The Effect of Intellectual Intelligence and Emotional Intelligence on Competence and Employees Performances

This study aims to test the relationship and influence between intellectual intelligence and emotional intelligence towards competency and performance and partially test both variables. The object of this study was a civil servant at the Gorontalo Regency Regional Secretariat Office with a sample of 150 respondents by spreading questioner online. This study also uses structural equation technique with data analysis using SEMPLS. The results showed that intellectual intelligence variables positively and significantly influence employees' competence and performance. On the other hand, emotional intelligence does not have a significant effect on employee performance. This research can reference relevant agencies in looking at the relationship between intellectual intelligence and emotional intelligence to employees' competence and performance to take the right policies. This research in the design is static. The model that we developed based on empirical studies and testing is limited to establishing simple relationships related to intellectual intelligence and emotional intelligence variables that can affect employees' competence and performance.


INTRODUCTION
The ability to carry out various mental activity is intellectual intelligence. People with a high intellectual understanding will use logic to think, so they will understand, of course, what a person does and the consequences of this action . This intelligence offers the capacity to collect, hold or manage information in facts, to reason, to plan and to think rationally about the job (Andreana and Putri, 2020). In line with this, the emotional intelligence concerns, in addition to the role of their intellectual intelligence, their ability to detect and manage their intelligence and instructions (Pangestu and Efendi, 2019). This emotional intelligence is intended to acknowledge personal emotions, so that they know their strengths and their faults, their ability to manage these emotional experiences, their ability to motivate and to encourage people to move on to themselves (Rusnali, 2020). Subsequently, this intelligence will help to manage emotions in the face of demand (Wiguna and Yadnyana 2019) as well as environmental pressures to fully utilize cognitive skill, to motivate and to interact with others (Putri, 2020). Ethical behaviour, because emotional intelligence is included in the inherent part of decision making. emotional intelligence (Wiguna and Yadnyana, 2019). A person with higher emotional intelligence will be better qualified in emotional thinking. Through emotional intelligence, a person is more likely to orient himself to ethical behavior (Andreana and Putri, 2020). It helps to recognize the ethical and ethical behavior of a person (Singh and Dangmei, 2016;Nguyen and Nguyen, 2020). This emotional intelligence serves to activate your intellectual intelligence effectively (Dewi and Wirakusuma, 2018).
Intellectual intelligence and emotional intelligence are indivisible personal configurations; therefore both components of intelligence are complementary in understanding, forming and developing behaviour (Wiguna and Yadnyana, 2019). In addition, these two things may shape their skills so that anyone with great intellectual and emotional intelligence can achieve maximum results (Sierra et al., 2013). Previous research has shown that intellectual intelligence and emotional intelligence can influence the individual's competence to produce success and studies (Wiguna and Yadnyana, 2019), where the level of competence of a person can be measured through awareness and management of emotional and related cognitive intelligence. The research implies the spiritual quotient variable as one of the inseparable variables between intellectual intelligence and emotional intelligence as one that can affect the level of performance of employees, not even just this, but also further research (Andreana and Putri, 2020). (Apriliani and Rahadi, 2020). The results also showed a significant influence of emotional intelligence and intellectual intelligence variables.
Subsequently, we see that public officials, especially those of the Inspectorate of Gorontalo Province, are based on the phenomenon mentioned by researchers. Researchers see that some employees have not solved the work or problems that exist by managing their emotional intelligence factors. Preliminary remarks that we made also found certain reports of their inadequacy, especially if they have a work deadline. This obviously affects your skills and your own performance (Juniari et al., 2015).
In either research, the researchers are examining the implications of competence and employee performance through the use of intellectual intelligence and emotional intelligence factors. Because these factors are an important problem for finding solutions to continuously improve performance. The aim of this study is to demonstrate the degree of awareness and the ability of the intellectual and emotional intelligence to influence their competence. This research is to provide theoretical insights on the impact of intellectual intelligence and emotional intelligence upon performance to agencies and competency theories. This research is intended to be a reference point for further research and can contribute to improving the performance of employees.

