THE EFFECT OF KNOWLEDGE MANAGEMENT SYSTEM AND KNOWLEDGE SHARING ON EMPLOYEE PERFORMANCE AND LOYALTY

The study aimed to determine the effect of knowledge management and knowledge sharing on employee performance and loyalty. It is quantitative research. The respondents were 50 employees of the West Kalimantan Regional Police Operations Bureau. Data analysis uses a structural approach to the Equation Model (SEM) assisted by a smart PLS application. The study found that knowledge management and knowledge sharing have a significant positive effect on employee performance variables. Knowledge management and knowledge sharing have a significant positive effect on employee loyalty variables. The ability to manage knowledge and share knowledge has become an essential factor in encouraging a competitive business, and this will also be able to improve employee performance and loyalty.


INTRODUCTION
The survival of an organization is determined by the organization's success in managing existing human resources. Human resources are an important asset for an organization. (Gomes, 1995) states that human resources are one of the resources contained in the organization, including all people who carry out activities. Human resources are a vital part, and the organization must be able to process the existing potential to produce high performance.
Employee performance is an indicator of the success of the organization.
Organizations must be able to create high employee performance to maintain survival and achieve sustainable competitive advantage. The organization's success in growing employee job satisfaction will have an impact on the performance produced by employees. (Dessler, 2006) defines employee performance (job performance) as the actual achievement of employees compared to the expected performance of employees. Expected work performance is standardized achievement compiled as a reference so that employees can see their performance according to their position compared to the standards made.
One form of improving employee performance is assigning tasks or responsibilities to employees by their field of expertise. The concept of appropriation also applies to existing employees or permanent employees of the company, namely in promotions, transfers, demotions. If the employee has been placed in the proper position, the employee will feel comfortable carrying out the work assigned to him to feel loyal to the company.
Employee loyalty is needed in a company because it is the mental attitude of employees, which is shown by being loyal to the company in good or bad conditions (Ardana et al., 2012). If employees do not have a loyal nature to the company, then the employee's performance towards the company will not be good.
Organizations are now starting to change their business approach from resourcebased to knowledge-based. Knowledge Management (KM) is the company's strategy to innovate to increase employee satisfaction (Sabherwal & Becerra-Fernandez, 2013).
Knowledge management focuses on organizing and providing essential knowledge, wherever and whenever needed.
Knowledge Management can also improve skills and work motivation to increase individual and organizational performance. Employee performance will achieve maximum  (Sahas et al., 2017) show that knowledge management affects employee performance. Knowledge management affects company performance. (Hasibuan & Santoso, 2005), said that employee loyalty to the position, job, and organization can be judged from the element of loyalty or loyalty. Loyalty can be demonstrated through the willingness of employees to defend and protect the organization, both internally and externally, from interference from irresponsible people. Meanwhile (Poerwopoespito, 2004) states that employee loyalty to work can be seen from the attitude of employees who are willing to provide their expertise and abilities, carry out their duties with full responsibility, be honest and disciplined at work.
Knowledge sharing is essential, especially in this era of rapid technological development. Nonaka and Takeuchi (Aligholi & Asefikia, 2015)  Knowledge-sharing activities, including sharing experiences and knowledge, will help individuals solve work problems based on existing experience. Likewise, from sharing this knowledge, individuals will get more work knowledge to improve the effectiveness and efficiency of work processes. Increased knowledge-sharing activities will affect increasing individual performance (Wening & Harsono, 2016). According to Aulia (2016), there is a positive relationship between knowledge sharing and employee performance; besides, knowledge sharing has a significant influence on employee performance. (Goleman, 1997)  research. Therefore, they tried to add variables as a differentiator from previous research, which became a novelty in this study.

Knowledge Management
Scarborough et.al (1999) in (Amstrong, 2014) defines knowledge management as any process or practice of creating, acquiring, capturing, sharing, and using knowledge to improve learning and organizational performance. Knowledge management identifies relevant information and then disseminates it to learn. It promotes knowledge sharing by connecting people to people and linking it to information to learn from recorded experiences (Amstrong, 2014).
Knowledge management is defined as doing what is needed to get the most out of knowledge resources. In general, knowledge management focuses on organizing and providing the necessary knowledge, wherever and whenever it is needed (Sabherwal & Becerra-Fernandez, 2013). (Drucker & Peter.F, 1999) states that knowledge management is the coordination and exploitation of organizational knowledge resources to create competitive advantage and advantage (Khoualdi & Saleh, 2015).
According to (Chen & Chen, 2006) in (Khoualdi & Saleh, 2015) defines knowledge management as a strategy to help turn knowledge into action and share it in such a way as to improve organizational performance by consciously providing accurate knowledge to someone at the right time. on some of the definitions of knowledge sharing above, the conclusion of the understanding of knowledge sharing according to this study is the process of interaction carried out by individuals, with trust between individuals to seek and develop knowledge and information so that they can help create new frameworks for creative solutions. The Effect of Knowledge ….. 376

