THE EFFECT OF ASTA BRATA LEADERSHIP ON JOB SATISFACTION IN VILLAGE CREDIT INSTITUTIONS (LPD) IN TABANAN REGENCY

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I. INTRODUCTION
The existence of village credit institutions (LPD) has a legal basis by the Province of Bali, which was determined by the Governor of Bali Decree No. 972 of 1984, dated November 1, 1984, which was then stipulated as a regional regulation of the Province of  (LPD) where chapter 23 states that the distribution of LPD net profits at the end of the accounting year is determined by the proportion for LPD capital reserves of 60%, development funds and village community empowerment 20%, production services 10%, 5% empowerment fund, and 5% social fund. Tabanan Regency is a regency that has the highest number of village credit institutions (LPD), which is 308 LPDs compared to other cities and regencies in Bali Province. The number of village credit institutions (LPDs) in Tabanan Regency also has the highest number that are not operating, namely 48 LPDs per year 2020. The number of problematic village credit institutions in Tabanan Regency is one of them caused by mismanagement by the leadership of village credit institutions (LPD) in leading. This incident can be found in village credit institutions (LPD) in Tabanan such as Batungsel LPD, Sunantaya LPD, Blumbang LPD, Cepaka LPD, Tabanan City Customary LPD. This shows that the village credit institution (LPD) must improve the performance of its employees. Village credit institutions (LPD) that have good company performance certainly have good employee performance and job satisfaction. Village credit institutions (LPD) as a form of business from traditional villages and where traditional villages exist in the bonds of sacred places (kahyangan Tiga or kahyangan desa), so that all elements in regulating the running of village credit institutions (LPD) refer to Hindu teachings, especially the teachings of Hindu leadership. To improve employee performance, village credit institutions (LPD) must increase employee job satisfaction. Job satisfaction is one of the goals in the development of human resources in a company. Increased job satisfaction has a big role in improving employee performance which in turn improves the performance of the company or organization. Given the role of job satisfaction has a very large influence on employee performance and company performance, the company always strives for employee satisfaction to be realized. Employee job satisfaction is the key to driving discipline and work performance in supporting company goals (Hasibuan, 2007). This is also in line with the view that job satisfaction can affect performance because job satisfaction plays an important role in company development to improve employee efficiency and performance (Ahmed and Uddin, 2012). Another aspect that is most important and needs to be considered in an effort to increase employee satisfaction will not be separated from leadership. Simaremare and Isyandi, 2015). Employee job satisfaction is much influenced by the attitude of the leader in his leadership. Participatory leadership provides job satisfaction for employees because employees are actively involved in giving their opinions to determine company policies. Leadership that views its subordinates as capital that must be forced to produce in accordance with the wishes of its leader only results in low employee job satisfaction. Hinduism recognizes many leaderships and one of them is the leadership of Asta Brata. Kekawin Ramayana sargah XXIV sloka 52, Pujangga Yogiswara wrote as the initial expression of the verse of the verse which contains the teachings of Asta Brata as follows: "Hyang Indra Yama Surya Candra-anila, Kuwera Baruna-agni nahan wwalu, sira ta then anga the bhupati, ripe nira inisti Astabrata." Translation: "Brata gods Indra, Yama, Surya (Sun) Candra (Moon) Anila (Wind) Kuwera, Baruna and Agni (Fire) are eight brata named Asta Brata which should be lived by the leader so that it permeates his body and soul" (Sudharta, 2009: 4) If a leader can carry out the leadership teachings that are described in Asta Brata well, it will have an effect on increasing employee job satisfaction in a better direction (Purwadi, Suhandana and Suarni, 2013

