FACTORS AFFECTING JOB SATISFACTION OF BUMDESA HEADS IN THE DISTRICT OF BOGOR, WEST JAVA, INDONESIA

Mandated by Law No. 6 / 2014, the establishment of Village-Owned Enterprises (BUMDesa) aims to promote the welfare of rural communities by providing decent work and improving economic management and growth at the village level in line with Sustainability Development Goals (SDGs). Job satisfactions of BUMDesa’s heads play a crucial role in ensuring that those aims are realized. This study analyzes factors affecting BUMDesa’s heads in the district of Bogor, West Java, Indonesia. Data were collected by use of questionnaire interviews with 243 active heads of BUMDesa. The Structural Equation Model (SEM) was applied using the Lisrel 8.70 software. Four variables, i.e. salary/wages, supervision, co-workers and the job itself, were analyzed. The results show that salary/wages have the lowest indicator value, meaning that BUMDesa’s heads are statistically dissatisfied with the level of their salary/wages. On the contrary, BUMDesa’s heads are shown to be satisfied by their coworkers’ performance. Higher level governments need to assist village governments to adopt a fairer remuneration structure to improve job satisfaction, and hence, the performance of BUMDesa.


INTRODUCTION
Villages are the foremost government agents that can reach the real target groups to be prospered. Village development can be improved through the development of the potential of the village economy and become a forum for rural communities to develop themselves and their environment independently and in a participatory manner. The Village Law states that village development aims to improve the quality of human life and reduce poverty, through the provision of basic needs, development of facilities and infrastructure, development of local economic potential, and sustainable use of natural resources and the environment, by promoting togetherness, kinship, and mutual cooperation in order to realize peace and social justice. To improve the ability of the village government to administer and increase community income through various economic business activities of rural communities, village-owned enterprises can be established in accordance with the needs and potential of the village.
Article 87 of the Law states that Village-Owned Enterprises (BUMDesa) can be established by the Village Government and managed with a spirit of kinship and mutual cooperation to utilize all economic potential, economic institutions, as well as the potential of natural resources and human resources in order to improve the welfare of the village community.
The prosperity of the Indonesian people as mandated by the 1945 Constitution, or true community welfare, is believed to be built starting from the village level.
BUMDesa provides a space for taking the role of the state through the Village Government to manage natural resources owned by the village and production fields that are important for the village and that control the livelihood of villagers, namely by forming a business entity or called a Village-Owned Enterprise (BUMDesa). BUMDesa is a village business formed/established by the village government in which capital ownership and management are carried out by the village government and the community. BUMDesa is expected to stimulate and drive the economy in rural areas. The existence of BUMDesa is very important so that the economy in the village can be developed and become independent. Until now, there are still as many as 173 BUMDesa that are not active. Various central and regional government efforts that aimed at making the economy developed and independent have not been maximized. Moreover, Law No. 6/2014 on the Use of Village Funds has been running for three years, but its use by villages in Bogor Regency is more focused on the physical, but less in community empowerment. In addition, village officials still do not understand the mechanism of the village financial management system, which already has rules.
The regulation states that one village must have one BUMDesa, whose business types are adjusted to the potential, resources and basic needs of the community. The current Bogor Regency Government has directed and required every village to have a BUMDesa (Perbup No. 79 Year 2018).
The existence of BUMDesa is like two sides of a coin. On the one hand, it holds potential and hope for people's lives through optimizing the potential of natural resources and human resources, on the other hand, BUMDesa has complicated problems. From several problems, it can be summarized into two main problems, namely Human Resources and aspects of Commitment to the Organization of BU Village leaders in the management of BUMDesa. The Human Resources (HR) crisis is one of the top ranking issues for village development, especially the establishment and the development of BUMDesa. This has to do with the role of the BUMDesa chairperson.
The BUMDesa chairman has an important role in activating as well as developing BUMDesa. But in reality many BUMDesa chairmen fail to activate as well as develop BUMDesa.
One of the things that cause it is related to the job satisfaction of the BUMDesa chairman. The low job satisfaction of the chairman in managing BUMDesa is also prominent in Bogor Regency.
Meanwhile, if we look at the foundation, BUMDesa was established due to the social cohesiveness of the village community with all volunteerism to advance the village. These two things will create a dilemma in BUMDesa governance where BUMDesa is required to work professionally, on the other hand it must accommodate the demands of local labor absorption, where local human resources have limited capacity and capability. Meanwhile, from a social perspective, the existence of BUMDesa brings significant changes. On the one hand, BUMDesa, which is a business entity formed by the village community based on the principles of mutual cooperation and openness, is required to serve the needs of the entire community, opening up broad access for community involvement in management and supervision. Meanwhile, on the other hand, there is pressure from the community for BUMDesa to be managed professionally in order to bring in large profits and transparent management. This situation forces BUMDesa to be managed seriously and have high job satisfaction from all BUMDesa administrators. There are 70.8% of BUMDesa chairpersons with problems in the work itself. The statement items in the indicator relate to the condition of whether the head of BUMDesa is always responsible for work, has the ability to work, the facilities and infrastructure available can help complete the work and a conducive work environment can make work comfortable. Based on the results of the pre-survey, there are still many BUMDesa heads who are less responsible for their work, lack the ability to work, lack of facilities and infrastructure available and a less conducive work environment that makes work less comfortable.
On this basis, many BUMDesa heads do not get Job Satisfaction. The absence of Job Satisfaction has an effect on low Commitment to the Organization which leads to the decision of the head of the BUMDesa to leave his job. The movement of the BUMDesa chairman in the form of resignation, moving outside the organizational unit, high layoffs will have a negative impact on the BUMDesa, including causing instability and uncertainty in the condition of the BUMDesa and increasing training costs, causing moral problems in existing administrators and also inflating costs in recruitment because the head of the BUMDesa has to adapt again. This paper is important because it describes the actual condition of the BUMDesa leadership in Bogor Regency and is expected to provide answers to the main causes of job dissatisfaction with BUMDesa leaders in Bogor Regency so that if the main factors that cause low job satisfaction can be found, then it can be used as a reference for a solution is found for the solution and can be used as a reference or input for BUMDesa heads in Bogor Regency and related agencies, namely the Bogor Regency government through the Bogor Regency Community and Village Empowerment Service (DPMD) to jointly solve the problem of job satisfaction for BUMDesa heads. This research is expected to find new things from previous research, namely this paper contains a wider and more numerous respondents, namely the heads of BUMDesa in Bogor Regency, other articles generally examine only one BUMDesa. The topic of job satisfaction research is usually researched on the type of economic business and is profit oriented, while BUMDesa is an economic and social business in which job satisfaction is not only measured based on material satisfaction but also non-material satisfaction.