Employee Performance
Performance is the result of a person as a whole during a specific period in carrying out tasks, such as work standards, targets, or criteria that have been determined in advance and have been mutually agreed upon (Kartiko, 2020). Performance is a multi-dimensional concept that includes three aspects, namely attitude, ability, and achievement.
According to (Sinambela, 2012) employee performance is defined as the ability of employees to perform specific skills. Employee performance is essential because it will be known how far the employee can carry out the tasks assigned to him. According to (Simamora, 1995), employee performance is the degree to which employees achieve job requirements. According to Byars dan Rue (in Harsuko, 2011) performance is the preparation of tasks that regulate one's work.
Therefore, it can be interpreted that performance is the result in quantity and quality achieved by an employee in carrying out his work duties by the responsibilities given to him. Employee performance is not just information for promotion or salary determination for the company. However, the company can motivate employees and develop a plan to remedy the slump can be avoided. Performance can be measured from the dimensions and indicators below. The Effect of Knowledge ….. 377

Employee Loyalty
Loyal is obedient (Wjs. Poerwadarminta, 2002:609). From that definition, the researchers see a tendency for employees to move to other companies. Supposed that the employee works for a company, and the company has provided adequate facilities and is accepted by its employees. In that case, the employee's loyalty to the company will be even more significant, hence the impetus causes employees to work harder (Alex S. Nitisemito, 1991:163-166).
In addition, according to (Steers & Porter, 1983) loyalty to the company is an attitude, namely the extent to which an employee identifies his workplace as indicated by a desire to work and try his best. Moreover, loyalty to the company as a behavior, namely the process where an employee decides not to leave the company if he does not make extreme mistakes. Employee loyalty can be measured with the dimensions and indicators below. The Effect of Knowledge ….. 379

Hypothesis test
The last step is hypothesis testing with the following criteria: hypothesis testing using statistical values, so for alpha 5%, the statistic value used is 1.96 (Muniarti et. al., 2013). Therefore, the criteria for accepting or rejecting the hypothesis are Ha is accepted if t-statistic > t-table and P value <0.05 Ha is rejected if t-statistic < t-table and P value>0.05 The Effect of Knowledge ….. 380

Validity test
Validity test is used to measure the validity or validity of a questionnaire. In this research, validity testing is carried out using convergent validity and AVE. The instrument is declared valid if the AVE value is > 0.05 and the outer loading value is (> 0.6).  In contrast, the rest is explained by variables outside the study. Moreover, the employee loyalty variable (Y2) is explained by the knowledge management system and knowledge sharing of 76.0%, while variables explain the rest outside of the research. The results of testing the first hypothesis of knowledge management system on employee performance obtained a positive beta score ( Global business competition requires companies to always be able to innovate so that they have an advantage over other companies. In innovating, companies must apply learning companies which basically play an important role in knowledge management system. Human capital, especially knowledge, is excessively essential for companies; therefore, human capital needs to be managed effectively in order to produce optimal company performance. The companies must innovate in order to continue to survive and grow. Through the utilization of knowledge management system in operational bureau of West Kalimantan police supported by superior employees who are managed professionally, it will increase employee performance and produce the expected innovations.

Hypothesis Test
This research supports research conducted by (Shofa, 2013) where management knowledge significantly influences employee performance. Sangkala (2007) in (Mardhotillah, 2011) states that knowledge management is a series of implementations in creating, capturing, transferring, and accessing knowledge from the correct information when needed to make good business decisions. Kamara et al., (2012) states that knowledge management provides the benefits of project knowledge to achieve company performance on the effectiveness of using project work tools, documentation systems, and periodic improvements to follow-up project plans (Kamara et al., 2012). The Effect of Knowledge ….. 384

