Antecedent Model of Empowerment and Performance of Aceh Government With Motivation as the Intervening Variable

The concept of "Performance" becomes a significant concern to academics and practitioners as it plays an important role in creating and maintaining organizational behavior. This study uses descriptive quantitative analysis where the data is analyzed through Structural Equation Modeling (SEM). The sample size is 390 employees. The data are collected by conducting interviews and distributing questionnaires. This study uses reputable reference articles related to performance, empowerment, work environment, talent, and motivation. Several studies have discussed the relationship between performance and empowerment and also outlined the performance dimension, this research is for Aceh government development in the future.


Introduction
Performance is a key driver of the organization's reputation which refers to employees for service that the Aceh government can create and deliver services and services that satisfy the desires of the community. One of its ways to achieve goals is by influencing the perceptions and attitudes and behavior of employee towards the organization. Therefore, public organizations must have a high commitment. Creating and maintaining employees and organizations based on organizational talent can improve organizational performance in long-term relationships, empowerment, workplace, talents, employee motivation, performance and the success of public organizations in general.
Employee performance is related to empowerment, work environment, employee motivation, and talent. refers to the competitive competition received by society after using the important variables in increasing employee commitment. The high value will create satisfaction for the community. Syafii et al. (2015) public sector performance, Lin and Lee (2011) said that empowerment can be identified as an antecedent of empowerment and employee performance. Satisfaction of community can be seen by the happy feeling after comparing the performance of employees with the hope of public service. Satisfying the community will generate profits for the organization, which refers to an important element in improving public services.
In addition, employee talent is also an important thing for organizational profitability because it is the actual employee motivation. The organization must create and maintain a comfortable working environment in order to improve the performance of employees, reduce the gaps of Aceh government organizations, both in improving service and competitive carreer. Motivation can improve performance (Gneezy and Uri, 2003) (Maslow, 1998). The concept of the Aceh government is the concept of development that fully embraces the long-term prosperity of society through empowerment program. Many factors affect the success or failure of performance improvements, such as leadership, the motivation of a comfortable working environment and employee talent as a strategy. Another factor is the lack of understanding of HR managers on organizational activities consisting of a strategy that has no relationship which is closely linked to the HR strategy with the organization's strategy. The non-strategic HR planning process will have an impact on the non-functioning of human resources in an organization so as not to provide added value to the organization. This study refers to a model ;(1) the role of Human Resource Management as a strategic partner, (2) the role of Human Resource Management as a change agent, (3) the role of HR as an employee champion, and (4) the role of Human Resource Management as administrative experts to be used to build the strategic role of HR management in accordance with the Aceh government organization. Armstrong (2015) says that performance is influenced by four factors, namely; personal factors, work system factors, and internal and external factors. Furthermore, the low level of performance of a person is influenced by; lack of knowledge and skills, lack of incentives, less supportive work environments such as leadership styles and individual internal factors such as lack of motivation. Experts such as Syafii et al. (2015), Albrecht et al. (2015), Phillips et al. (2012), Al-Sulaiti and S. (2015) and Spreitzer G. M. (1997), Spreitzer G. et al. (2012) and Sharif et al. (2013) and Muogbo (2013) and Marghany (2015), they are more focused on the internal factors of individuals as a major factor affecting performance. While the experts focus more on external factors as variables that affect individual performance. Graves et al. (2013), Employee performance is a record of the work/activity that is achieved during a certain period of time. The dimension and indicators are used as follows: Output Quality, Output Quantity, Timing Assessment, Effectiveness, Needs, Supervision, Interpersonal Effect. Graves et al. (2013), claim that employee performance is a record of the work/activity that is achieved during a certain period of time. The dimensions and indicators are used as follows: Output Quality, Output Quantity, Time Determination, Effectiveness, Needs, Supervision, Interpersonal Effect. Researchers use eight employee performance indicators: (1) Quantity of work, i.e the amount of work performed by Aceh Government employees within a specified period of time, the amount of value generated in the form of a number of activities completed in each unit. The result of work, size: Level of output quantity produced by the employee. (2). Quality of work, which is the quality of work achieved by Aceh Government employees based on the terms of their suitability and readiness. The process of the outcome of a perfect activity, carrying out an activity with an idea in accordance with the intended purpose. indicators: Quality of work, by size: The level of output quality produced by employees. (3). Creativeness, which is the authenticity of the ideas raised by Aceh Government employees and actions to resolve the emerging issues. (4). Cooperation, which is the willingness of Aceh Government employees to cooperate with other members of the organization. (5). Dependability, ie awareness, and trustworthiness by Aceh Government employees in terms of attendance and completion of work. (6). Initiatives, which is the spirit of initiative by Aceh Government employees to carry out new tasks and in enlarging their responsibilities. (7). Job knowledge, which is the breadth of knowledge about work and skills. (8) .Personal qualities, ie concerning personality, leadership, hospitality and personal integrity.