II. METHOD
This study uses a quantitative approach so that it is categorized as a quantitative type of research. Quantitative research methods can also be interpreted as research methods based on the philosophy of positivism, used to examine certain populations or samples, data collection using research instruments, quantitative/statistical data analysis, with the aim of testing the established hypothesis (Sugiyono, 2013). In quantitative research, basically using a deductive approach, where this approach departs from a theoretical framework, ideas of experts, as well as the understanding of researchers based on their experiences, then developed into problems and their proposed solutions to obtain justification (verification) or assessment in the form of data support. empirical. The data used in this study are primary data and secondary data. Primary source data are data sources that directly provide data to data collectors and secondary sources are sources that do not directly provide data to data collectors, for example through other people or documents (Sugiyono, 2013). So in this study, primary data was obtained from employees at all village credit institutions (LPD) in the Tabanan regency by distributing questionnaires to respondents who could represent the population.
While the secondary data is obtained by means of: following :  (Husein, 2013). The results of this calculation will be compared with the critical value in the t-value table with a significance level of 5% and the number of samples available. If the calculation result of the product moment correlation is greater than the critical value, then this instrument is said to be valid. On the other hand, if the item score is less than the critical value, then this instrument is declared invalid.
The reliability of an instrument shows the level of instrument reliability in revealing reliable data (Suharsini-Arikunto, 2010). Reliability test is used to test whether the instrument used is reliable or vice versa. Reliability test is a test to see how far the measuring instrument can be trusted and reliable.Before this research was conducted, the questionnaire had to be tested using validity and reliability tests on 30 people using the critical number table, the value of r significance was 5% with N-2 = 30-2 = 28, so that r = 0.374 and the Cronbach Alpha reliability number was above. 0.7 then we get:  c. Linearity Test One of the assumptions that must be met before conducting path analysis is linearity test. The linearity test aims to test the data that is connected, whether it is in the form of a linear line or not (Riduwan, 2011). The linearity test aims to ensure that the relationship between variable X and variable Y is linear, quadratic or in a higher degree. It means whether the X and Y lines form a straight line or not, if it is not linear then the regression analysis cannot be continued.

Figure 2. Scater Plot Linearity Test
The graph above shows the distribution of data from the bottom left to the top right and follows a diagonal line which shows that the distribution of data has a linear relationship.
d. Multicollinearity Test The multicollinearity test has the aim of testing whether a regression model has a correlation between independent variables.(Ghozali, 2012). Multicollinearity testing is seen from the amount of VIF (Variance Inflation Factor) and tolerance. Tolerance measures the selected independent variables that are not explained by other independent variables. So a low tolerance value is the same as a high VIF value (because VIF = 1/tolerance). The cutoff value commonly used to indicate the presence of multicollinearity is the tolerance value > 0.01 or the same as the VIF value < 10. Based on the data processing, the VIF value = 7.486 and Tolerance = 0.134, so there is no multicollinearity. Thus the t test (1 -); (n -k -1)= t 0.95; 84 = 1.98861. because t count > t (1 -); (n -k -1)then Ho is rejected. The results of these calculations can be seen in table 3 as follow:

III. RESULTS AND DISCUSSION
:  Table 4 shows the direct and indirect influence between Indra Brata on employee job satisfaction by 20.78%, this means that the ups and downs of the implementation of Indra Brata will cause the rise and fall of employee job satisfaction in village credit institutions (LPD) in Tabanan Regency. The biggest influence of Asta Brata's leadership on job satisfaction is Indra Brata on the concept of a leader able to increase welfare, knowledge and happiness in leading. The magnitude of the influence of Surya Brata on complete job satisfaction can be seen in table 6. The magnitude of the influence of Surya Brata includes leaders complete the task with full responsibility, the leader is a person who is full of dedication and provides instructions on how to complete the task/job to job satisfaction at the village credit institution (LPD) in Tabanan Regency both directly and indirectly by 15.30%.  Table 7 shows the effect of Candra Brata on job satisfaction. Candra Brata in this study includes leadersalways being calm in dealing with problems, acting in ways designed to attract sympathy and being able to show empathy to subordinates shows a direct and indirect effect on changes in job satisfaction at village credit institutions (LPD) in Tabanan Regency by 9.80%. Bayu Brata in this study concerns leaders who trying to find out the working conditions of his subordinates and discuss to solve the problems of his subordinates. The magnitude of the influence of Bayu Brata on job satisfaction for details can be seen in table 8. The magnitude of the rise and fall of Bayu Brata's leadership quality will affect the rise and fall of job satisfaction at village credit institutions (LPD) in Tabanan Regency by 16.08%.   The magnitude of the direct and indirect influence of Baruna Brata on job satisfaction on Village credit institutions (LPD) in Tabanan Regency can be seen in table 10. Baruna Brata in this study concerns leaders being able to provide examples of responsible work to subordinates, being able to foster discipline in the completion of the work of their subordinates and being able to enforce discipline starting and ending working hours. The magnitude of the ups and downs of Baruna Brata on changes in job satisfactionon village credit institutions (LPD) in Tabanan Regency by 12.72%.  Table 11 shows the effect of Agni Brata on job satisfaction. Agni Brata in this study concerns the motivates to improve the abilities of their subordinates, is able to help their employees to set achievable goals so as to bring change to village credit institutions and can inspire their subordinates to improve their performance. The magnitude of the direct and indirect influence of Agni Brata will affect 7.81% of the ups and downs of job satisfactionon village credit institution (LPD) in Tabanan Regency.