Job characteristics relate to the work, namely how an employee assesses the tasks. Leadership policies that support employee career development include management support and, of course, feedback. Management support includes efforts made by the Human Resources (HR) department, as well as leadership support for planning and improving employee careers through concrete and exemplary actions, not just words and orders, without feedback on career development efforts, which is very difficult for employees.

PT. Makassar Raya Motor in Central Sulawesi focuses on employees' abilities, values, and attitudes, in addition to the level of education, which is also a supporting factor. In the context of employee development, it is carried out through training held by organizations, one of which is PT. Astra Motor also conducts selections to increase employee potential for career advancement and work. Efforts to develop human resources at PT. Makassar Raya Motor in Central Sulawesi is carried out through the stages of the human resource management process to obtain the right human resources in the correct position at the right time. However, sometimes due to an employee's lack of self-awareness of his strengths, including knowledge and self-skills, they need to realize that the knowledge and skills they possess can support their future career development. This causes the organization to experience difficulties in finding suitable career goals for these employees.

The process that employees of PT pass. Makassar Raya Motor in Central Sulawesi is expected to increase the ability of employees to be productive and loyal to the organization so that the steps needed for career development are by the consequences of their duties. To improve employee career planning and development, PT. Makassar Raya Motor in Central Sulawesi needs to provide training programs to increase skills, experience, and knowledge in supporting career development for employees with time, discipline at work, and a great sense of responsibility in completing tasks in order to improve performance.

This type of research is quantitative, namely research methods emphasizing testing theories through measuring research variables. Data analysis is quantitative or statistical, with numbers that aim to test established hypotheses.

Total population of employees of PT. Makassar Raya Motor in Central Sulawesi was relatively small, namely as many as 82 people, so all of them were taken as respondents in the study. So the research can be classified as census research (population) where all the population is used as a respondent. 

The operationalization of the variables can be arranged in table 1 matrix.

Table 1. Concept Variable Operationalization Matrix

Data analysis techniques by conducting descriptive analysis seek to interpret and describe data so that it is informative and easier to understand in a more concise form of information[1]. Descriptive analysis is treated on research variables, but they are not associated with other variables [2]. Descriptive analysis in this study aims to provide an empirical description or description of the data collected and then presented in the form of a frequency distribution and the mean ( mean ) of respondents' responses to the various variable items studied.

Analysis using PLS-SEM usually consists of two sub-models, namely the measurement model, often called the outer model, and the structural model, often called the inner model. The measurement model shows how to manifest or observed variables represent latent variables to be measured. This model is suitable for use in this study due to data limitations. The number of samples studied is slightly less than 100. In this study, the population is relatively small, namely 82 respondents, so all populations are used as respondents. PLS-SEM consists of validity tests, reliability tests, and hypothesis testing [3] The construction of the path diagram in this study are:

Figure 1. Research Path Diagram Construction

Source: Data processing with PLS, 2022

Outer loading test results with the value used are 0 .6:

Table 2. Validity Test Results (Outer Loading 0.6)

Source: Processed data (2022)

The following evaluation compares the AVE root value with the correlation between the constructs. The recommended result is that the AVE root value must be higher than the correlation between constructs. The model has better discriminant validity if the AVE square root for each construct is greater than the correlation between the two constructs in the model. A good AVE value is required to have a value greater than 0.50. In this case, the AVE value for each construct can be shown in Table 3.

Table 3. Average Variance Extracted (AVE) Value

Source: Processed data (2022)

The reliability test is used to measure the consistency of a measuring instrument or instrument in making measurements. In this study, the reliability test used in PLS is composite reliability. Composite reliability is used because it considers each existing indicator's outer loading value. A construct is reliable if its composite reliability value is more significant than 0.70 [4]

Table 4. Composite Reliability Value

Source: Processed data (2022)

Of career development variables and leadership policies overall. R-Square values of 0.940 and 0.873 indicate that, overall, the independent variables it has a strong influence on the dependent variable, amounting to 94 % and 87.3% of career development variables and leadership policy variables can be explained by individual characteristics, job characteristics, and organizational characteristics. In comparison, the remaining 6 % and 12.7% can be explained by other variables outside the variables studied. As shown in Table 5 below:

Table 5. R-Square value

Source: Processed data (2022)

Table 6.(Path Coefficient)

Source: Processed data (2022)

Limitations or criteria for model fit include RMS Theta or Root Mean Square Theta value <0.102, SRMR or Standardized Root Mean Square value <0.10 or <0.08, and NFI value > 0.9[5]. The following are the results of the fit model assessment:

Table 7. The goodness of Fit Models

(Source: processed data, 2022) 

According to the fit model figure in table 7, the RMS Theta or Root Mean Square Theta value is 0.180 > 0.102, and the NFI value is 0.870 <0.9. So based on the two assessments of the model, it needs to meet the fit model criteria. However, based on the SRMR value or Standardized Root Mean Square, the value is 0.090 <0.10, so the model can be said to be fit. It can be concluded that the model is fitted with the data.

