Saleh 2017
Saleh 2017
Saleh 2017
Fatmawati Saleh
[email protected],
Indonesian Muslim University;
Abstract
The purpose of this study was to analyze the influence of transactional leadership,
organizational culture, commitment and compensation to job satisfaction, to
analyze the impact of transactional leadership, organizational culture,
commitment and compensation to employee performance, to analyze the effects of
job satisfaction on employee performance, as well as to analyze the influence
transactional leadership, organizational culture, commitment and compensation
through job satisfaction on employee performance. The experiment was
conducted at the Institute for Agriculture Quarantine South Sulawesi region with a
population of 193 people and a full set of samples sampling 193 respondents. Data
from the questionnaires were analyzed using Structural Equation Model using
AMOS assistance 18. The study found that organizational culture is directly a
significant negative effect on job satisfaction of employees. The reason is because
the negative influence organizational culture indicators of organizational culture
has not fully actualize employees well in providing reinforcement on the
application of organizational culture to perform their duties and functions, but the
implementation of this organizational culture significantly influence employee
satisfaction. Organizational culture directly and no significant negative effect on
employee performance. The reason organizational culture negative and not
significant due to the indicators of organizational culture has not been entirely
good employees can actualize the implementation of the organization's culture, so
the application of organizational culture is not significant effect on performance.
Organizational culture indirectly through job satisfaction and no significant
negative influence on employee performance. The reason organizational culture
negative and not significant due to the indicators of organizational culture that are
applied through job satisfaction has not actualized properly, so that the application
of the culture of this organization and no significant negative effect on employee
performance.
I. Introduction
The vision and mission is in line with the implementation of basic tasks and
functions of employees of South Sulawesi Regional Agricultural Quarantine
Regulation of the Minister of Agriculture No. 22 / Permentan / OT.1140 / 4/2008
Article 2 establishes the basic tasks "Implementing operational activities of animal
and plant quarantine and supervision of biosafety animal and vegetable ", with the
following functions: a) planning, evaluation and reporting; b) the implementation
of the examination, isolation, observation, treatment, detention, denial,
extermination, and the liberation of the carrier HPHK and quarantine pest; c) the
implementation of regional monitoring and quarantine pest spread HPHK; d)
manufacturing operation HPHK collection and quarantine pest; e) monitoring the
implementation of biosafety animal and vegetable; f) the implementation of
operational service delivery animal and plant quarantine; g) the implementation of
operational service delivery oversight biosafety and animal; h) management of
information systems, documentation, facilities engineering, animal and plant
quarantine; i) the implementation of surveillance and repression of violations of
legislation in the field of animal quarantine, plant quarantine and biosecurity of
animal and vegetable; and j) the implementation of administrative affairs and
households.
To realize the vision, mission, duties and functions as well as the values of
South Sulawesi Regional Agricultural Quarantine is not easy, because it must be
performed by employees who have performed. The fact is seen as a factual
phenomenon shows that the achievement of the performance of employees within
the last five years has not been realized in accordance with expectations.
According to Stuggard (2011: 122) increase of performance affects the realization
of achieving the targets according to the vision, mission and goals of the
organization.
The fact that became a phenomenon that in the last five years according to a
report of information part of human resource development indicates that
employees of Agricultural Quarantine Territory of South Sulawesi as the
Administrative Civil State (ASN) the realization of the achievement of
performance based on the assessment of quantity, quality, time efficiency and
effectiveness of the use of the budget for all activities policies, program and
activities implemented during this implementation did not correspond with the
target, there is even a trend in these five years has decreased the percentage. More
details are shown in Table 1 below:
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Performance Year
Standards
2011 2012 2013 2014 2015
ASN
Quantity 86.52 86.39 84.41 83.29 81.48
Quality 85.74 84.21 83.39 81.52 78.75
Time 77.14 78.18 80.85 78.67 75.85
Cost 75.53 75.85 74.68 75.82 73.29
Source: Regional Agricultural Quarantine South Sulawesi, 2016
The table above shows the percentage of performance that does not achieve
the target performance realization by ASN in five years (2011 - 2015), in which
the realization of the expected target of 90% - 100% as a result of the perfect.
