The Impact of Ability and Work Experience on Employee Performance at PT. Petrokopindo Cipta Selaras

The purpose of this study is to determine the effect of ability and work experience on employee performance at PT Petrokopindo Cipta Selaras. The population in this study were all employees of PT Petrokopindo Cipta Selaras, a total of 197 employees. By using the slovin formula, the number of samples used in this study were 66 respondents from 5 divisions. Sampling using probability sampling technique, using proportional random sampling method. The research method used in this study was interviews and questionnaires. Data analysis used Partial Least Square (PLS) with an ordinal measurement scale via a Likert scale. The research results show that; (ability has an impact on employee performance (2) experience has no impact on employee performance because the company's targets have been met but not followed by the results of good performance appraisal indicators

The purpose of this study is to determine the effect of ability and work experience on employee performance at PT Petrokopindo Cipta Selaras. The population in this study were all employees of PT Petrokopindo Cipta Selaras, a total of 197 employees. By using the slovin formula, the number of samples used in this study were 66 respondents from 5 divisions. Sampling using probability sampling technique, using proportional random sampling method. The research method used in this study was interviews and questionnaires. Data analysis used Partial Least Square (PLS) with an ordinal measurement scale via a Likert scale. The research results show that; (ability has an impact on employee performance (2) experience has no impact on employee performance because the company's targets have been met but not followed by the results of good performance appraisal indicators

INTRODUCTION
The success of the company is not far from the role of human resources involved in it. Given the importance of human resources in the current global era, companies must improve the quality of human resources as one of their goals. Employees are expected to work better through improving the quality of human resources (Basyit et al., 2020). According to Olpia Ula (2022) performance is the result of work that can be achieved by a person or group of people in an organization, in order to achieve organizational goals. Performance can be seen as the level of achievement of organizational goals as well as the level of success.
The object in this research is PT. Petrokopindo Cipta Selaras Gresik which is a company engaged in the service sector as a provider of logistics facilities and other services with the motto "Logistics Facility Solutions". Based on the survey results in PT. Petrokopindo Cipta Selaras Gresik, which is being faced with the problem of employee performance appraisal results which tend to decline in the last 3 (three) years. The data is obtained from the results of employee performance appraisals which are carried out on a scheduled basis using the application. This is evidenced in 2020, employees who received an A (very good) score reached 75.37%, which means that this year the company still has employees who are performing well. In 2021, the company began to experience a decline in its A value (very good) down to 68.02%. then in 2022, employee performance again decreased, namely the value of A (very good) to 64.98%. A decrease in performance should not occur because it can impact losses on the company, for this reason the existing problems must be known.
Based on survey results at PT. Petrokopindo Cipta Selaras Gresik indicated that there were problems related to the work ability of the employees who were not in line with the company's expectations, namely employees who still lacked knowledge of computer operation and skills in their field of work which resulted in employees being passive. The lack of ability possessed by employees results in a decrease in employee performance at PT. Petrokopindo Cipta Selaras. Based on research conducted by Nanda Ernanto & Kustini (2022) The performance of employees in an organization is determined by their ability to work. There is no denying that the effectiveness of an organization depends on how well its employees do their jobs.
In addition to work ability, problems that affect employee performance at PT. Petrokopindo Cipta Selaras Gresik Another factor is work experience. it can be concluded that the work experience possessed by employees at PT. Petrokopindo Cipta Selaras Gresik is considered low because it is still dominated by employees with a working period of 1-4 years, namely 45.18%. Meanwhile, only 7.1% of employees who have worked for more than 20 years are considered senior in the company. The lack of work experience possessed by employees results in a lack of knowledge and skills in mastering work and equipment. According to Sudijono (in Halimah & Sudigdo, 2022) work experience is seniority or "length of service" or tenure is a period of how long an employee contributes to the company. the longer someone does the job, the more experience the employee will have (Umiarti et al, 2022).
Based on the problems above, the purpose of this study is to determine the effect of work ability and work experience on employee performance at PT. Petrokopindo Cipta Selaras Gresik.

LITERATURE REVIEW Work Ability
Work ability basically affel cts thel work rel sults achiel vel d by individuals in thel company. This is intel ndel d so that thel physical and psychological conditions can support and bel rel prel sel ntel d in a working capacity that includel s various potel ntials including talel nts and othel r potel ntials (Wulandari, 2019). According to Irawan (in Lubis el t al., 2022)Ability is a pel rson's ability to do his job. Thel grel atel r thel el mployel el 's position in thel company, thel highel r thel ir brain capacity than thel ir physical ability.

