The challenge for every company is to prepare for the globalization of the economy to maximize profits while reducing losses from global competition through efficient and effective resource management. When this can be done by the company, the company's ability to compete will increase.

The quality of human resources is determined by the extent to which the system in the field of human resources is able to support and satisfy the desires of employees and the company. Increased knowledge of skills, changes in attitudes, behavior, correction of performance deficiencies are needed to improve performance. Because the progress of the company or organization is supported by employee performance. A person can be said to have a good performance, when they can do a good job.

Performance is basically what employees do or don't do. Performance is an important thing that must be achieved by every employee in any company because performance is a description of the results of employee work that has been done well and productively. Performance is about doing the job and the results achieved from that work. Managing performance should be done collaboratively and cooperatively between employees, leaders and organizations through understanding and explanation of work within a framework of agreed goals and standards of competence.

Likewise, the management of PT. Indonesia Comnets Plus (ICON+) East Java Regional SBU. As one of the subsidiaries of the State Electricity Company (PLN) which is engaged in telecommunications in Indonesia which has the main task of providing maximum telecommunications services to PLN, PT. Indonesia Comnets Plus (ICON+) East Java Regional SBU East Java Regional SBU also provides telecommunications services to the general public. It is known that there are many telecommunications companies operating in Indonesia, both domestic and foreign-owned private companies, and even government-owned. Therefore, the management of PT. Indonesia Comnets Plus (ICON+) East Java Regional SBU hopes that its employees have high performance so that the company's goals can be achieved properly.

Basically the employee performance appraisal of PT. Indonesia Comnets Plus (ICON+) East Java Regional SBU is carried out by a performance assessment team appointed by the Board of Directors, using Key Performance Indicators (KPI) set by the management of PT. Indonesia Comnets Plus (ICON+) East Java Regional SBU . Many factors affect the increase or decrease in performance. Steer in Sugianto states that one of the factors that can affect performance is employee motivation. Work motivation is the provision of motion that creates a person's enthusiasm so that they want to work together, work effectively and be integrated with all efforts to achieve satisfaction [1]. Lack of work motivation can affect the quality of one's work and the quality of work is also reduced, so the satisfaction of people who receive services will also decrease.

A person's work motivation is very much determined by the specific goals that the person concerned will achieve. The expectations that employees want to achieve include appropriate wages or salaries, guaranteed job security, honor and recognition, fair treatment which is realized by giving salaries, awards and promotions according to employee performance, capable, honest and authoritative leaders, working atmosphere Attractive, attractive promotions.

Another factor that affects the increase or decrease in employee performance is leadership. Raharjo and Purbudi in Sugianto [2] stated that the success and failure of a company or organization is determined by leadership. An effective form of leadership will have an impact on the progress of the company or organization in facing the challenges and changes that occur. A good leader is able to take advantage of all employees.

Leadership styles are various behavioral patterns used by leaders in the process of directing and influencing followers [3]. The leadership style used is to influence and direct employees to want to follow all the programs to achieve maximum performance so that company goals are achieved, but if the leader uses the wrong style it will make employees lazy and unmotivated, the level of discipline is lost, it makes performance be decreasing. Employee group leaders play an important role as a critical liaison between top management who is responsible for plans and strategies and employees who must implement all of these plans and strategies in the field.

Another factor that affects performance is training. Rowley and Jackson [4] state that training is a key area of human resource management that can have a significant impact on a business. Training has a tactical relationship with human resource development and work management, and is a key instrument in implementing human resource management. Training is a process by which employees provide specific and identifiable knowledge and skills for use in their current job.

Performance

In carrying out work, employees produce something called performance. Performance is the result of an employee's work during a certain period compared to various possibilities, such as standards, targets/targets or criteria that have been determined in advance and mutually agreed upon.

According to Mangkunegara [5] performance is the result of work in quality and quantity achieved by an employee in carrying out his duties in accordance with the responsibilities given to him. While Rivai [6] argues that "performance is a display of the complete state of the company over a certain period of time, is a result or achievement that is influenced by the company's operational activities in utilizing its resources". Employee performance is what affects how much they contribute to the organization which includes output quantity, output quality, output period, attendance at work, and cooperative attitude. According to Sutrisno [7], work performance or performance is the result of work that has been achieved by someone from his work behavior in carrying out work activities.

