The selection of principals plays an important role in realizing a quality
school principal. The quality of the principal starts from the selection process.
Leaders in educational institutions must be able to contribute to the performance
of principals to achieve common goals. Another factor that can also contribute to
the performance of principals is compensation. Compensation is anything that is
received can be physical or non-physical and must be calculated and given to
someone, in complex and difficult terms because it involves feasibility, logic,
rationality, and accountability.Based on the background of the above problems,
the problems in this study are formulated: (1) Is there a contribution to the
selection of the performance of the Junior High School Principals in Paser
District; (2) Is there a contribution of compensation to the performance of the
Principals of Junior High Schools throughout Paser District; and (3) Is there a
contribution of selection and compensation to the performance of the Middle
School Principals in all Paser Districts.
This type of research uses survey research methods with quantitative
approaches. The population is all School Principals selected in the Paser Regency
as many as 23 people. Then the sample was drawn using a total sample of 23
teachers and Principals. The technique used for data collection is a Likert scale
questionnaire, and is analyzed using the Product Moment correlation coefficient.
Based on the results of the study, it was concluded that: (1) the principal
selection variable (X1) contributed to influence by 6.45% on the principal
performance variable (Y) with a less significant category and the remaining
93.55% was the influence of other variables ; (2) The compensation variable (X2)
contributes less significantly to influence 3.75% on the varibals of the principal's
performance (Y) with the category of less contribution and the remaining 96.25%
is the influence of other variables; and (3) the selection of principals (Xi) and
compensation (X2) variables contribute 15.48% to the principal performance
variable (Y) with a less significant category and the remaining 84.52% is the
influence of other variables not examined in this research.