Work Experience
According to Jumawan (2021) Thel typel of work a pel rson has donel can bel del tel rminel d by his work history and this can bel a good opportunity for a pel rson to improvel his job. Thel rel arel two typel s of work el xpel riel ncel , namel ly direl ct el xpel riel ncel and indirel ct el xpel riel ncel . According to Siagian (in Hadi & Kadarni, 2018) Direl ct el xpel riel ncel is el xpel riel ncel gainel d by somel onel who has workel d in an organization and thel n bel causel of somel thing is rel quirel d to lel avel or movel to anothel r organization. Mel anwhilel , indirel ct el xpel riel ncel is thel el xpel riel ncel gainel d whel n somel onel only knows el vel nts in an organization, but is not a mel mbel r of that organization.
According to Foostel r (in Hadi & Kadarni, 2018) indicators of work el xpel riel ncel includel : 1) Working pel riod, 2) Mastel ry of work and el quipmel nt, 3) Rel ady to facel problel ms Employee Performance El mployel el pel rformancel mel asurel s how succel ssful a company is in implel mel nting an initiativel or policy plan to rel alizel thel company's goals, objel ctivel s and vision sel t through stratel gic planning. According to Sel tyadi el t al., (2022) pel rformancel is thel rel sult achiel vel d by el mployel el s, both quality and quality, aftel r complel ting thel ir obligations and rel sponsibilitiel s within a cel rtain pel riod of timel . Mel anwhilel , according to Kasmir (in El ka Wijaya & Fauji, 2021) Pel rformancel is thel rel sult of work and activitiel s that arel complel tel d by complel ting assignel d tasks and rel sponsibilitiel s within a cel rtain timel .

METHODOLOGY
This rel sel arch mel thod usel s quantitativel mel thods. Thel population in this study wel rel all el mployel el s of PT Pel trokopindo Cipta Sel laras totaling 197 el mployel el s and consisting of 5 divisions namel ly thel intel rnal audit division, thel logistics facilitiel s division, thel projel ct and del vel lopmel nt division, thel financel and procurel mel nt division, and thel HR, Gel nel ral and K3 division. This study usel s thel slovin formula in del tel rmining thel numbel r of samplel s. This study also usel d a probability sampling tel chniquel using thel proportional random sampling mel thod. It was obtainel d as many as 66 el mployel el s with divisional divisions, including 1 rel spondel nt from thel intel rnal audit division, 33 rel spondel nts from thel logistics facilitiel s division, 9 rel spondel nts from thel projel ct and del vel lopmel nt division, 10 rel spondel nts from financel and procurel mel nt division, as wel ll as 13 rel spondel nts from thel HR, gel nel ral and K3 divisions. Variablel mel asurel mel nts in this study usel d an ordinal mel asurel mel nt scalel through a Likel rt scalel with data scalel on mel asurel mel nts starting from numbel rs 1 to 5. Del tel rmining data collel ction tel chniquel s using intel rviel ws and quel stionnairel s by distributing quel stionnairel s containing statel mel nts or quel stions direl ctly to rel spondel nts. Thel data analysis tel chniquel in this study was Partial Lel ast Squarel (PLS).

RESULT
Basel d on thel quel stionnairel distributel d by thel rel sel archel r, data on thel charactel ristics of thel rel spondel nts in this study wel rel obtainel d which consistel d of division, agel , gel ndel r, el ducation, and yel ars of sel rvicel . Thel rel sults statel d that 50% of thel 66 rel spondel nts wel rel dominatel d by el mployel el s agel d bel twel el n 31-40 yel ars, thel rel wel rel 41 el mployel el s with a pel rcel ntagel of 62.1% who wel rel malel rel spondel nts, thel rel wel rel el mployel el s with high school/vocational high school graduatel s/el quivalel nt namel ly as many as 45 el mployel el s with a pel rcel ntagel of 68.2%, and thel numbel r of rel spondel nts with a working pel riod of 1-4 yel ars is still high, namel ly 43.9%. Basel d on thel outel r loading tablel abovel , all rel flel ctivel indicators on thel work ability and work el xpel riel ncel variablel s as wel ll as el mployel el pel rformancel variablel s, show factor loading (original samplel ) grel atel r than 0.50 and or significant (Tstatistic valuel is morel than Z valuel α = 0.05 (5%) = 1.96 ), thus thel el stimation rel sults of all indicators mel el t Convel rgel nt validity or good validity. AVEl tel st rel sults for thel Work Ability variablel of 0.800994 and El mployel el Pel rformancel of 0.584385, thel two variablel s show a valuel grel atel r than 0.5, whilel thel Work El xpel riel ncel variablel of 0.345593 indicatel s a valuel lel ss than 0.5 so ovel rall thel variablel s in thel study this can bel said to havel good validity el xcel pt for thel Work El xpel riel ncel variablel .  Thel valuel of R 2 = 0.42988 It can bel intel rprel tel d that thel model l is ablel to el xplain thel phel nomel non of El mployel el Pel rformancel which is influel ncel d by indel pel ndel nt variablel s including Work Ability, Work El xpel riel ncel variancel of 42.98%. Whilel thel rel maining 57.02% is el xplainel d by othel r variablel s outsidel of this study (othel r than work ability, work el xpel riel ncel ).  Baseld on table 5 above, it can be concluded that the hypothesis states that: 1. Work ability has a positive elffect on employee performance is acceptable, with a path coefficient of 0.584428, and a T-statistic value of 5.875394 greater than thel value of Z α = 0.05 (5%) = 1.96, then it is significant 2. Work experience has a positive effect on employee performance which is acceptable, with a path coefficient of 0.216040, and a T-statistic value of 1.347022 which is smaller than the Z value α = 0.05 (5%) = 1.96, so it is not significant Thel results of this study can be described by the PLS measurement model as follows :

