The Effect of Employee Engagement and Career Development on Employee Performance Mediated By Work Motivation At Large Center for Training and Empowerment of Village Communities, Disadvantaged Regions and Transmigration Yogyakarta

: The purpose of this study was to examine and analyze the effect of employee engagement and career development on employees mediated by work motivation at training centers and empowerment of rural communities, disadvantaged areas and transmigration in Yogyakarta. This study was applied to 55 respondents who are civil servants at the training and empowerment center for rural communities, disadvantaged areas and transmigration in Yogyakarta. In this study, all samples, namely Civil Servants, were used as respondents, so the sampling technique used was Census. “Tests in this study were carried out using the SmartPLS 3.3.3 software. And the research results are as follows: (1) Employee Engagement has a positive and significant effect on employee performance, (2) Career Development has a positive and significant effect on employee performance.


INTRODUCTION
The importance of human resources (HR) in the company is "to support the company's performance. A company cannot develop optimally if it is not supported by qualified and advanced human resources within the company. All companies or organizations strive to continuously improve employee performance so that the achievement of the vision and mission can be implemented immediately, including government employees. Performance is the result of a person's work that has been done legally in accordance with the responsibilities given to him in a certain period of time (Dessler, 2015). According toWibasuri (2011), performance appraisal has an important role in increasing motivation at work. Performance appraisal is basically an important factor to develop an organization effectively and efficiently. In conducting the assessment, an analysis of the obstacles to the implementation of the work is carried out to obtain feedback and prepare recommendations for improvement and determine the results of the assessment.(Government of the Republic of Indonesia, 2011). The Center for Training and Empowerment of Rural, Disadvantaged Regions, and Transmigration Communities (BBPPMDDTT) Yogyakarta as the "Central Technical Implementation Unit of the Esellon II Work Unit under the Agency for Human Resource Development and Empowerment of Village, Disadvantaged and Transmigration Communities (BBPPMDDTT) Yogyakarta in accordance with the Permendes Number 8 of 2017 has the task of implementing and training people from the specified field(Ministry of Villages, Development of Disadvantaged Regions, 2017)". Employees at BBPPMD always expect optimal work results with service to the community being the main thing for the organization. The performance of employees engaged in the service sector is increasingly showing weakness due to bureaucratic reform. Based on an interview with the Head of Administration at BBPPMDDTT Yogyakarta, performance problems that occur in general are the lack of achievement of employee performance scores caused by lack of coordination between sections or substances, in addition to the problem of job transformation as well as employee placement that is not in accordance with the position. The following is the average assessment of employee work results at BBPPMDDTT Yogyakarta in 2018 from 2020.

Name
Year Based on data on employee performance appraisal at BBPPMDDTT Yogyakarta, it can be seen that in the last 3 years employee performance has not consistently increased, some employees have actually experienced a decrease in value, which is indicated by a minus sign. This of course raises speculation that the employee's work results are not optimal. Based on the problems, phenomena that occur and the research gap, it is entitled "The Influence of Employee Engagement and Career Development on Employee Performance Mediated by Work Motivation at the Center for Training and Empowerment of Village Communities, Disadvantaged Regions and Transmigration Yogyakarta".

THEORETICAL BASIS Employee Performance
Performance is "the results of the work function of a person or group in a certain period of time that reflects how well the person or group fulfills the requirements of a job in an effort to achieve organizational goals. (Bernardin & Russell, 2013). According to As'ad (2011) Performance is the result achieved by a person according to the size applicable to the job in question. Increased individual performance (individual performance) will most likely also increase the company's performance (corporate performance) because the two have a close relationship.