Performance Indicator

According to Mangkunegara important aspects of performance are as follows:

• Quality of work

• Honesty of employees

• Initiative

• Presence

• Attitude

• Cooperation

• Reliability

• Knowledge of work

• Responsibility

• Utilization of working time

Work Motivation

Motivation is one of the things that affect human behavior. Motivation is also referred to as a driver, desire, supporter, or need that can make a personexcited and motivated to reduce and fulfill his own impulses, so that he can act and act in certain ways that will lead to an optimal direction. Motivation is an indicator or supporting media for every human being, especially employees who work in the company so that it causes good performance and has full responsibility for the work done.

Motivation Indicator

In this study, the theory expressed by Abraham Maslow will be used, namely:

• Physiological or physical needs, indicated by giving proper salaries to employees, giving bonuses, food allowances, transportation fees, housing facilities and so on

• Security, indicated by work security and safety facilities, including the existence of social security for workers, pension funds, health benefits, health insurance, and work safety equipment

• Social, indicated by interacting with other people, including by establishing harmonious work, the need to be accepted in a group and the need to love and be loved

• Appreciation, indicated by recognition and appreciation based on ability, namely the need to be respected and appreciated by other employees and leaders for work performance

• Self-actualization, indicated by the nature of the work that is interesting and challenging, where the employee will direct his skills, abilities, skills, and potential

Leadership

Leadership is something that appears in an organization that is often synonymous with a person's charisma or authority. In general, this leadership is held by someone who has the highest position in the company's organizational structure (formal). But not infrequently in society there is also someone who becomes a leader, even though the position is not legally recognized (informal).

Leadership is a position that gives authority to someone to do things in achieving organizational goals. In order for organizational goals to be achieved, a leader must work closely with his subordinates to make plans and decisions in solving problems facing the company.

According to Sopiah [8], leadership is a process of directing and influencing activities related to the tasks of group members. According to Sutrisno [7], leadership is the ability to influence other parties, through communication, both directly and indirectly, with the intention of moving people so that they are fully understanding, aware, and willingly willing to follow the will of the leader. A leader is a person who has the task of directing and guiding subordinates and is able to gain support from subordinates so that they can move them (subordinates) towards achieving organizational goals.

Leadership Indicator

Good leadership is strongly influenced by the people who carry out the leadership. According to Sopiah [8] the factors that influence the effectiveness of leaders are as follows:

• Personality

• Past experience and expectations of the leader

• Expectations and behavior of superiors

• Characteristics

• Expectations and behavior of subordinates

• Task requirements

• Culture

• Organizational discretion

• Expectations and peer behavior

Training

Training is every effort to improve job performance in a particular job that is being his responsibility, or a job that has to do with his job. Training assists employees in understanding a practical knowledge and its application, in order to improve the skills, abilities, and attitudes needed by the organization in an effort to achieve it.

The definition of training from several experts as stated by Hasibuan [1] states that training is an effortto improve the technical, theoretical, conceptual and moral abilities of employees according to the needs of the job or position through education and training. Meanwhile, according to Nitisemito [9] states that training is an activity of the company that intends to be able to improve and develop the attitudes, behavior, skills and knowledge of its employees in accordance with the activities of the company concerned. According to Siagian [10], training is a teaching and learning process using certain techniques and methods conceptually, it can be said that training is intended to improve the skills and work abilities of a person or group of people. Usually those who have worked in an organization whose work efficiency, effectiveness and productivity are felt need to be improved in a directed and pragmatic manner.

Training Indicators

The training method applied needs to be measured whether it is good or not. The method can be said to be good if it reaches the desired target, which can improve the quality of employees in doing their work. According to Hasibuan [1], there are several indicators that can be measured from the methods used, including:

• Employee Performance: If the work performance or work productivity of employees after following developments, both the quality and quantity of work increases, it means that the training methods applied are quite good

• Employee discipline: If the employee's discipline after attending the training is getting better, it means that the training method carried out is good

• Employee Attendance: If employee absenteeism after attending training decreases, the training method is quite good

• Damage Level of Production, Tools and Machines: If the level of damage to production, equipment and machinery after the employee has attended the training is reduced, the training method is quite good

• Employee Accident Rate: The accident rate of employees should be reduced once they join the training program.