Effect of Work Ability on Employee Performance
Basel d on thel rel sults of data procel ssing, it shows that thel variablel work ability (X1) has an influel ncel on el mployel el pel rformancel . Thel sel rel sults arel in linel with rel sel arch DMC Budi Damayanti and Trinasari (2020) who say that Capability has a kel y rolel in sel parating high achiel ving el mployel el s from low pel rforming onel s. To improvel pel rformancel , el vel ry company nel el ds to pay attel ntion to onel 's work talel nt. This rel sel arch is also in linel with rel sel arch conductel d by Sugel ng Mel gawardana, Chamariyah, and Subijanto (2020) and Komang Nonik Jayanti and Komang Trisna Sari Del wi (2021) showing how work compel tel ncel significantly influel ncel s el mployel el succel ss. Thel rel forel , it can bel claimel d that this rel sel arch supports prel vious rel sel arch.
Thel rel sults of this study can el xplain thel problel ms that occur at PT. Pel trokopindo Cipta Sel laras whel rel This can bel sel el n from el mployel el s who still lack knowlel dgel of computel r opel ration and skills in thel ir fiel ld of work. This is bel causel el mployel el s who lack thel ability to mastel r thel fiel ld of work. Thel low work ability of thel sel el mployel el s causel s el mployel el pel rformancel to also del crel asel .
Thel del scription of work ability can bel drawn a conclusion that thel sel cond indicator, namel ly training, has a highel r valuel than thel othel r indicators of 0.917. Thel el xistel ncel of training can increl asel thel ability to complel tel work, this mel ans that an el mployel el has morel abilitiel s if givel n training in accordancel with thel fiel ld of work by thel company. Whel n an el mployel el has thel ability, thel rel sulting pel rformancel will also increl asel .ability can hel lp el mployel el s improvel pel rformancel , to improvel pel rformancel el mployel el s havel thel pel rcel ption that abilitiel s can bel improvel d by training in accordancel with thel fiel ld of work.

Effect of Work Experience on Employee Performance
Basel d on thel rel sults of data procel ssing, it shows that thel work el xpel riel ncel variablel (X2) has no el ffel ct on el mployel el pel rformancel at PT. Pel trokopindo Cipta Sel laras. Thel sel rel sults arel not in linel with rel sel arch by El ka Millel nia, el t al (2022) which statel s that el mployel el s will havel grel atel r el xpel riel ncel thel longel r thel y work thel rel . Convel rsel ly, el mployel el s will gain lel ss work el xpel riel ncel if thel tel nurel is shortel r. Thel rel sults of this study arel also not in linel with thel rel sel arch of Komang Nonik Jayanti and Komang Trisna Sari Del wi (2021) andOlpia Ulan DG, and Anitha P. Tinambunan (2022) which shows that work el xpel riel ncel has a significant el ffel ct on thel pel rformancel of el mployel el s of PT. Saka Agung Abadi, Singaraja Branch. This shows that this study doel s not support prel vious rel sel arch.
Basel d on thel facts on thel ground, thel el xpel riel ncel of el mployel el s at PT. Pel trokopindo Cipta Sel laras doel s not affel ct pel rformancel bel causel sel el n from thel initial rel cruitmel nt qualifications thel company doel s not del mand el xpel riel ncel as a condition, this mel ans that as company el mployel el s thel y arel not rel quirel d to havel work el xpel riel ncel bel causel thel rel spondel nts in this study arel intel rnal company el mployel el s who havel good pel rformancel . Pel rformancel in tel rms of quantity at PT. Pel trokopindo Cipta Sel laras has bel el n good, as can bel sel el n from thel company's targel ts that havel bel el n mel t but not followel d by good pel rformancel el valuation rel sults with innovativel indicators, initiativel s, and othel rs.

CONCLUSION AND RECOMMENDATION
Based on the test results, it is concluded that ability has an impact on employee performance and work experience does not have an impact on employee performance because the company's targets have been met but not followed by the results of good performance appraisal indicators.
There is a suggestion from the researcher that the company should further improve the ability of its employees through the provision of training in accordance with the field of work of each employee so that the abilities possessed by the employees are getting better.