Seen the performance seen from the quantity within a period of five years has
decreased from 86.52% in 2011 to 81.48% in 2015, which means the number of
work programs are held is reduced. Performance is based on quality in 2011
reached 85.74% decline until 2015 to 78.75%, which indicates that the quality of
the work produced is still low. Aspects of the use of working time of employees in
2011 was 77.14%, and continued to decline until it reaches 75.85% in 2015 is
inefficient in the administration duties. And the performance is based on the
utilization of cost-effectiveness in 2011 reached 75.53% also decreased to 73.29%
in 2015 in the allocation of budget programs and activities.
Based on the above data, it indicates the fact that the realization of the
achievement of the targets adopted by employees of the Agriculture Quarantine
South Sulawesi region does not meet the expectations of the target of achieving
the desired performance. According to Lie (2013:15) achievement of performance
that does not reach the expected target is usually influenced by the low level of
employee satisfaction. The cause of satisfaction and low employee performance
cannot be separated from the influence of weak leadership styles, organizational
culture is not actualized and work commitments inconsistent in its application.
The fact that seen today shows that the performance of employees
agriculture quarantine Territory of South Sulawesi did not reach the expected
target, because among employees of many who complained about the level of job
satisfaction low perceived, where employees voted apparatus of civil states often
complain and show a sense of disappointment in carrying out daily activities , It is
also affected by the problems in the supervisor's leadership style that does not
correspond to the desire of subordinates, implementing an organizational culture
that is executed at this time is not institutionalized well and amongst employees
are still many who do not have a firm commitment to work in the face of the
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According Wiwiek (2013) that one of the causes of job satisfaction and
performance is decreased due to the problem of transactional leadership are not
actualized properly within an organization. In which the organization's leaders
were unable to show transactional leadership that led to his subordinates receive
transactional leadership that well, so it's easy to be directed subordinates, driven
and influenced together in realizing the objectives of the organization.
organization well in accordance with the value of the philosophy of the founders
of the organization before. Consequently among employees there who ignore the
culture of the organization to not apply well as the integrity of employees are low
in work, does not indicate the identity of pride as employees are expected to
promote the organization, the level of responsibility of low employment, lack of
discipline in the work and do not have a results orientation in the work , As a
result of organizational culture is not institutionalized well within every employee
causes employees to work often show dissatisfaction and not able to demonstrate
achievement of improved performance. That is the culture that applied during
these secret societies still low which lead to job satisfaction and employee
performance decreases.
Wei Zheng (2010) states that a weak organizational culture affects the level
of satisfaction and achievement of the performance of employees decreased. It
proved that the organizational culture is not institutionalized make dishonest
employee working, no identity, less responsible, undisciplined and unable to
achieve the maximum work. Due to weak organizational culture lead to job
satisfaction and employee performance decreases. Addressing the importance of
organizational culture to be addressed and corrected institutionalized is the
management philosophy should apply the theory of the value of Pormant (2013:
96) states that there are five values organizational philosophy that is advanced and
modern, namely integrity, identity, responsibility, discipline and results
orientation. Fifth this philosophy when executed properly to give effect to the
increased job satisfaction and performance achievement.
Including lower job commitment that lead to job satisfaction and employee
performance decreases. This phenomenon can be seen that as a result of the
commitment as a pledge or a pledge of allegiance that is often uttered by an
employee, was not in accordance with the actions or deeds even sometimes
among employees there is a violation and neglect of work commitments that have
been understood, that due to work commitments low owned employee causes job
satisfaction and employee performance decreases. Work commitment that is often
ignored is the low employee affective commitment to promote the organization,
normative commitment to adhere to the rules of the organization, the continuous
commitment of paying less attention to organizational objectives and
prospectively are not able to maintain the achievement of the organization. As a
result of this low job commitment, affect employee satisfaction in the work that
led to decreased employee performance.
