Public Service of Education in Mojokerto (explanatory research on the influence of organizational climate and motivation on the performance of employees of Mojokerto District Education Office)
Achmad Padia *
aProgram of Islamic Religious Education Studies Tarbiyah High School Raden Wijaya Mojokerto
* Author Correspondent: padi_01@jurnal.stitradenwijaya.ac.id
Abstract
Keywords: Organizational climate, motivation, performance
A. Background
The success of an organization is strongly influenced by the role of human resources owned by the company. This can be seen from the productivity of employees in contributing to the organization. Human resource development is very necessary because it has an important aspect for improving the productivity of human resources and also has certain goals that must be achieved for the development of a nation. Every organization should recognize that the development of expertise, ability and intelligence is crucial for members of the organization to improve its human resources It is needed to deal with fast-paced competitive competition which is marked by changes in products, technology and competition which is very competitive.
Leaders are required to be able to develop the organization. Therefore, a leader must have the wisdom, strategy, competence (skills), foresight, and able to make accurate decisions in dealing with problems and competition so that the organization is able to adapt and flexibly in the long term and short term, in the hope that the organization can be stable and controlled. A leader must be able to determine the style of leadership in accordance with the situation facing the organization, which is expected to affect every activity that takes place within the organization and in accordance with the expectations of employees. And also able to create a good Organizational climate in order to motivate employees to produce high productivity and achievement.
Concept Organizational climate (organizational climate) is often understood as an atmosphere or tendencies situations that are generally perceived by citizens or members of the organization in carrying out daily tasks. Broadly speaking the organizational climate can be felt by the citizens or its members one of the two good or bad tendencies. (Pawito, 2007: 12)
It can be said that there is a good climate if an organization has a tendency: (a) sportsmanship in superior-subordinate communication, (b) personal quality and accuracy regarding communication from superiors to subordinates (personal quality and accuracy of downward communication), (c) a sense of openness of the superior-subordinate relationships, (d) the presence of an opportunity for subordinates to convey aspirations and / or suggestions to superiors (opportunities and (e) the existence of a guarantee, which may be relative, involving information from subordinates and coworkers) (Ruben 1988, pawito, 2007: 12 ).
The motivation of work is one important element in the employment of an institution, meaning that the motivation must be owned by every employee. Employees with good work motivation will carry out every job that is given well and mobilize all the ability to complete a job, as proposed by Robins (1996: 198) that "Motivation is a willingness to issue a high level of effort in the direction organizational goals, conditioned by the ability of that effort to meet individual needs ". Low or bad job motivation will hurt the institution because with low work motivation the achievement of the goals of the institution will be delayed. Therefore, work motivation is an important thing that must be owned by employees.
Motivation of work is an impetus to the employee to complete the work given in order to achieve the goal, it is in line with the opinion expressed by Djatmiko (2005: 67), that "Motivation of work is a process that encourages, directs and maintains human behavior towards the achievement of a goal ". Another opinion which is in line with the above statement stated by Hasibuan (2007: 143) stating "Motivation of work is the provision of the driving force that creates the excitement of one's work so that they want to cooperate, work effectively, and integrated with all its efforts to achieve satisfaction". From some of the above opinions can be concluded that the motivation of work is the impetus to work in order to achieve goals or satisfaction.
Employee motivation is not always in good condition, therefore there is the need for an effort to improve work motivation when employee work motivation decrease. Increasing employee motivation can be done by paying attention and meeting the needs of employees and appreciate the results of their work. According to Hasibuan (2007: 149) there are two kinds of methods to improve employee motivation, namely direct motivation to meet the needs of employees in material and non-material and indirect motivation by providing facilities to support public service work.