• The Rate of Wastage of Raw Materials, Labor and Time: The level of waste of raw materials, energy and time is reduced or the efficiency is getting better, the better the training method and vice versa

• The Degree of Cooperation: The level of cooperation between employees must be more harmonious, harmonious and good after they take part in the training, if there is no improvement in cooperation then the training method is not good

• Employee Initiative: The employee's initiative must increase after following the development, if it does not increase or remain, it means that the development method is not good. In this case, employees are expected to work independently and be able to develop their creativity

• Employee Incentive Wage Rate: If the level of employee incentive wages increases after participating in the development, then the development method is good, otherwise, it means that the development method is not good

• Leadership and Manager Decisions: The leadership and decisions made by the manager after he has followed the development must be getting better, the cooperation getting more harmonious, the goals being achieved getting bigger, the assertiveness reduced, the employee's work performance increasing. If the things above are achieved, it means that the development method implemented is good. On the other hand, if the above is not achieved, it means that the training method is not goo

Hypothesis        

The hypotheses in this study are: 

• H1: There is a positive and significant effect of motivation on the performance of PT Indonesia   

Comnet Plus employees, Tuban Regency

• H2: There is a positive and significant influence of leadership on the work productivity of PT   

Indonesia Comnet Plus employees, Tuban Regency

• H3: There is a positive and significant effect of training on employee performance productivity 

of  PT Indonesia Comnet Plus, Tuban Regency

H4: There is a positive and significant influence jointly motivation, leadership and training on 

the productivity   of   the  performance  of PT Indonesia Comnet Plus employees, Tuban         Regency

Figure1: Conceptual framework

This research approach is associative research. According to Sugiyono, associative research is research with the aim of finding out the causal relationship that occurs between the Leway variables in a test with statistical calculations that give results in the form of evidence that shows the hypothesis is accepted or rejected. Quantitative research according to Sugiyono, is a research method based on the philosophy of positivism used in conducting research on a population or sample, data analysis with statistical quantitative properties, data collection with research instruments, which aims to test hypotheses that have been previously determined. In this study, the population or object of research is all employees of PT Indonesia Comnets Plus (ICON+) SBU East Java Region, totaling 38 employees, in this case not including the leadership element.

Data collection technique is a method or technique used in this research to be able to collect all the necessary data, both main data and supporting data to produce good research. Data collection techniques in this study are:

• Questionnaire 

• Documentation Study

Secondary data was obtained through document study, namely collecting the required data from published documents owned by PT Indonesia Comnets Plus (ICON+) SBU Regional East Java

Validity Test

According to Ghozali the validity test can be interpreted as a tool in measuring the validity of a questionnaire or not. A questionnaire can be declared valid if a statement in the distributed questionnaire is able to provide disclosure of what is proxied on the questionnaire. The following table of validity:

Based on Table 2 above, it can be seen that all rcount values are greater than rtable values in this test (rcount > 0.320), it can be concluded that all instruments are work motivation (X1), leadership (X2), training (X3), and employee performance. (Y) tested in this study is valid.

Reliability Test

According to Ghozali (2016:47), reliability testing can be said as a tool in measuring questionnaires in the form of constructs or variable indicators. A questionnaire is basically called reliable if the individual's response to a question or statement is the same or constant from one period to another. The measured reliability can be carried out using the SPSS version 26 application in the Cronbach Alpha (α) value test section. A variable is declared reliable if it gives Cronbach Alpha whose value is >0.60.

Table 1: Validity Test

Source: Research data processed, 2022

Table 2: Reliability Test

Source: Research data processed, 2022

Table 3: Kolmogorov Smirnov Test. Normality Testing One-Sample Kolmogorov-Smirnov Test

Table 4: Multicollinearity Test

Dependent Variable: Performance Source: Research data processed, 2022

Figure 2: Histogram Method Normality Test

Classic assumption test

Normality Test

Histogram Method: The data is processed using SPSS. Based on the data held, the resulting Data Normality Test Using p-Plot is as follows:

Table 4 shows that the Asymp value. Sig is 0.200 which is greater than 0.05, so it can be   concluded that the data is normally distributed.