Literature Review of Performance
By following this training program is expected to increase employee competence. Employees who have high competence can be seen from the increasing work attitude, knowledge, skills, responsibilities in work and work discipline.The Government of Aceh in order to improve the performance of employees, prioritize career development and work motivation as a focus in employee empowerment. Despite the fact that these two approaches have not had a significant impact on employee performance on the Aceh government. People who believe in government organizations in service as partners. Russell et al. (2015), say that the Government is an organization that has the knowledge and ability to meet the demands of society whether public organizations can be trusted for the welfare of society. Maslow (1998) Motivation becomes one of the most important variables in determining one's performance and productivity, including work behavior. Human resource effectiveness includes job satisfaction/dissatisfaction, organizational responsibility, productivity, quality, and service. Ayobami (2013) Tutar et al. (2011), found that significant empowerment of employee performance significantly. The same results were also found by Meyerson and Dewettinck (2012). Nzuve and Bakari (2012), Dobre (2013) claim that human resource is an asset for people, organizations, political parties, media achievement goals.
Organizational performance is part of organizational performance based on predictors of commitment, loyalty in improving the performance where Luthans et al. (2007) also claim that organizational performance is the key to maintaining long-term working relationships within the Aceh government. Venkateswaran (2012), Lacey et al. (2014), Wahyuningtyas (2015, In, (2014) , Imran et al. (2015) Roseman et al. (2017), Mohd et al. (2014), Shahzadi et al. (2014), Malik et al. (2011) The concept of empowerment and sub-process as the organization's reputation. Muogbo (2013) and, Sharif et al. (2013), said that performance as a predictor of the desire of a record of work during a certain period.  (Armstrong, 2015) performance is influenced by four factors, namely; personal factors, work system factors, and internal and external factors 2 employee performance is a record of specific work/activity achieved over a given period of time 3

The Relationship between Performance and Empowerment and References That Explain the Impact of Performance on Empowerment, Work Environment, Talent, and Motivation. It Can Be Seen the Following Table
performance of someone is influenced by the interaction among abilities 4 performance management of a continuous communication process is conducted according to the commitment of the employee with the direct superior 5 commitment-based organizational performance and loyalty in improving performance 6 Performance is the quantity or quality of something produced or services provided by a person 7 Maslow (1998) Motivation as a process need that plays a role in intensity, individual effort toward the achievement of target Some references above indicate that there is a direct and indirect relationship between performance, motivation, empowerment, work environment, and talent. The performance of variables is also an important element in creating community service.

Antecedents of Performance
Performances of variables appear easily but are formed from several sub-variables. For more details can be seen in the following table.
Muogbo ( There are several types of sub-variables to form variable of performance, motivation, empowerment, work environment and talent, namely; performance dimensions and indicators used as follows: Output Quality, Output Quantity, Timing, Effectiveness, Needs, Monitoring, Interpersonal Effect and relevance.

Research Methodology
This research is a quantitative research and the data used is primary data sourced questionnaires distributed to 390 Aceh government employees. The data analysis is analyzed using Structural Equation Modeling (SEM). This article is a literature review in which the author reviews 37 articles by analyzing the relationship between variables that exist in the article and see the existing research gap.

Conclusion
Based on the above description it can be concluded that this research is important and categorized as a new research from the variables used including talent which is very rarely used in research related to its impact on performance. This study is predicted to be able to make a new contribution to a development model in the field of human resources of Aceh government. The results of this article review conclude that the performance of employees needs to be supported through empowerment, good work environment, work motivation and talent for the success of Aceh government organization.

Suggestion
This review can be useful for the future, performance is a major support in creating and sustaining performance such as empowerment, talent, work environment and satisfied motivation that will have implications for organizational success such as long-term organizational development. The future researchers should have a purpose for integrating performance with empowerment and other concepts such as a competitive work environment, motivation, talent and organizational performance, suggested by Armstrong (2015). Nayak (2015). Performance is formed by several sub-variables and commonly used dimensions. Employee performance is a record of the work/activity that is achieved during a certain period of time. Researchers used eight employee performance indicators: Quantity of work, Quality of work, Creativeness, Cooperation, Dependability, Initiative, Job knowledge, Personal qualities.