THEORITICAL REVIEW
Intellectual Intelligence, Competence and Performance. Intellectual intelligence seems to be activities, according to (Robbins, 2007), necessary for different thinking activities, problem solving and information in reality deducing and managing. (Mulyadi, 2014) pointed out that the profession is a community working environment which requires competence and authority. Intellectual intelligence can measure the capacity of village government officials (Rusnali, 2020). A high Intelligence worker is expected to work better than a lower IQ worker. A person with a high quality of life is easier to absorb the knowledge to increase his ability to identify and solve work-related problems. If the village government organizer has high intelligence, the knowledge he has acquired can be understood and applied. (Pangestu and Efendi 2019) said the performance of a worker with high intelligence still plays an important part in enhancing the performance of the employee.
Said by (Pangestu and Efendi, 2019), intellectual intelligence expertise controls conduct patterns in order to make them more effective and effective. This means that the higher the intelligence of a person, the more ethically people comport. To deduce intellectual intelligence, who realizes what is emerging, and mastery will respond quickly to situations and conditions. Intelligence can measure speed, measure, hold and remember the previously stored objective information. The ability of logical thinking to find objective facts and predict risk can be highlighted by intellectual intelligence.

H1:
Intellectual Intelligence has a significant influence on competence. H3: Intellectual Intelligence has a significant influence on Performance.
Emotional Intelligence, Competence, and Performance. In emotional intelligence, there are many differences of opinion. In psychology, relatively new is this field which is still in search of a more stable form. It is understood as the abilities of recognizing one's own emotions, of controlling emotions and taking appropriate measures, of recognizing one's own emotions, of acting and interacting with others. (Goleman, 2002) mentioned in addition to intellectual intelligence (Intelligence Quotient), There are other intelligences, emotional intelligence, that help a person succeed (Emotional Intelligence). In actuality, emotional intelligence performs a more successful role than intellectual intelligence.
In recent years, emotional intelligence has received considerable emphasis in social literature. It explains the importance of life satisfaction, personal accomplishment and success in life (Wiguna and Yadnyana, 2019). Moreover, emotional intelligence is the skill of one person to push himself, to survive failure, to control emotions and to control mental state according to (Pangestu, 2019). So it could be concluded that emotional intelligence has the capacity of a person to receive, evaluate, control and manage emotions and self.
According to (Goleman et al., 2006), emotional intelligence has several influencing factors : 1). Family environment, and 2). Self-confidence, 2), Self-management, 3), Social consciousness, 4) Motivation, 5). Relationship management. Predictor of emotional intelligence. According to (Pangestu and Defendi, 2019), social competency, motivation, empathy, self-control and self-recognition indicators are indicators of emotional intelligence. Emotional intelligence is cognition in the positive use of emotions based on desire and in the control of emotions. (Patton, 1998) prefers to use emotions effectively, so that productive relations can be built in order to achieve work success. Intellectual factors are not only seen as performance but as well as emotional factors. A person with good emotional control will also be able to perform well. Studies by (Yenti and Machasin, 2014) showed that the performance of R.S. Pekan Baru employees is affected by emotional intelligence.
This is as (Anthony, 2003), Three varying modalities influence employee performance: (1) Individual variables that consist of competencies and skills: mental and physical. Psychological variables consists entirely of perception, attitude, individuality, learning and motivation, are the following: age, origin, gender; (2) organizational variables, comprising resources, management, rewards and structure and the design of work; Two variables may also affect employee performance in addition to Include attitudes, characteristics, physical features, interests and motive, experience, age, gender, education and other factors and, Situation variables include work methods, conditions for workers and the development of work equipment, the spatial and physical environments (enlightenment, temperature, ventilation) and social and organizational factors including organization rules, organizational properties, types, wages and social environment.

H2: Emotional
Intelligence has a significant influence on competence. H4: Emotional Intelligence has a significant influence on performance.