The work motivation variable has a VIF value of 2.573. The leadership variable has a VIF value of 2.714. The training variable has a VIF value of 2.078. The data shows that the VIF value of each independent variable is smaller than 5. This indicates that all variables are free from the problem of multicollinearity.

Heteroscedasticity Test

Scatterplot Method: This test will be declared free from heteroscedasticity if the points contained in the image are evenly distributed. It is known that the points are evenly distributed between 0 points. In Figure 4.5 it is known that the points are evenly distributed following between 0 points. It can be said that the data is free from the heteroscedasticity problem.

The research model in the form of the multiple linear regression equation above can be interpreted as follows:

• If work motivation, leadership and training are assumed to be equal to zero, the performance will be worth 1,426 certain units

• If work motivation changes in a positive direction, it will be followed by an increase in performance of 0.683 with the assumption that other variables do not change

• If the leadership changes in a positive direction, it will be followed by an increase in performance of 0.369 with the assumption that other variables do not change

• If motivation changes in a positive direction, it will be followed by an increase in performance of 0.307 with the assumption that other variables do not change

Y= 1.426 + 0,683X₁ + 0.369X₂ + 0.307X

Table 5: Multiple Regression Analysis

a.Dependent Variable: PerformanceSource: Research data processed, 2022

Table 6: Partial Test (t Test)

a. Dependent Variable: PerformanceSource: Research data processed, 2022

Table 7:  Simultaneous Test (F Test)

Dependent Variable: Performance b. Predictors: (Constant), Training, Motivation, Leadership

Table 8: Coefficient of Determination Ttest

a. Predictors: (Constant), Training, Motivation, Leadership b. Dependent Variable: Performance

Partial Test (T Test)

 Based on the number of data in this study as many as 38 respondents, it can be determined that the value of the degrees of freedom in this study is 38 – 3 – 1 = 34. With the number of degrees of freedom of 34, it can be determined that the value of ttable is 2.032. This test is carried out aiming to see the level of significance of each independent variable can be seen in the table below:

• The motivation variable has a tcount value of 3.138, when compared with the ttable value, the resulting 3.138>2.032 with a significance level of 0.004 is smaller than the research alpha value of 0.05, thus it can be concluded that motivation has a positive and significant effect on performance at PT Indonesia Comnets Plus (ICON+) East Java Regional SBU

• The leadership variable has a tcount value of 2,503, when compared with the ttable value, 2,503>2,032 is produced with a significance level of 0.017 which is smaller than the research alpha value of 0.05, thus it can be concluded that leadership has a significant effect on employee performance at PT Indonesia Comnets Plus. (ICON+) East Java Regional SBU

• The training variable has a tcount value of 3.143, when compared to the ttable value, the resulting 3.143>2.032 with a significance level of 0.003 is smaller than the research alpha value of 0.05, thus it can be concluded that training has a significant effect on performance at PT Indonesia Comnets Plus ( ICON+) East Java Regional SBU

Simultaneous Test (F Test)

Ftable value can be seen that the value of Fcount > Ftable value, where the value of Fcount is 50.036 which is greater than Ftable of 2.88 (50.036>2.88) with the probability value in this test is 0.000. The probability value is smaller than the alpha value (0.05) so it can be concluded that motivation, leadership and training simultaneously have a significant effect on performance in Indonesia Comnets Plus (ICON+) SBU East Java Region.

Coefficient of Determination

This determination test is to see how much motivation, leadership and training can explain  performance. To be able to know the magnitude of the coefficient of determination of motivation, leadership and training to explain performance can be seen in  the    following table RSquare value is 0.815 or equal to 81.50%. This means that motivation, leadership and training are able to explain the performance at PT Indonesia Comnets Plus (ICON+) SBU East Java Region is 81.50%, the remaining 18.50% is explained by other variables that are not included in this research model.

