The Role of Work Motivation in Mediating the Effect of Servant Leadership on Employee Performance at Legian Beach Hotel, Kuta Bali

The purpose of this study was to determine the role of work motivation in mediating the influence of servant leadership on employee performance at the Legian Beach Hotel, Kuta Bali. Determination of the sample in this study using a census, which is if all members of the population as many as 65 people were used as samples. Data analysis using smartPLS software version 3.2.7. The result is that the implementation of servant leadership has a positive and significant effect on work motivation; servant leadership does not affect employee performance; work motivation has a positive and significant effect on employee performance; servant leadership is able to mediate the effect of servant leadership on employee performance at the Legian Beach Hotel, Kuta Bali.

Based on Table 1 can be seen that a number of categories of topics that get a negative rating scale are close to the positive rating scale, some even exceed the positive scale such as: check in / checkout, restaurant, and concierge . So that these topics need to be a more serious concern and need to be carried out on continuous improvements to achieve the goals of this hotel.
There are various factors that are closely related to employee performance, one of the factors that play an important role in the success of the company is employee motivation. Without any driving factor in the employee, the work that is charged will not be able to be carried out optimally. Motivation is a factor that encourages a person to do a certain activity (Sutrisno, 2009: 109). Motivation for good work can be seen from the encouragement to do the work that is charged and can prove with good work results. Based on research conducted by Shahzadi et al. (2014) states that employee motivation has a significant effect on employee performance. Employee performance is actually influenced by motivation because if employees are motivated then they will do work with more effort and by which performance will ultimately increase. However the opposite results were obtained from the study of  that work motivation does not affect employee performance.
Maintaining work motivation and improving employee performance are the responsibility of a leader. An effective leader can be said to be a leader who not only uses his power but is also able to encourage his subordinates and provide motivation to be able to achieve optimal performance. At present leaders are not only in charge of influencing and subordinates follow. The leader must have efforts to improve the quality of work and the growth of the behavior of his subordinates. Based on the existing leadership theory, servant leadership is a characteristic of appropriate leadership in this regard. Leadership that serves is a leadership style that is characterized by exceeding the interests of the leaders themselves and will focus on opportunities to help their followers grow and develop (Robbins and Judge, 2015: 267). Several previous studies have been conducted to examine the effect of servant leadership on work motivation. One of them is the research conducted by Harwiki (2013), which states that there is a positive and significant influence between servant leadership on motivation. Good leadership style and supported by motivation, employee performance will also be good. Aji and Palupiningdyah (2016) state that servant leadership has a positive and significant effect on the level of employee performance. These results indicate that servant leadership is an aspect that affects the good and bad performance of employees in the company.
Interviews regarding the implementation of servant leadership were also conducted with five employees from the departments that interacted directly with guests, namely housekeeping, front office, human resources, and food and beverages service at Legian Beach Hotel, are said that the lack of supervisors who want to listen to problems experienced by subordinates, often occurs miscommunication between superiors and subordinates, lack of supervisor control over subordinates so that the boss has not maximally understood what is felt by the subordinates, the communication ability of superiors in influencing and moving subordinates is still lacking, the boss does not prioritize aspects of career development for potential employees, the boss is still not maximal in interpreting his duties and responsibilities as a boss, and supervisor weak in building subordinate perspectives on good leadership and as an example especially in the community of their own departments and other departments.