Competence and Performance.
Research results show that skills and employee performance have an influence. In other words, more competence will improve employee performance. Instead, the lower the skill, the lower the results. The following is according to (Prihadi, 2004) on the importance of jurisdiction: A cluster of related knowledge, skills and attitudes that influence a large part of the job (roles or responsibilities), that is related to job efficiency, can be measured against well-accepted standards and improved through training and development This is linked with the performance of employees in most positions (roles or responsibilities), is measured according to acceptable standards, and can be improvements via training and developing efforts." Competence then refers to the knowledge, skill, ability or personality properties of a person that directly impact the job performance, in line with the fact. Competence includes aspects that affect performance of knowledge, qualifications and skills and personality characteristics. (Roe, 2001) also stipulates the definition of competence as competence or ability: The ability to execute a task, task or role properly is described as competence. Knowledge, skills, personal values and attitudes are integrated into competence. It's builds on knowledge and skills and is acquired through work experience and learning by doing". The capacities of the individual tasks and the ability to build knowledge and skills based on experience and learning can be described as the ability to perform a single task.
The ability is also the capacity of an individual to perform different activities in a job (Robbins, 2007). The capacity to be influenced by intellectual intelligence is according to (Robbins, 2007). (cognitive, social, emotional, cultural intelligence). Physical capabilities make it much more easier for an employed person to perform his/her duties so as to facilitate achieving the expected results when he or she has high intellectual intelligence and supported physical conditions that suit his/her work requirements. From the definition above, if employees' ability is increasing, then employees will be increasing as well.

METHODS
All officials working at the inspections in the Gorontalo Regency Regional Secretariat were included in the study. There are only 150 government employees in the province of Gorontalo who have been employed as officials for 5 years. Therefore, the census method with 150 respondents is the sampling method used in this study. In that research, we were also referring about an official who has been at the inspectorate of the province of Gorontalo for at least 5 years.
The study uses a Likert scale of five paragraphs to ask participants to show their performance response and how they acquired expertise during their work. The scales used in the study ranged from (1) to (2) to (3) to (2), (3) to (4) to (3) and (5) to Santa. The criteria for this sample are those with a work experience of at least five years. Considering that a working period of five years can prove that participants have sufficient expertise and performance knowledge. This facilitates more reliable study results for researchers. Four (4) variables, intellectual intelligence, emotional intelligence; Competence, and employee performance were also used for this report.
This indicator is measured the Smart PLS-Structural Equation Modeling or Structural Equation Modeling (SEM). This study tests the relationship of intellectual intelligence and emotional intelligence with varying competences. The study is also intended to examine indirect influences. It also estimates the total articles correlation of Alpha Cronbach (CA), and the analysis of affirmative testing factor reliability, convergent validity and discriminatory validity of each concept framework structure (Jöreskog. K, 2004). Furthermore, Hypothesis Testing is conducted based on Inner Model testing (structural model), which includes r-square output, parameter coefficient, and t-statistics. To see whether or not a hypothesis can be accepted by paying attention to the value of importance between contracts, statistics and p-values, among others. This test was carried out by the software SmartPLS (Partial Least Square) 3.0. The bootstrapping results show these values. T-statistics >1.96 were the thumb rules used in this study with p-value of 0.05 (5%), and the coefficient of beta is positive.

RESULTS
The external model is a model that defines the relationship of latent variables and their indicators or the external model defines the way each indicator relates to the latent variable. The outer model is construed to include: convergent value, discriminating value validity, composite reliability, average versatility extracted (AVE), and alpha Cronbach. In the picture below the PLS algorithm model is shown. The convergent value measures for each latent variable the magnitude of the loading factor. A loading factor above 0.70 is highly recommended; however, it is still possible to tolerate a loading factor above 0.60, as long as the model is still in development. The results of the full loading indicator value are presented in the table below.     The table above shows that all indicators obtain loading value with the value of the outer loading> 0.6 is valid; then, all indicators are valid as a consignment meter.
A high composite reliability value indicates the consistency of each indicator in a latent variable to measure that variable. The composite reliability value criteria > 0.7 indicate that the variable has good internal consistency. The full composite reliability value is presented in table 2.    The next test is to look at the significance of independent contracts on dependents and answer what has been hypothesized. Testing with a significance level of 5% if the t-statistic value > 1.96, then the zero (H0) hypothesis is rejected. The t-statistical value of the coefficient of influence of latent contracts is obtained from PLS Bootstrapping. Pls Bootstrapping Model results are presented in figure 4. These results equation can be explained as follows: the coefficient of the probability variable is 0.014 with a positive direction, which means that if there is an increase in probability, the earnings quality will increase by 0.014. The size company variable coefficient is 1,157 with a positive direction, which means that if there is an increase in size company, the earnings quality will increase by 1,157. The Investment Opportunity Set variable coefficient is 0,122 with a positive direction, which means that if there is an increase in Investment Opportunity Set, the earnings quality will increase by 0,122.