Linkages with previous studies that the research of Andrew and Geoffrey
(2010) as well as Charles and Katherine (2007) were equally examine
transactional leadership to satisfaction and performance found that the application
of transactional leadership determines satisfaction and performance. Application
of transactional leadership provides a significant negative influence either directly
or indirectly to the satisfaction and performance.
Linkages with previous studies are research Wei Zheng (2010) and Erick et
al (2010) who studied the work culture and work to satisfaction. Wiwiek’s
research shows a negative and significant organizational culture on job
satisfaction and performance. While the study looked Wei Zheng organizational
culture and not significant positive effect on job satisfaction and performance.
While research Erick and Alison (2010) organizational culture and not significant
positive effect on job satisfaction and performance.
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A linkage with previous studies are research Eric and Alison (2010), Aries
Susanti et al (2013) and Baharom (2012), which examines the satisfaction of the
performance. Erick research and Alison (2010) showed a negative and significant
job satisfaction to the intensity of the work / performance. Research Aries Susanti
et al showed job satisfaction positive and significant effect on performance. And
research job satisfaction Baharom also looks positive and significant effect on
performance.
III. METHODOLOGY
This study was designed to address problems that have been formulated
and the goals to be achieved and to test the hypothesis. This research is
exploratory in that they seek to find relationships that are relatively new and
explanatory research that is done by way of explaining the symptoms caused by
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an object of research. Review of aspects of the data is the research ex post facto,
which means that after the incident research that is systematic empirical finding,
which researchers cannot control the independent variables because events have
occurred or nature cannot be manipulated. Judging from the goal is causal studies
that attempt to explain the causal relationship influence the effect of transactional
leadership, organizational culture, commitment and compensation to employee
satisfaction and performance of South Sulawesi Regional Agricultural Quarantine.
The type of data in this study consisted of primary and secondary data.
Primary data is data obtained from the results of observations, questionnaires and
interviews. Secondary data is data obtained in South Sulawesi Regional
Agricultural Quarantine.
Sources of data obtained from the parties associated with this research.
Parties referred to is the leadership of the Agricultural Quarantine Territory of
South Sulawesi in obtaining a variety of information that support the
completeness of the data. Data collection techniques (instruments) are
observation, questionnaires, interviews and documentation.
Based on the method of determining the value in the model, the first
model testing variables are grouped into exogenous variables and endogenous
variables. Exogenous variables are a variable whose value is determined outside
the model. While endogenous variable is a variable whose value is determined by
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From the evaluation of the eight criteria model shows a goodness of fit
indices seen the value of chi-square still great and seemingly some criteria do not
match the value of the cut-off is determined, so that a modification of the model
by performing the correlation between error indicator according to the instructions
of the modification indices. The results of the analysis after the final models
obtained are as follows:
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The results of the test model is presented in Figure 2 above were evaluated
based on the goodness of fit indices in Table 2 following the criteria presented
models as well as critical values that have compatibility data.
The evaluation results indicate the model for the early stages of 8th criteria
of goodness of fit indices are only two that meet the criteria of the cut off value is
CMIN / DF and RMSEA, so still need to be modified in accordance with the
instructions of the model modification indices, as previously described. After the
modification of the model, then the final stage shows there are seven criteria for
goodness of fit indices have met the criteria or according to criteria of the cut-off
value , so that the model can be said to have been in accordance with the criteria
of goodness of fit indices for in the analysis.
Overall based empirical model are shown in the following table regarding
the direct effect and the indirect effect of the variables studied. The test results are
presented in the following table:
standardize
Independent Intervening Dependent
HIP Direct indirect total P- Information
variables variable variables
Effect Effect Effect Value
Transactional Job Positive
1 leadership - satisfaction 0559 - 0559 0003 and
(X1) (Y) Significant
Organizational Job Negative
- -
2 culture - satisfaction - 0008 and
0520 0520
(X2) (Y) Significant
Work Job Positive
3 commitment - satisfaction 0270 - 0270 0006 and
(X3) (Y) Significant
Job Positive
Compensation
4 - satisfaction 0182 - 0182 0042 and
(X4)
(Y) Significant
Transactional Positive
performance
5 leadership - 0205 - 0205 0035 and
(Z)
(X1) Significant
Organizational Negative
performance - -
6 culture - - 0720 and Not
(Z) 0068 0068
(X2) Significant
Work Positive
performance
7 commitment - 0204 - 0204 0027 and
(Z)
(X3) Significant
Positive
Compensation performance
8 - 0198 - 0198 0032 and
(X4) (Z)
Significant
Job Positive
performance
9 satisfaction - 0371 - 0371 0000 and
(Z)
(Y) Significant
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From the whole of the model there are seven lines provide a direct positive
influence and significant, two-lane direct influence negative and significant.