Performance of Civil Servants (PNS)
According to Government Regulation Number 46 of 2011, employee performance or the same as work performance is the work achieved by every civil servant in organizational units in accordance with employee work goals and work behavior (Government of the Republic of Indonesia, 2011). In this Government Regulation, it is determined that the person authorized to make an assessment of the work performance of a civil servant is an appraising official, namely the direct supervisor of the civil servant concerned with the lowest provisions being an echelon V official or other designated official. The purpose of the work performance assessment is to ensure the objectivity of civil servant coaching which is carried out based on a work performance system and a career system that focuses on the work performance system. Performance appraisal is a series of performance management processes that start with the preparation of work performance planning in the form of Employee Work Targets (SKP), setting benchmarks covering aspects of quantity, quality, time, and cost of each job assignment activity. The implementation of the SKP assessment is carried out by comparing the realization of work with the targets that have been set. In conducting the assessment, an analysis of the obstacles to the implementation of the work is carried out to obtain feedback as well as develop recommendations for improvement and determine the results of the assessment. The results of the work performance assessment recommendations are used to improve organizational performance through improving work performance, potential development, and career of the civil servant concerned as well as developing management, organization, and work environment.

Employee Engagement
The definition of Employee Engagement is a sense of attachment to the organization and their work emotionally, able to provide the best ability in terms of helping the success of a series of tangible benefits for individuals and organizations (McLeod & Clarke,

Work motivation
According to Robbins and Judge (2015), Motivation is "the willingness to exert a high level of effort toward organizational goals, conditioned by the efford of ability to statisfy the same individual need." Where as maccording to M Hasibuan (2017) Motivation is the provision of a driving force that creates enthusiasm for one's work so that they want to work with all their efforts to achieve satisfaction.

RESEARCH HYPOTHESIS
Employee engagementis a sense of attachment to the organization and their work emotionally, capable and motivated to give their best in terms of helping the success of a series of tangible benefits for individuals and organizations (McLeod in Lubis & Wulandari, 2018). According to Maylett & Winner in Vellya, Pio, and Rumawas (2020) Employee engagement is a condition or condition in which there is a sense of enthusiasm, energy, commitment and passion from employees towards their work. If the employee enjoys his involvement with the company then he will enjoy his time at work to carry out these activities, he will use his work time effectively and optimally and his work performance will be high as well. H1: Employee Engagement has a positive and significant effect on Employee Performance Career development can be seen from various approaches; match between career development, individual personality, and their job (Parsons, 1909) and processes for achieving specific organizational and employee goals (Kirk et al., 2000). Osibanjo and Adeniji (2012) argues that career development can help reduce the costs incurred to recruit and train new employees in the organization. High career development in organizations can increase and foster high employee performance in employees (SP Robbins & Judge, 2015). H2: Career Development has a positive and significant effect on Employee Performance According to Robbins and Judge (2015) Motivation is the desire to use a high level of energy from its efforts to achieve organizational goals, which is conditioned by the ability to satisfy several individual goals. Where as employee engagementis a sense of attachment to the organization and their work emotionally, capable and motivated to give their best in terms of helping the success of a series of tangible benefits for individuals and organizations.  2020) Employee engagement is a condition or condition in which there is a sense of enthusiasm, energy, commitment and passion from employees towards their work. If employees feel themselves in the company enjoying their time, it will increase employee work results. H3: Employee Engagement has a positive and significant effect on Employee Performance through Work Motivation According to Robbins and Judge (2015), Motivation is "the desire to use a high level of effort to achieve organizational goals, conditioned by the ability to satisfy some individual goal. Whereascareer development can be seen from various approaches; match between career development, individual personality, and their job (Parsons, 1909) and processes for achieving specific organizational and employee goals, Kirk

RESEARCH METHODS
This research is included in quantitative research with survey method. The survey method is used to obtain data from certain natural (not artificial) places whose data is collected using questionnaires, tests, structured interviews, and so on. (Sugiyono, 2016). Based on the level of naturalness, this research uses survey research methods. The survey method is used to get data from certain natural places, but the researcher conducts research with questionnaires and structured interviews. This research was conducted at the Yogyakarta Transmigration Center for Latohan, which is located at Jalan Parasamya No. 16 Beran, Beran Kidul, Tridadi, Sleman District, Sleman Regency, Special Region of Yogyakarta.The population in this study is the Civil Servants (PNS) BBPMDDDT Yogyakarta, amounting to 55 people. Details of the class positions of BBPMDDDTT Yogyakarta employees can be seen in Table  2 below:

RESEARCH RESULT Outer Model Measurement Test Results
The division of "outer model by testing convergent validity, discriminant validity, average variance extracted (AVE), composite reliability, and cronbach alpha".