Figure 3:  Heteroscedasticity Testing Scatterplot Method

The Effect of Motivation on Performance

Based on the partial hypothesis test or t test, it can be seen that tcount is 3,138, while the ttable value is 2,032 with an error rate of 5%. This means that tcount>ttable (3.138>2.032). Based on the results of partial hypothesis testing, it can be concluded that motivation has a positive and significant effect on the performance of employees of PT Indonesia Comnets Plus (ICON+) SBU East Java Region. Based on this explanation, it is known that motivation has a significant effect on performance with a large contribution of motivation in influencing performance is 0.683. The magnitude of the influence is the most dominant influence compared to other independent variables, this illustrates that motivation is a very important factor to be considered by company management to improve employee performance.

The results of this study have proven the results of research conducted by Pebriyanto and Budyanto [12], Setiaroni [13], Jazuli and Manalu [14] which state that motivation has a positive and significant effect on performance. However, this study contradicts the results of research conducted by Naim, et al. [15] which states that motivation has no significant effect on performance.

Influence of Leadership on Performance

Based on the partial hypothesis test or t test, it can be seen that the tcount value of leadership is 2,503, while the ttable value is 2,032 with an error rate of 5%, this means that tcount>ttable (2.503>2.032). Based on the results of partial hypothesis testing, it can be concluded that leadership has a positive and significant effect on the performance of employees of PT Indonesia Comnets Plus (ICON+) SBU East Java Region. Based on this explanation, it is known that leadership has a significant effect on performance with the contribution of leadership in influencing performance is 0.369 or only 36.90%. Of course, it is very clear that the magnitude of the influence is not the dominant one compared to the other independent variables, meaning that leadership is one of the important variables to improve employee performance. When leadership is changed, it will also result in changes in employee performance.

The results of this study have proven the results of research conducted by Pebriyanto and Budyanto [17], Jazuli and Manalu [14] which state that motivation has a positive and significant effect on performance. However, this study contradicts the results of research conducted by Marjaya and Pasaribu [16] which states that leadership has a negative and insignificant effect on performance.

The Effect of Training on Performance

Based on the partial hypothesis test or t test, it can be seen that the tcount value of the training is 3.143, while the ttable value is 2.032 with an error rate of 5%, this means that tcount > ttable (3.143>2.032). Based on the results of partial hypothesis testing, it can be concluded that training has a positive and significant effect on the performance of PT Indonesia Comnets Plus (ICON+) SBU East Java Regional employees. Based on this explanation, it is known that training has a significant effect on performance with a large contribution of training in influencing performance is 0.307 or only 30.70%. Of course, it is very clear that the magnitude of this influence is not the dominant one compared to the other independent variables, meaning that training is one of the important variables to improve employee performance. When the training carried out is changed, it will also result in changes in employee performance.

The results of this study have proven the results of research conducted by Pebriyanto and Budyanto [12], Setiaroni, [13], Marjaya and Pasaribu, [16], Naim, et al. [15] Jazuli and Manalu [14] which state that motivation has a positive and significant effect on performance.

Based on the partial hypothesis test or t test, it can be seen that tcount is 3,138, while the ttable value is 2,032 with an error rate of 5%. This means that tcount >ttable (3.138>2.032). Based on the results of partial hypothesis testing, it can be concluded that motivation has a positive and significant effect on the performance of employees of PT Indonesia Comnets Plus (ICON+) SBU East Java Region. Based on this explanation, it is known that motivation has a significant effect on performance with a large contribution of motivation in influencing performance is 0.683. The magnitude of the influence is the most dominant influence compared to other independent variables, this illustrates that motivation is a very important factor to be considered by company management to improve employee performance.

He results of this study have proven the results of research conducted by Pebriyanto and Budyanto [12], Setiaroni [13], Jazuli and Manalu [14] which state that motivation has a positive and significant effect on performance. However, this study contradicts the results of research conducted by Naim, et al. [15] which states that motivation has no significant effect on performance.

