duties and responsibilities that contribute to the production of a good or service, or to administrative tasks. These include most of the tasks in a conventional job description. 2. Citizenship means performance of actions that contribute to the psychological environment of the organization, such as helping others when not required, supporting organizational objectives, treating coworkers with respect, making constructive suggestions, and saying positive things about the workplace. 3. Counter productivity means behavior that actively damages the organization, including stealing, damaging company property, acting aggressively toward coworkers, and taking avoidable absences (Robbins, Stephen P. & Timothy A. Judge, 2019).

Reward
Many types of pay are required for a complete economic reward system. Base pay, performance rewards, and profit sharing are the incentive foundation of a complete pay program, as diagrammed in the reward pyramid in figure 2, read it from the bottom (Newstrom, John W, 2007).

Job Satisfaction
Job satisfaction is a pleasurable emotional state resulting from the assessment of one's job or job experiences (Colquitt, Lepine, Wesson, 2013). Value-percept theory argues that job satisfaction depends on wether you perceive that your job supplies the things that you value. This theory can be summarized with the following equation: Dissatisfaction = (Vwant -Vhave) (Vimportance). Vwant reflects how much of a value an employee wants, Vhave indicates how much of that value the job supplies, and Vimportance reflects how important the value is to the employee. Big differences between wants and haves create a sense of dissatisfaction, expecially when the value in question is important (Colquitt, Lepine, Wesson, 2013). Job satisfaction is best viewed as a collection of attitudes about different aspects of the job and job context (McShane/ Von Glinow, 2010).
The results of the calculation of the South Sumatra Regional Police line coefficient are illustrated in Table 1. The direct or indirect effect between the variables of appreciation, job satisfaction and performance on the South Sumatra Regional Police, is illustrated in Figure 4.

Figure 4
Path Analysis: Influence among Variables in South Sumatera Regional Police Source: Writer's Analysis The results of the calculation of the South Sumatra Regional Police coefficient are illustrated in Table 2. The direct or indirect effect between the variables of appreciation, job satisfaction and performance on the South Sumatra Regional Police is illustrated in Figure 5.

Figure 5
Path Analysis: Influence among Variables in whole South Sumatera Regional Police Source: Writer's Analysis Whether there is a direct effect of reward on performance on the South Sumatra Regional Police and its ranks, is illustrated in Table 3. Based on Table 3, it is known that there are six (6) district polices who do not have a direct influence on rewards on performance.

3.T-Value
International Review of Humanities Studies www.irhs.ui.ac.id, e-ISSN: 2477-6866, p-ISSN: 2527-9416 Vol. 5, No.2, July 2020, pp. 589-606 The direct effect of job satisfaction on performance in South Sumatera Regional Police and its staff is illustrated in Table 4. Based on Table 4, it is known that South Sumatra Regional Police along with 14 police ranks has a direct effect on job satisfaction on performance Whether there is a direct effect of reward on job satisfaction in the South Sumatra Regional Police and its ranks, illustrated in Table 5, shows that there is a direct effect of reward on job satisfaction in South Sumatra Regional Police and 14 regional police ranks. The indirect effect of rewards on performance through job satisfaction on the South Sumatra Regional Police and its ranks is illustrated in Table 6. The results of the study show that rewards have an indirect positive effect on performance through job satisfaction in South Sumatra Regional Police and 13 Regional Police Officers. There is 1 district police (Prabumulih) showing different results. It shows that rewards do not have an indirect effect on performance. It means that rewards directly affect performance. Strengthening Polri's performance is carried out with performance management, realized through appreciation and job satisfaction. However, rewards can directly or indirectly affect performance. Reward is not only in the form of tangible rewards, such as salaries or bonuses. The award can be in the form of giving responsibilities, giving autonomy, opportunities to use and develop expertise and opportunities for achievement and development, quality of job life, job/ life balance and feedback. Strengthening performance is done through awarding managed by giving reward in the form or type that is useful / valuable for organizational personnel in sufficient numbers. Reward directly affect performance, if the award is able to motivate, given at the right time, and fair.
Reward does not necessarily directly affect performance, but reward sometimes does not directly affect performance, through job satisfaction because job satisfaction is the direct effect on performance. Appreciation does not always lead to pleasant emotional states so it does not directly lead to positive performance. This has effect for the management of reward that can foster job satisfaction so that it impacts on performance. Job satisfaction is realized if there is a proportionality of the award received, namely the appropriateness of the award received compared to other personnel who have a tendency of similar job results. Proportionality also includes the frequency of promotion and fairness in promotion by considering ability as a basis for employee promotion. Job satisfaction can also grow or be increased by the leadership's concern for personnel, comfort in working, good relations between personnel and the availability of infrastructure for carrying out work. Jobs that provide opportunities for learning and accepting responsibility also encourage job satisfaction. Job satisfaction is one of the determinants of positive performance. Based on the results of statistical tests, the strengthening of the performance of the National Police, particularly in the South Sumatra Regional Police can be developed by building a healthy job environment through the management of appropriate reward, so that it has an impact on job satisfaction which has effect for positive performance. Management of reward is carried out with the objectivity of performance assessment, based on the right performance assessment instruments, so as to be able to measure precisely the performance performed by personnel. Appropriate reward will make work more fun (make jobs more fun) and create fair promotion opportunities and match the desires and competencies of personnel. Strengthening personnel performance is indicated by routine and adaptive performance and citizenship behavior (citizenship behavior). Regular performance includes the ability to plan, implement and control work, orderly administration, ethics and morals and oriented to the accuracy of results. The effect of strengthening adaptive performance are demonstrated by the ability in handling crisis situations, handling job stress, solving problem creatively, and dealing with uncertain and unpredictable job situations, leaning job tasks, technologies, and job situations as well as demonstrating interpersonal adaptability and demonstrating cultural adaptability; strengthening citizenship behavior in organizational and interpersonal aspects. The organizational aspect of citizenship behavior is reflected in the behavior of voice, civic virtue, boosterish. Interpersonal aspects include: helping, courtesy and sportsmanship.

CONCLUSION
Based on the results of statistical calculations, it is known that in combination (South Sumatera Regional Police and 14 police ranks): There is a positive direct effect of rewards on performance with a path coefficient of 0.381 and T-count of 10.217; There is a positive direct effect of job satisfaction on performance with a path coefficient of 0.475 and T-count of 12.740; There is a positive direct effect of rewards on job satisfaction with a path coefficient of 0.714 and a T-count of 23.817; There is an indirect effect of rewards on performance through job satisfaction, with a path coefficient of 0.339 and a T-count of 11.242; Strengthening Polri's performance is done by building a healthy job environment through the management of appropriate reward, so that it has an impact on job satisfaction which has effect for positive performance. Management of reward is carried out with the objectivity of performance assessment, based on appropriate performance assessment instruments.