Literature Review:
The theory of social exchange teaches that the interaction between members of the community starts from the principle of exchanging among each other which in this case starts from "giving" something to others, and "receiving back" something from that other person in a balanced composition, so that the behavior community members are always carried out by considering the "cost benefit", for example in the form of "cost reward" or "reward punishment" (Fuady, 2011: 28-30). Where in the process of achieving company goals reflected in employee performance, of course, it cannot be separated from the participation of the supervisors who work with their subordinates. This process involves the interaction of both parties who need each other. Where one party delegates duties and responsibilities while the other party accepts the task and responsibility to be done. The drive to do a job and provide evidence with good work results is something that is expected by management within the company.
According to Handoko (2003: 74) motivation is as a condition in a person who encourages the individual's desire to carry out certain activities in order to achieve goals. Employee performance is a work achievement, namely a comparison between work results that are seen in real terms with the work standards set by the organization (Dessler, 2006). Research conducted by Ibrahim and Brobbey (2015) give evidence that motivation positive and significant impact on performance employee. Motivation is an important factor in determining employee satisfaction and performance.
Efforts to improve work motivation and employee performance are the tasks of a leader. Servant leadership is an effective leadership style for managing work motivation and employee performance in a company. Leadership that serves is a leadership style that is characterized by exceeding the interests of the leaders themselves and will focus on opportunities to help their followers grow and develop (Robbins and Judge, 2015: 267). The effectiveness of servant leadership can be seen from how a boss motivates employees to do their jobs and empower them. Employees who feel motivated will do their job to the fullest. Vice versa, if the employee is not motivated to do his job, then he will not be able to complete the work that is charged, so that the quality and quantity of his work decreases.

Methodology:
This research is a causal research design, which aims to analyze the influence between variables    Table 3, it can be seen that all statement items from each variable have an outer loading coefficient above 0.50, so it can be concluded that this measurement meets the convergent validity requirements.  (2018) Discrimination validity can be done by looking at the cross loading value, where the construct correlation with the indicator must be higher than the construct correlation with other constructs. Based on Table 4, it can be seen that the servant leadership construct correlation with its indicators is higher than the servant leadership indicator correlation with other constructs (work motivation and employee performance). This also applies to the correlation of work motivation constructs with a higher indicator than the correlation between work motivation indicators and other constructs (servant leadership and performance). Likewise with the construct of employee performance with a higher indicator compared to the correlation between employee performance indicators and other constructs (servant leadership and work motivation).  Table 5. it can be explained that the results of the test composite reliability , rho_A value , and cronbach alpha for all variables are reliable, where the reliability composite value , rho_A value , and cronbach alpha is greater than 0.70. Then after the evaluation phase the measurement model is complete, followed by the structural model evaluation stage (structural model/ inner model) which consists of two parts, namely:  Based on Table 6   The results of the Partial Least Squares (PLS) analysis above are supported by Table 1.7 regarding the results of path coefficients:  Table 7, it can be seen that the effect of work motivation on employee performance obtains a correlation coefficient of 0.716 and its t-statistic value is 4.713 (t-statistical value> t-table 1.96), the effect of servant leadership on employee performance obtains a correlation coefficient of 0.314 and the t-statistic value is 0.805 (t-statistic value < t-table 1.96), and the effect of servant leadership on work motivation obtains a correlation coefficient of 0.834 and its t-statistic value is 25.333 (t-statistics value> t-table 1.96).

Discussion:
The findings of this study provide results that servant leadership has a positive and significant effect on work motivation. This shows that the better the servant leadership, the more work motivation of employees, especially employees who interact directly with guests. The results of the study also show that servant leadership positive but not significant effect on employee performance. This shows that the better the servant leadership, the less significant it is in improving employee performance. The results of this study reinforce with research conducted by Kamanjaya et al. (2017) stating that servant leadership has no significant effect on employee performance. This means getting better servant leadership, there is no tendency to improve employee performance.
The effect of work motivation is proven to have a positive and significant effect on employee performance. This means that the more employees show confidence in performance in their jobs, the better performance of employees will be. The results of this study are in line with the research conducted by Shahzadi (2014) Based on the calculation of VAF, the mediating effect of work motivation on the relationship between servant leadership and employee performance is 81 percent and these results indicate that the role of work motivation is able to mediate fully (full mediation). This means that to improve employee performance, the servant leadership variable must pass work motivation because directly the effect of servant leadership on employee performance is insignificant. The results of this study are in line with previous studies. These studies include: Ristiana et al (2014) and Awan et al. (2012) show that there is a positive and significant relationship between servant leadership on employee performance mediated by work motivation.