Convergent Validity
The value of convergent validity is an assessment with the intention of an adequate initial and developmental stage (Ghozali & Latan, 2018).  Table 3, it can be seen that the value of the outer loading item for each latent variable is > 0.7 so that the research instrument is said to meet convergent validity.

Discriminant Validity
The value of the cross loading factor with the use of the selection variable can be seen in Table 4: Based on the table above, it can be seen that "the value of the cross loading factor of each indicator on the variable is greater than the value of the cross loading factor with other variables. Thus, this research instrument has met the criteria of good discriminant validity so that it can be used for further research and analysis.

Average Variance Extracted (AVE)
In addition to observing the cross loading value, the validity test can also be known through other methods, namely by looking at the average variance extracted (AVE) value. The AVE value is used to measure the amount of variance that can be captured by the construct compared to the variance caused by measurement errors. Ghozali (2014:45) recommends the use of AVE for a criterion in assessing convergent validity. An AVE value of at least 0.5 indicates a good measure of convergent validity. That is, latent variables can explain the average of more than half the variance of the indicators. The AVE value of this study can be seen in Table  5. Based on the test results above, it can be seen that "the AVE value of each variable has a value > 0.5. This shows that each variable can be declared valid, so it can be used for further research.

Composite Reliability
The research instrument that measures a reliable statement variable with Cronbach's alpha assessment is above 0.70 (Ghozali, 2011). The results of the composite reliability calculation are considered, namely Table 6.  Table 6, it can be seen that "the value of the composite reliability of each variable has a value > 0.7. This shows that each variable is declared reliable and can be used for further research and analysis.

Cronbach Alpha
To strengthen the results of the reliability test, Cronbach's alpha value is also used. Where a variable can be declared reliable if it has a Cronbach alpha value 0.7 for confirmatory research and Cronbach alpha 0.6 -0.7 is still acceptable for exploratory research. (Ghozali & Latan, 2015). The results of the calculation of Cronbach's alpha can be seen in Table 7.  Table 7 shows that each variable can be declared reliable, so it can be used for further research and analysis.

Inner Model Measurement Model Test Results
In the measurement section of the inner model, the following models will be used: the Goodness-of-Fit Test and the Path Coefficient Test.

Goodness of Fit
Testing of the structural model is done by looking at the value of the coefficient of determination (R²) which is the goodness-fit test of the model. The value of the coefficient of determination (R²) in the PLS Algorithm report can be seen by selecting R Square (Ghozali et al, 2015). The following is the R² value in this study: Based on Table 8, it can be seen that the coefficient of determination of the work motivation variable is 0.840, meaning that the model's ability to explain the motivation variable is 0.840 = 84.0%. And the coefficient of determination of employee performance is 0.954, meaning that the regression model of the factors that affect employee performance is 95.4%. Based on Figure 1, it can be seen that the largest path coefficient assessment shows the largest influence with a value of 4,331 on the effect of employee engagement on work motivation. Meanwhile, for the smallest value, the effect of employee engagement on employee performance is 1,571.

Hypothesis test
Intended for testing each hypothesis with a PLS analysis study of the implementation of the t-test, each of which affects the partial. In table 10 the test results show that the value of "original sample employee engagement on employee performance through work motivation has a value of 0.143 with a significance of 0.019. This result means that employee engagement has a positive and significant effect on employee performance through work motivation. H3 is accepted. And in the table the test results show that the original sample career development value on employee performance through work motivation has a value of 0.132 with a significance of 0.043. These results mean that career development has a positive and significant effect on employee performance through work motivation. H4 is accepted".

Employee Engagement has a positive effect on employee performance
Employee Engagement based on the results of hypothesis testing, the results of the analysis have a value of 0.409 with a significance of 0.000. These results prove that "employee engagement has a positive and significant effect on employee performance. Employee engagement or employees' sense of attachment to their work or organization is very important for the organization and is a determining factor behind the high and low business performance of a company (Fisher, 2007). Ajai Singh as a master trainer for Transformasi Indonesia stated that employee engagement is a psychological statement in which employees feel interested in determining the success of the company and have a strong desire and motivation to perform beyond their obligations.