The Effect of Knowledge Sharing (X2) on Employee Performance (Y1)
The results of testing the second hypothesis of knowledge sharing on employee performance obtained a positive beta score (0.821) with a T statistic of 13,788 (p>1.96) and p values of 0.000 (p<0.05), resulting in a significant positive effect between knowledge sharing variables on employee performance. The better knowledge sharing carried out by employees and superiors will further improve employee performance.
Knowledge sharing has an important role in increasing individual competence in organizations because, through knowledge sharing, tacit and explicit knowledge can be disseminated, implemented, and developed. Individual competence, such as making decisions in problem-solving, will improve employee performance. The relationship between employee knowledge and individual competencies is also significant for employee performance in an organization. Over the last few decades, individual competencies have often been used as the basis for evaluating employee performance (Zaim et al., 2013:70).
When employees are willing to share their knowledge to other employees, other employees will increase their performance. This also can affect the organization.
The operational bureau of the West Kalimantan police, in this case, should be engaged during the knowledge sharing habit building by providing facilitator. This facilitator should be able to have sufficient knowledge and insight in order to be able to motivate other employees to share their knowledge. Media is also an element that must also be considered. Through a variety of media (online & offline), employees can enjoy the existing knowledge sharing process more.
The results of this study are by research conducted by (Rudiyanto, 2012), which shows the influence of knowledge sharing behavior on employee performance. However, the results of this study contradict the results of research by (Wang et al., 2016), which states that knowledge sharing does not directly affect employee performance.

The Effect of Knowledge Management System (X1) on Employee Loyalty (Y2)
The results of testing the third hypothesis of the knowledge management system on employee loyalty obtained a positive beta score (0.484) with a T statistic of 4. 778 (p>1.96) and p values of 0.000 (p<0.05), resulting in a significant positive effect between the knowledge management system variables on employee loyalty. The better the knowledge management employees carry out, the higher the employees have loyalty. The Effect of Knowledge ….. 385 Knowledge Management is needed to organize the knowledge possessed by human resources (HR) in the agency or organization. As stated by (Nonaka, 1994), knowledge is an effective, in-depth tool that can increase the organization's ability to carry out appropriate actions. To increase competitive human resources, it is necessary to manage knowledge or knowledge management owned by each individual. in the agency. By continuing to manage and share the knowledge they have, the employees have the loyalty.
According to (Poerwopoespito, 2004) , employee loyalty to work can be seen from the attitude of employees who are willing to give their expertise and abilities and carry out their duties with full responsibility, honesty, and discipline in their work.
In addition, knowledge management system is one of the driving forces in a company. Therefore, a strategy is needed to be able to compete with other companies.
Knowledge Transfer International (KTI) is a strategy to change intellectual assets in the form of information, productivity, new values and high competitiveness. Knowledge management can provide learning to companies from leaders, managers, to all employees so that they can acquire and maximize the skills they have as employees. With this term, employees' loyalty also can increase, especially in the operational bureau of the West Kalimantan police. It is in line with research conducted by (Christanto & Kadarusman, 2021) that knowledge management directly has a significant and positive effect on work loyalty.

The Effect of Knowledge Sharing (X2) on Employee Loyalty (Y2)
The results of testing the fourth hypothesis of knowledge sharing on employee loyalty obtained a positive beta score (0.452) with a T statistic of 4.721 (p>1.96) and p values of 0.000 (p<0.05), resulting in a significant positive effect between the knowledge sharing variable on employee loyalty. The better the knowledge sharing carried out by employees; the higher the employees' loyalty is. This is also revealed by (Quran, 2020) that knowledge sharing has a positive and significant effect on employee performance and loyalty.
With the sharing of knowledge and experience to solve a problem in a team or organization and this knowledge is stored as organizational knowledge, indirectly the organization already has a knowledge bank that can later be used again to solve the same problem in order that the organization can save time. The process of sharing knowledge The Effect of Knowledge ….. 386 among fellow employees will support each other and eventually find the best work process for the organization. Employees who continue to share knowledge with fellow employees will have high loyalty at work.
Furthermore, knowledge sharing means sharing knowledge with others voluntarily.
Several ways that can be done to foster a culture of knowledge include creating know-how where every employee has the opportunity and is free to determine new methods or techniques for completing tasks and innovating as well as opportunities to synergize external knowledge within the company or institution. In addition, employees are also expected to be able to identify and capture knowledge considered to have value and is implemented in a logical manner, new knowledge is placed in a format that can be easily accessed by officials and all employees, knowledge is managed to ensure that the information is updated so that it can be reviewed for use as a reference of its relevance and accuracy, providing a portal with a user-friendly knowledge format so that all employees can access and manage it at any time. By the knowledge sharing culture among employees, other employees in the organization will be able to increase their loyalty to the company, especially in the operational bureau of the West Kalimantan police.

CONCLUSION
Based on the research and discussion that has been done, it can be concluded that knowledge management and knowledge sharing have a significant positive effect on employee performance variables. The better the knowledge management system owned by employees, the more it will improve employee performance. Managing knowledge has become an important factor in encouraging a competitive business. Likewise, tacit and explicit knowledge can be disseminated, implemented, and developed through knowledge sharing. Through individual competencies such as making decisions in problem-solving, it will improve employee performance. Knowledge management and knowledge sharing have a significant positive effect on employee loyalty variables. By continuing to manage and share the knowledge they have, the employees already have employee loyalty.