The inner model fit test uses the R - square of the latent dependent variable, Q - Square predictive relevance for the constructed model, which measures how well the model and its parameter estimates generate the observed values. Q - Square value > 0 indicates the model has predictive relevance [6]. Predictive relevance is a test to show how well the observed value is generated using a blindfolding procedure by looking at the Q fair value. If the Q fair value is> 0, it can be said to have a good observation value, whereas if the Q fair value is < 0, it can be said that the observed value is not good. Q- Square predictive relevance for structural models, measuring how well the model generates the observed values and the parameter estimates. Q - fair value > 0 indicates the model has predictive relevance; conversely, if the Q - Square value ≤ 0 indicates the model lacks predictive relevance [7] The formula obtains the predictive-relevance value:

Q ² = 1 – (1 – R ² ) x ( 1 – R ² )

Q ² = 1 – (1 – 0.869) x (1 – 0.938)

Q ² = 1 – (0.131) x (0.062)

Q ² = 1 – 0.008

Q ² = 0.992

The results of the Q-Square calculation in this study amounted to 0.992 or 99.2%. Thus, the model in this study has a relevant predictive value, where the model used can explain the information contained in the research data by 99.2%.

The testing of the research hypothesis is as follows:

The results of testing individual characteristic variables on career development show a t count of 0.178, which is smaller than the t table of 1.65, with a significance level of p values of 0.859 which is more significant than 0.05. This shows that the test results are positive and insignificant. Thus, hypothesis 1 (H 1) is rejected.

The results of testing the variable of job characteristics on career development show a t count of 1.485, which is smaller than the t table of 1.65, with a significance level of p values of 0.138 which is more significant than 0.05. This shows that the test results are positive and insignificant. Thus, hypothesis 2 (H 2) is rejected

The results of testing the variable organizational characteristics on career development show a t count of 1.146, which is smaller than t table 1.65, with a significance level of p values of 0.252 which is more significant than 0.05. This shows that the test results are positive and insignificant. Thus, hypothesis 3 (H 3) is rejected.

The results of testing individual characteristic variables on career development through leadership policies show a t count of 4.033, more significant than 1.65, with a significance level of p values of 0.00 0 less than 0.05. This shows the relationship between individual characteristics variables towards positive and significant leadership policies. Thus, hypothesis 4 (H 4) is accepted.

The results of testing the variable of job characteristics on career development through leadership policies show a t count of 5.036, which is greater than 1.65, with a significance level of p values 0.00 0 less than 0.05. This shows the relationship between job characteristics variables towards positive and significant leadership policies. Thus, hypothesis 5 (H 5) is accepted.

The results of testing the variable organizational characteristics on career development through leadership policies show a t count of 9.520, which is greater than 1.65 with a significance level of p values 0.00 0 less than 0.05. This shows the relationship between the variable characteristics of the organization towards positive and significant leadership policies. Thus, hypothesis 6 (H 6) is accepted.

The results of testing the leadership policy variable on career development show a t count of 10.233, more significant than 1.65, with a significance level of p values of 0.00 0 less than 0.05. This shows that the relationship between leadership policy variables and career development is positive and significant. Thus, hypothesis 7 (H 7) is accepted.

Discussion of the results of research findings is carried out by approaching the actual conditions or situations of respondents in general in the field and a comparative study approach of several published theories and scientific journals related explicitly to research variables as follows:

The influence of individual characteristics on career development

Individual characteristics do not significantly affect the career development of PT Makassar Raya Motor employees in Central Sulawesi. The most critical resource in the organization is human resources. Employees provide their energy, talent, creativity, and effort for the organization to continue.

Effect of job characteristics on career development

Job characteristics do not significantly affect the career development of PT Makassar Raya Motor employees in Central Sulawesi; employees feel they still need complete freedom and flexibility in their work. Each line of the company causes restrictions on work autonomy.