Influence of Leadership on Performance

Based on the partial hypothesis test or t test, it can be seen that the tcount value of leadership is 2,503, while the ttable value is 2,032 with an error rate of 5%, this means that tcount>ttable (2.503>2.032). Based on the results of partial hypothesis testing, it can be concluded that leadership has a positive and significant effect on the performance of employees of PT Indonesia Comnets Plus (ICON+) SBU East Java Region. Based on this explanation, it is known that leadership has a significant effect on performance with the contribution of leadership in influencing performance is 0.369 or only 36.90%. Of course, it is very clear that the magnitude of the influence is not the dominant one compared to the other independent variables, meaning that leadership is one of the important variables to improve employee performance. When leadership is changed, it will also result in changes in employee performance.

The results of this study have proven the results of research conducted by Pebriyanto and Budyanto [17], Jazuli and Manalu [14] which state that motivation has a positive and significant effect on performance. However, this study contradicts the results of research conducted by Marjaya and Pasaribu [16] which states that leadership has a negative and insignificant effect on performance.

The Effect of Training on Performance

Based on the partial hypothesis test or t test, it can be seen that the tcount value of the training is 3.143, while the ttable value is 2.032 with an error rate of 5%, this means that tcount > ttable (3.143>2.032). Based on the results of partial hypothesis testing, it can be concluded that training has a positive and significant effect on the performance of PT Indonesia Comnets Plus (ICON+) SBU East Java Regional employees. Based on this explanation, it is known that training has a significant effect on performance with a large contribution of training in influencing performance is 0.307 or only 30.70%. Of course, it is very clear that the magnitude of this influence is not the dominant one compared to the other independent variables, meaning that training is one of the important variables to improve employee performance. When the training carried out is changed, it will also result in changes in employee performance.

The results of this study have proven the results of research conducted by Pebriyanto and Budyanto [12], Setiaroni, [13], Marjaya and Pasaribu, [16], Naim, et al. [15] Jazuli and Manalu [14] which state that motivation has a positive and significant effect on performance.

• The influence of motivation variables on employee performance is 3,138. There is a positive effect of 3.138 and a significance value of 0.04, then tcount>ttable (3.138>2.032) and tsig<0.05 or 0.04<0.05, then these data indicate that motivation makes a positive contribution of 68.3% on Performance

• The influence of leadership variables on employee performance is 2,503. There is a positive influence of 2.503 and a significance value of 0.017, then tcount > ttable (2.503>2.032) and tsig<0.05 or 0.017<0.05, then these data indicate that leadership makes a positive contribution of 36.9% on Performance

• The effect of training variables on employee performance is 3.143. There is a positive effect of 3.143 and a significance value of 0.03, then tcount>ttable (3.133>2.032) and tsig<0.05 or 0.03<0.05, then these data indicate that training provides a positive contribution of 30, 7% of Performance

• Motivation, Leadership and Training variables have a positive and significant simultaneous effect on the performance of PT Indonesia Comnets Plus

• The ability of motivation, leadership and training to explain performance at PT Indonesia Comnets Plus (ICON+) SBU East Java Region is 81.50%, the remaining 18.50% is explained by other variables not included in this research model

Suggestion

• The management of the East Java Regional SBU is advised to increase motivation to employees. Given good motivation, can improve employee performance well. Providing motivation as often as possible and giving employees the freedom to complete their work on time is the best solution by prioritizing loosening the rules that make it difficult for employees. With good motivation, employee performance will be good

• The leader of the East Java Regional SBU should improve a good leadership climate at the Regional SBU that is led, the leader should participate more actively in every team activity, so that the leader can be an example for employees, be a motivator who can always provide enthusiasm and direction to employees in every work carried out within the scope of the East Java Regional SBU. With good leadership, employee performance will also get better

• Company management should organize training activities that not only provide benefits to increase their performance, but are also interesting for every employee to participate in. Because boring training makes them not interested in knowing new knowledge. Therefore, interesting and useful training is a solution for management to improve employee performance

• Company management must take good care of the conditions of employee performance, both by providing motivation to employees, good leadership and training to employees. So that the ability to complete the work of employees is increasing, creativity is well maintained which in the end performance is getting better so that management goals/KPIs can be achieved and continue to increase

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