DISCUSSION
Intellectual intelligence, competence, and performance. The results show that variables of intellectual information contribute in the expertise of employees in the Gorontalo provincial inspectorate. This means that the intelligence of Aperson has an important relation to his skill in carrying out the task. A highly skilled employee, such as knowledge, abilities, skills and attitudes in his position, is invited to work effectively, efficiently and productively. This is because with the relevant skills, the more able it is to perform its tasks. It can be concluded that the employees in the Gorontalo Inspectorate are already well-known in this case, and that their ability to manage or implement their intelligence becomes a factor that encourages performance and even affects their work. The institution can also be concerned to pay greater attention to the competence of other staff in improving and maximizing performance for the Gorontalo Provincial Inspectorate. The results of this study are also the same as the results of previous research conducted by (Rusnali, 2020) which states that Intellectual intelligence has a significant impact on competence and employee performance.
Emotional intelligence, competence and performance. First, emotional variables influence skill variables considerably. This is because respondents responded significantly to their emotional work management skills. Second, the results showed that emotional understanding can still not be seen as a variable that can influence employee performance, or even respondents judged that emotional intelligence is insufficient to achieve maximum results. These findings are certainly in line with the research results (Sierra et al., 2013). Emotional intelligence is seen from several sides: the level of education, gender, and age. The same technique was used in the study, namely the statistic Structural Equation Model (SEM), where the results showed that emotional intelligence has no significant effect on performance. Researchers see that the motivation in lecturers still does not affect their desire to work to get achievements. This may be a relationship between the university to the lecturers who are minimal in providing motivational encouragement to them to be given various awards or rewards to make the latest breakthroughs or work to the maximum.
Competence and performance. The results showed that competency has a positive and significant effect on the performance of employees. This means that the better the competence, the more performance will be improved in the Inspectorate of Gorontalo province. This is in line with research conducted (Meidita 2019), where a person's competence is still a benchmark related to their performance. Further, with regard to competence found indicators that need to be more optimized. In other words, low employee performance reflects the organization that wastes its resources, which in the end, the organization loses competitiveness that will reduce the scale of its business activities. Employee competence also affects the low performance of many organizations that will degrade the industry and the nation's economy, which tends to reduce the organization's success. Some beliefs can be considered to support the concept of new employee performance that concerns the production process as a complex system can be applied and applicable in society, environment, labor, capital, and organization. It is not essential from him but in a coordinated way into a unified unity. The success of employee performance in the organization also begins with the extent of its employees' quality of employee performance. To enforce the performance of employees organizasai to be better, it is necessary to uphold the competence of employees.

CONCLUSION
The summary results by applying Smart-PLS to the testing of hypotheses by the research model and by discussing the results lead to a conclusion: intellectual intelligence plays a significant role in the competence and performance of its employees. Simultaneously, the variable emotional intelligence does not influence employee performance significantly. But these variables influence skill variables significantly. That is due to the lack of positive reactions by respondents to emotional intelligence variables, some indicators being evaluated as low as one of the criteria of the performance. Emotional intelligence influences competence significantly. Indirect influence is tested. The results of this study are also consistent with research carried out (Rusnali, 2020) that has no significant performance effect on the emotional intelligence.
In the study, emotional intelligence was viewed from five levels based on (Goleman's, 2005). The emotional level of employees has no relation, or it can be said this variable is still considered foreign by the employees with their performance. The response from employees saw that emotional intelligence was only limited to what they felt when interacting and the workload given to them that affected their mood. Emotional management has not been able to be done by employees when the variable emotional intelligence is an essential element for maximizing work. Further research was conducted by (Pangestu and Efendi, 2019), where the results showed that intellectual intelligence and spiritual quotient have a significant influence on performance. At the same time, emotional intelligence is still not able to affect the performance of employees. This study also uses competency variables as mediation variables between intellectual intelligence, emotional intelligence, and spiritual intelligence to employee performance.
Based on the research that has been done, the author gives some suggestions including: first, can encourage and trigger the conduct of subsequent researches in the field of human resource management by using other variables that have not been included in this study, such as spiritual intelligence, work climate and work culture. Second, it is expected to increase the number of respondents and use the interview method to obtain valid data and describe the actual condition. This research is still simple in testing the relationship of related variables, namely intellectual intelligence and emotional intelligence, to employees' competence and performance.