The influence of organizational characteristics on career development

The process of preparing a career path at PT. Makassar Raya Motor in Central Sulawesi directs a career planning program to achieve one or more goals, namely developing available talent more effectively, providing opportunities for self-assessment for employees to think about career paths, and Increasing the desire and ability of employees to stay in the same job. Employee career development should not depend on individual efforts because it is only sometimes in the organization's interests. For example, employees may ask to leave or move to another company. Alternatively, employees sometimes need to be more open to their career opportunities and the organization's staffing needs. Direct career development to benefit the organization and employees by seeking management support, providing feedback to employees, and establishing a good work environment to increase the ability and desire of employees to carry out career development.

The influence of individual characteristics on career development through leadership policies

The study's results found that individual characteristics through leadership policies had a positive and significant influence on employee career development. Employee career achievements in this study are described by promotion and increase in income. Achievements in a career indicate career growth. Career growth consists of realizing career goals, developing professional skills, promotion, and compensation commensurate with capabilities. Thus, promising career growth will increase career achievements. One of the factors that can lead to achievement in a career is the leading policy. Leadership policies will strengthen the activities carried out by employees in identifying career goals. If the leadership does not provide policies related to employee careers, the opportunity for employees to move up to higher positions is low. The leadership will recommend employees who have good performance appraisals for promotion.

The influence of job characteristics on career development through leadership policies

The research results at PT Makassar Raya Motor in Central Sulawesi, show that employees understand the work given because they get sufficient information about it. Employees also have confidence that the work at hand will provide better results in the future. Besides that, employees also get information about the results of their job evaluations so that they can be used to improve the quality of their work further. The results show that employees are ready to carry out the work appropriately given to expedite the development of their careers within the company.

The influence of organizational characteristics on career development through leadership policies

PT. Makassar Raya Motor in Central Sulawesi provides guidance and support related to career planning and development. There still needs to be more follow-up by employees as a whole, so mentoring efforts can only be carried out if it is evident that an employee is appointed for the following career development process. Meanwhile, efforts as individual employee initiatives, especially seeking information about the potential and opportunities for a particular career position, as well as consulting and sharing career development plans, still need to be carried out on personal initiative. However, leaders continue to support their subordinates' efforts to improve their careers. It is needed by an employee who wants to pursue a higher career. This is understood as a form of career consultation from subordinates to higher superiors, providing recommendations on competence and individual work performance in a particular career position and aligning individual careers with organizational goals.

The influence of leadership policies on career development

The stages of the human resource management process at PT. Makassar Raya Motor in Central Sulawesi is carried out through the selection process stages and adjusting the company's needs. This is done to obtain the right human resources in the correct position at the right time, employees of PT. Makassar Raya Motor in Central Sulawesi is the result of a selection that is recruited through an acceptance process. After that, by the leadership's policy, these employees were placed in sections relevant to their areas of expertise to implement an influential career, the management of PT. Makassar Raya Motor in Central Sulawesi processes selecting, assessing, and assigning employees with quality and satisfying work performance by company demands. Career planning process PT. Makassar Raya Motor in Central Sulawesi, in practice, every employee has the same opportunity to be promoted to a higher position and position.

This study concludes that individual characteristics are positive and not significant to career development at PT. Makassar Raya Motor in Central Sulawesi. Job characteristics have positive value and are not significant to career development at PT. Makassar Raya Motor in Central Sulawesi. Organizational characteristics are positive and not significant for career development at PT. Makassar Raya Motor in Central Sulawesi. Individual characteristics significantly affect career development through leadership policies at PT. Makassar Raya Motor in Central Sulawesi. Job characteristics significantly influence career development through leadership policies at PT. Makassar Raya Motor in Central Sulawesi. Organizational characteristics significantly influence career development through leadership policies at PT. Makassar Raya Motor in Central Sulawesi. The leadership policy has a significant effect on the career development of PT. Makassar Raya Motor in Central Sulawesi.

Based on the study's results, leadership policies significantly contribute to employee career development. Because of that, it is necessary to make efforts to maintain the quality of the process in order to be able to bring PT. Makassar Raya Motor in Central Sulawesi has high quality and competitiveness.

The following are efforts that can be made: 1) Providing opportunities for career development, with clear career plans, as a result of leadership policies. 2) Making objective decisions on employee careers also plays a significant role for the company. 3) Leaders can give good instructions, make good policies for the company, and provide managerial knowledge through various training.

The authors declare that they have no conflict of interest

No funding sources

The study was approved by the , Atal Institute of Medical Super Specialities, Shimla.

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