Performance standards are considered satisfactory when the statement-embodied in a performance contract-shows some key areas of employee responsibility, contains how an activity will work and draws attention to the quantitative mechanisms by which the results of its performance will be measured. (Muhammad & Toruan, 2008: 224)
The problem of public service is a separate issue for the government bureaucracy. Government service is generally reflected by the performance of government bureaucracy, if at present high-cost economy and any form of inefficiency in the government sector, this at least stems from the performance of bureaucracy that is still not good and satisfies the community, in other words, Bureaucratic Work Achievement is not yet achieved.
In line with the implementation of performance-based management in the administration of government, the main duties and functions carried by employees is the jabaran of the mission of the organization is divided up, in the context of the province is the mission of the agency and the agency. Performance management is comprehensive and touches all elements, elements or inputs that must be utilized by organizations to improve organizational performance. The performance management system seeks to identify, encourage, measure, evaluate, improve, and reward employees' performance. Performance is a valuable result generated by people working in a system. (Muhammad & Toruan, 2008: 224)
Mojokerto District Education Office is one of the government offices that perform public services. This must be offset by a good motivation, because without good motivation then everything will not be able to run well. Such as performance motivation also has several indicators, namely; quality of work, quantity of work, reliability and attitude. As a result of the problem of mutation, then this also resulted in problems in the performance of employees is a matter of attitude. For example, a small percentage of them leave the office during working hours to do private activities that are not for office work.
Based on the background of the problem, the authors conducted a study entitled: "Public Service Education in Mojokerto (explanatory research study on the influence of organizational climate and motivation on the performance of employees of Mojokerto District Education Office)".
B. Problem Formulation
Based on the background of the above problems can be drawn the formulation of the problem as follows:
1. Is Organizational climate and motivation having an effect simultaneously on employee performance?
2. Is Organizational climate and motivation partially influencing employee performance?
3. Which of the Climate Organizations and motivations have the most dominant effect on employee performance?
C. Research Objectives
Based on the formulation of the problem mentioned above, the purpose of this research are:
1. To know Organizational climate and motivation affect simultaneously to the performance of employees of the Education Office of Mojokerto Regency.
2. To find out Organizational climate and motivation partially influence on the performance of employees of the Education Office of Mojokerto Regency.
3. To know among the climate Organizations and motivations have the greatest effect on the performance of employees of the Education Office of Mojokerto Regency.
D. Research Design
In this study, researchers used quantitative methods. The type of approach that researchers use is the type of quantitative description analysis approach with explanatory research (Mudrajat, 2007). to test the hypothesis between the hypothesized variables. The variables to be tested in this research are Organizational Climate variable (independent variable = X1), motivation variable (independent variable = X2),, and employee performance variable (independent variable = Y).
The sampling method of this writing using Sugiyono's opinion: (2014: 61) saturated sampling is a technique of determining the sample when all members of the population are used as a sample. This is done because the population in this study only 53 people. Another term saturated sample is the census, where all members of the population are sampled.
In this study the authors use multiple linear regression analysis techniques. To know the relation between organization climate (X1) and motivation (X2) to dependent variable that is employee performance (Y) used multiple linear regression analysis.
B. Discussion
1. First Hypothesis
The results showed that the Climate organization and motivation affect simultaneously (simultaneously) on the performance of employees. Organizational climate affects HR practices and policies received by members of the organization. Keep in mind that every organization will have a different organizational climate. The diversity of work designed within the organization or the nature of the individual will illustrate the difference. All organizations certainly have a strategy for managing human resources. Open organizational climate spur employees to express their interests and dissatisfaction without fear of retaliation and attention. Such dissatisfaction can be dealt with in a positive and wise way. The climate of openness, however, is created only when all members have a high degree of confidence and believe in the fairness of the organization's essential climate action to be created because it is a perception of what the organization provides and is used as a basis for the determination of subsequent member behavior. Climate is determined by how well members are directed, built and respected by the organization.