Furthermore, the indirect effect is there are two pathways that are positive and
significant, while the two other lines of negative and significant. The
interpretation of Table 2 for the direct effects and the indirect effect can be
explained as follows: a) transactional leadership directly affect significant positive
at 0.559 and 0.003 on employee satisfaction; b) organizational culture is directly
influenced negatively by significant -0520 and 0008 on employee satisfaction; c)
a commitment directly affect significant positive at 0.270 and 0.006 on employee
satisfaction; d) compensation directly positive effect for 0182 and 0042
significantly to employee satisfaction; e) The transactional leadership directly
affect significant positive at 0.205 and 0.035 on employee performance; f)
organizational culture is directly positive effect for 0268 and 0020 significantly on
employee performance; g) commitment direct positive effect and significant 0.204
0.027 on employee performance; h) compensation directly affected negatively by
significant -0260 and 0022 on employee performance; i) job satisfaction directly
affect significant positive at 0.371 and 0.000 on employee performance; j)
transactional leadership indirect positive effect for 0208 and 0035 significant to
the performance through employee satisfaction; k) organizational culture indirect
negative effect of a significant -0193 and 0020 on the performance through
employee satisfaction; l) the commitment indirect positive effect for 0100 and
0027 significant to the performance through employee satisfaction; m)
compensation indirect negative effect of a significant -0167 and 0022 on the
performance through employee satisfaction.
V. CONCLUSIONS
has been applied properly by the leadership that directs subordinates to increase
work satisfaction; 2) Organizational culture a significant negative effect directly
on job satisfaction of employees. Organizational culture has not been actualized
well, but the existence of organizational culture plays an important role in
increasing employee satisfaction; 3) direct the organization's commitment and
significant positive effect on job satisfaction of employees. Every employee has
been committed in accordance with the level of work satisfaction in performing
duties; 4) direct compensation positive and significant impact on job satisfaction
of employees. The compensation is feasible perceived by employees as
remuneration and employees feel satisfied with the compensation received; 5)
direct transactional leadership and significant positive effect on employee
performance. Application of transactional leadership has been actualized by either
directing every employee to improve their performance; 6) directly to
organizational culture and no significant negative effect on employee
performance. An organizational culture that has not actualized properly which
causes decreased employee performance; 7) direct the organization's commitment
and significant positive effect on employee performance. Organizational
commitment has been actualized well by employees in an effort to improve
performance; 8) are directly compensated positive and significant influence on
employee performance. Compensation is given significant importance for
employees to improve their performance; 9) directly to job satisfaction and
significant positive effect on employee performance. Job satisfaction felt by
employees are in accordance with the achievement of the performance; 10)
indirectly transactional leadership through job satisfaction and significant positive
effect on employee performance. Application of transactional leadership through
job satisfaction has been actualized shared between leaders and subordinates in
carrying out the duties to increase employee performance; 11) indirectly through
job satisfaction organizational culture and no significant negative influence on
employee performance. Cultural organization through job satisfaction has not
been actualized run well, so the performance of employees has decreased; 12)
indirectly through job satisfaction organizational commitment and significant
positive effect on employee performance. Commitment through job satisfaction
has been actualized with good cause increased employee performance; and 13) are
not directly compensated through job satisfaction and significant positive effect
on employee performance. Compensation through job satisfaction has been
applied in accordance with the provision of remuneration to improve employee
performance.
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