Theory Review
According to Robbins and Judge (2013: 79) The amount of wages received and the level at which this can be seen as appropriate compared to others in the organization. The chairman sees salary as a reflection of how management views their contribution to the organization.

Supervision
The ability of the supervisor to provide technical assistance and behavioral support. It can be argued that there are two dimensions of supervisory style that influence Job Satisfaction. The first dimension is leader-centeredness, measured by the degree to which the supervisor takes a personal interest in and cares about the leader. The other dimension is participation or influence, as illustrated by managers who allow people to participate in decision-making.

Coworkers
The degree to which coworkers are technically proficient and socially supportive. Recent research indicates that groups that require interdependence between members to get the job done, will have high Job Satisfaction. Recent cross-cultural research has found that if members oppose the team in general and team rules in particular, then they will be less satisfied than if they were part of the team.

The job itself
In terms of where the job provides interesting tasks, opportunities to learn, and the chance to accept responsibility. Recent research has found that job characteristics and job complexity link between Personality and Job Satisfaction, and if employees' creative job requirements are met, then they are likely to be satisfied.

Promotion
Promotion opportunities are opportunities to advance in the organization. Promotion in the traditional sense means climbing the hierarchical ladder of success in the organization.

Working conditions
Working conditions related to the atmosphere of the workplace. In other words, the effect of the work environment is the same as the effect of the work group. If all goes well, there is no Job Satisfaction problem. If things go badly, the problem of job dissatisfaction will arise.
In this study only four dimensions were used because two dimensions were promotions and working conditions. Promotion is not used as a reference because currently there is no promotion route for BUMDesa in Bogor Regency, for Working Conditions it is not used because most or almost all BUMDesa in Bogor Regency do not have their own workspace. The existing workspace is part of the village government office space, while this research does not examine village governance.

METHODS
This research uses a quantitative research approach. Quantitative research is a study that basically uses a deductive-inductive approach. This approach departs from a theoretical framework, the ideas of experts, and the understanding of researchers based on experience, then developed into problems that are proposed to obtain justification (verification) or rejection in the form of empirical field data documents. Meanwhile, to analyze the influence of each variable is Random Sampling by using the random sampling method together as effectively and efficiently as possible. The number of samples taken in this study was determined using the criteria of active BUMDesa. Thus the number of BUMDesa heads who will be sampled from a population of 416 BUMDesa heads is 243 BUMDesa heads who are active and have a business. Data analysis using quantitative. The research data were analyzed using descriptive statistics, prerequisite test analysis and inferential statistics.

CONCLUSIONS
Based on the results of the analysis test using SEM Lisrel 8.70, it can be concluded that the factor loading value of the relationship between the GU, SU, RK and PK indicator variables with the Job Satisfaction construct (ή1) each has a t-statistic value of GU 6.69, SU 7.37, RK 10.32 and PK 6.93, thus Salary/Wages is the lowest indicator value, meaning that with this value the respondent is dissatisfied with the Salary/Wages obtained, thus this factor is the most dominant factor in influencing Job Satisfaction of BUMDesa heads in Bogor Regency. While the highest value is RK or Coworkers with a t-statistic value of 10.32, meaning that with this high enough value, respondents feel quite satisfied with the Co-worker indicator.

SUGGESTIONS
To increase Job Satisfaction of BUMDesa heads in Bogor Regency, the program that can be implemented is to fulfill the Salary/Wages dimension with indicators that the salary received can meet daily needs, according to established rules, can increase morale, and can increase Job Satisfaction. The BUMDesa chairman is expected to improve the performance of the BUMDesa business so that BUMDesa can meet the salary/wage needs of the BUMDesa chairman and management. To get competent BUMDesa employees, one of the attractions is to increase the indicators of salaries and wages in accordance with the indicators of meeting daily needs for BUMDesa employees. Increased wages can be in the form of providing incentives for employee work.