Based on the theory of Abraham Maslow's hierarchy of needs, the theory of X and Y Douglas McGregor as well as contemporary motivational theory, the meaning of motivation is the underlying reason for an act committed by an individual. A person is said to have high motivation can be interpreted that person has a very strong reason to achieve what he wants by doing his current job. In contrast to motivation in the sense of developing in a society that is often equated with enthusiasm, such as the example in conversation "I want my child to have high motivation". This statement can mean that the parents want their children to have a high learning spirit. So, it should be understood that there are different uses of the term motivation in society. Some interpret motivation as a reason, and others interpret motivation equally with spirit. (Robbins, 2008: 223). In the relationship between motivation and intensity, the intensity is related to how enterprising a person is, but high intensity does not produce satisfactory work performance unless the effort is associated with a favorable direction to the organization. Conversely, the last element, persistence, is a measure of how long a person can keep his business. (Robbins, 2008: 223).
2. Second Hypothesis
The results showed that organization and motivational climate influence separately (partial) on employee performance. Organizational climate is a very important factor in the organization so that the effectiveness of the organization can be improved by creating the right culture and can support the achievement of organizational goals.
In accordance with Mangkunegara's opinion (2009: 67) that performance (work achievement) is "the work quality and quantity achieved by an employee in performing its duties in accordance with the responsibility given to him." Suwatno (2011: 196) also argues that " or work performance is the result achieved by a person according to the applicable size, within a certain period of time, with respect to the work as well as his behavior and actions. Meanwhile, according to Supriyanto, Sani & Machfud (2010: 132) performance is defined as "a result of one's effort achieved with the ability and deeds in certain situations." From some of the above understanding, it can be concluded that the performance of employees is the work of a person either quality and quantity based on the responsibilities that have been imposed on employees.
There are several factors that affect employee performance. As said by Mangkunegara (2009: 67) that factors that affect the achievement of performance are a factor of ability (ability) and motivation (motivation). Factors ability, the psychological ability employees consist of potential ability (IQ) and the ability of reality (education). Employees, therefore, need to be placed on work that suits their expertise. Motivation factor, motivation formed from attitudes an employee in face situation (situation) work. Motivation is a condition that moves self-employees to achieve organizational goals.
3. Third Hypothesis
The results showed that the organizational climate (X1) is dominant on employee performance (Y). Performance is the work achieved by an employee. According to Mangkunegara (2010: 9) performance is "the work quality and quantity achieved by an employee in performing their duties in accordance with the responsibilities given to employees." Employee performance cannot be separated from the motivation and other factors such as the ability owned by the employees themselves. Mangkunegara (2009: 67) argues that the factors that affect the achievement of performance are a factor of ability (ability) and motivation (motivation). Therefore the management must encourage its employees to always work well in accordance with the standards set by the Institution.
There are several factors that affect employee performance. As said by Mangkunegara (2009: 67) that factors that affect the achievement of performance are a factor of ability (ability) and motivation (motivation). Factors ability, the psychological ability employees consist of potential ability (IQ) and the ability of reality (education). Employees, therefore, need to be placed on work that suits their expertise. Motivation factor, motivation formed from attitudes an employee in face situation (situation) work. Motivation is a condition that moves self-employees who directed to achieve organizational goals.
C. Conclusions
From the test results described in the previous chapter, the researcher concludes:
1. Organizational climate and motivation affect simultaneously to the performance of employees.
2. Organizational climate and motivation partially affect the performance of employees.
3. Climate organization has the most dominant influence on employee performance.
D. Suggestions and Implications
Based on the tests that have been done, Climate organization has the most dominant influence on employee performance, it is necessary to be considered carefully by the leadership to pay more attention to organizational climate factors. As for things about organizational climate that should get attention is 1,) Flexibility and comfomity is an organizational condition that to provide freedom of action for employees and do adjustment themselves to tasks given. 2) Responsibility relates to the feelings of employees in carrying out organizational duties because they are involved in the ongoing process. 3). Standards Employee feelings about the condition of the organization in which management gives attention to the execution of the task well, the purpose has been determined. 4) Reward, relates to the feelings of the employee about respect and recognition of good work. 5) Clarity, Associated with the feelings of employees that they know what is expected of them with work, the role, and purpose of the organization. 6). Team Commitment Relates to employees' feelings about their pride in having an organization and a willingness to strive more when needed.
E. References
Pawito, P. D. (2007). Penelitian Komunikasi Kualitatif. Yogyakarta: LkiS
Djatmiko, Yayat Hayati. (2005). Perilaku Organisasi. Bandung: CV. Alfabeta.
Hasibuan, Malayu, S.P. (2007). Manajemen Sumber Daya Manusia, cetakan kesembilan, Jakarta: PT Bumi Aksara.
Muhammad, F., & Toruan, R. L. (2008). Reinventing local government: pengalaman dari daerah. Jakarta. Elex Media Komputindo.
Robbins, T. W., & Everitt, B. J. (1996). Neurobehavioural mechanisms of reward and motivation. Current opinion in neurobiology, 6(2), 228-236.
Sugiyono, (2014). Metode penelitian kuantitatif kualitatif dan R&D. Cet. Ke-20. Bandung: Alfabeta.
Mangkunegara, AP. 2009. Evaluasi Kinerja SDM. Bandung: PT. Refika Aditama
Suwatno, Yuniarsih, T. 2008. Manajemen sumber daya manusia, teori, aplikasi dan isu penelitian. Bandung: Penerbit Alfabeta.
Supriyanto, Achmad Sani. dan Masyhuri Machfudz. 2010. Metodologi Riset: Manajemen Sumberdaya Manusia. Malang: UIN-Maliki Press.
Based on the tests that have been done, Climate organization has the most dominant influence on employee performance, it is necessary to be considered carefully by the leadership to pay more attention to organizational climate factors. As for things about organizational climate that should get attention is 1,) Flexibility and comfomity is an organizational condition that to provide freedom of action for employees and do adjustment themselves to tasks given. 2) Responsibility relates to the feelings of employees in carrying out organizational duties because they are involved in the ongoing process. 3). Standards Employee feelings about the condition of the organization in which management gives attention to the execution of the task well, the purpose has been determined. 4) Reward, relates to the feelings of the employee about respect and recognition of good work. 5) Clarity, Associated with the feelings of employees that they know what is expected of them with work, the role, and purpose of the organization. 6). Team Commitment Relates to employees' feelings about their pride in having an organization and a willingness to strive more when needed.
E. References
Pawito, P. D. (2007). Penelitian Komunikasi Kualitatif. Yogyakarta: LkiS
Djatmiko, Yayat Hayati. (2005). Perilaku Organisasi. Bandung: CV. Alfabeta.
Hasibuan, Malayu, S.P. (2007). Manajemen Sumber Daya Manusia, cetakan kesembilan, Jakarta: PT Bumi Aksara.
Muhammad, F., & Toruan, R. L. (2008). Reinventing local government: pengalaman dari daerah. Jakarta. Elex Media Komputindo.
Robbins, T. W., & Everitt, B. J. (1996). Neurobehavioural mechanisms of reward and motivation. Current opinion in neurobiology, 6(2), 228-236.
Sugiyono, (2014). Metode penelitian kuantitatif kualitatif dan R&D. Cet. Ke-20. Bandung: Alfabeta.
Mangkunegara, AP. 2009. Evaluasi Kinerja SDM. Bandung: PT. Refika Aditama
Suwatno, Yuniarsih, T. 2008. Manajemen sumber daya manusia, teori, aplikasi dan isu penelitian. Bandung: Penerbit Alfabeta.
Supriyanto, Achmad Sani. dan Masyhuri Machfudz. 2010. Metodologi Riset: Manajemen Sumberdaya Manusia. Malang: UIN-Maliki Press.
No comments:
Post a Comment