Leadership and Local Culture Influence on State Civil Apparatus’ (ASN) Job Satisfaction and Performance at Soppeng Regional Organization
Abstract
This study aimed to: (1) test and analyze the influence of leadership on job satisfaction of ASN; (2) to test and analyze the effect of leadership on the performance of ASN; (3) to test and analyze the effect on performance leadership on satisfaction of ASN; (4)to test and analyze the influence of local culture on job satisfaction of ASN; (5) to test and analyze the influence of local culture on the performance of ASN; (6) to test and analyze the effect on the performance of the local culture through ASN job satisfaction; and (7) to test and analyze how was the of influence job satisfaction on the performance of ASN. This type of research was quantitative research with the positivist approach using primary data through a survey with sample 185 people with a total population of 1998 people. The research was conducted at 37 Regional Organization (WTO) in Soppeng held on October 2018 to January 2019. Data analysis technique used was descriptive analysis to describe the research variables and inferential analysis through the Structural Equation Modeling (SEM) to explain the contribution between exogenous variables on endogenous variables through hypothesis testing. The results shown that: (1) Leadership significantly had positive effect on job satisfaction of ASN P = 0.041> 0.05 and the value contribution of 14.4%; (2) Leadership insignificantly had positive effect on the performance of ASN P = 0495> 0.05 and the value contribution of 4.2%; (3) Leadership significant had positive effect on job satisfaction and performance through P = 0.050> 0.05 and the value contribution of 10.9%; (4) The local culture significant had positive effect on job satisfaction and P = 0.000> 0.05 and the value of contributions of 83.4%; (5) The local culture significant had positive effect on the performance of the P = 0.004> 0.05 and the value of contributions of 45.4%; (6) The local culture had significant positive effect on job satisfaction and performance through P = 0.007> 0.05 and the value of contributions of 84.1%; and (7) Job satisfaction had positive significant with P = 0.005> 0.05 and the value of contributions reached to 46.5%.
References
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5. Azizi, H. (2016). Influence of Leadership Style on Employee Performance Statistics Agency In West Kalimantan With Work Engagement As Mediation Variables. Journal of Management and Business, 1 (1).http://jurnal.untan.ac.id/index.php/jmdb/article/view/27616
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13. Gu, Z., & Siu Chi Sen, R. (2009). Drivers of job satisfaction as related to work performance in Macao casino hotels: An investigation based on employee surveys. International Journal of Contemporary Hospitality Management, 21 (5), 561-578.https://www.emeraldinsight.com/doi/abs/10.1108/09596110910967809,
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17. Hawkins, P. (2012). Creating a Coaching Culture. New York: Bell and Bain Ltd.
18. Herawan, K. (2015). Influence of Organizational Culture on Employee Satisfaction Study at PT. Bank Rakyat Indonesia (Persero) Branch Office Malang Kawi. Journal of Business Administration, 18 (1).http://administrasibisnis.studentjournal.ub.ac.id/index.php/jab/article/view/743,
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24. Kasmir. (2016). Human Resource Management (Theory and Practice). Jakarta: PT RajaGrafindo Persada.
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26. Khan, AH, Nawaz, MM, Aleem, M., & Hamed, W. (2012). Impact of job satisfaction on employee performance: An empirical study of autonomous Medical Institutions of Pakistan. African Journal of Business Management, 6 (7), 2697-2705.www.academicjournals.org/journal/AJBM/article-abstract/DF6BEC626842,
27. Kim, WG, & Brymer, RA (2011). The effects of ethical leadership on manager job satisfaction, commitment, behavioral outcomes, and firm performance. International Journal of Hospitality Management, 30 (4), 1020-1026.https://www.sciencedirect.com/science/article/pii/S0278431911000417,
28. Koentjaraningrat. (2002). Introduction to Anthropology. Jakarta: PT. Rineka Reserved.
29. Kuswadi. (2004). How to Measure Employee Satisfaction. Jakarta: Gramedia.
30. LAN. (2003). Administration System of the Republic of Indonesia. Jakarta: Center for the Study of Institutional Performance LAN.
31. Liliweri, Alo. (2002). Meaning of Culture in Intercultural Communication. Yogjakarta. PT. LKIS Rainbow Literacy.
32. Martoyo, Susilo. (1994). Human Resource Management. Yogyakarta: BPFE.
33. Mariam, R. (2009). Effect of Leadership Style and Organizational Culture on Employee Performance Through Employee Satisfaction As an intervening variable Study at Head Office PT. Asuransi Jasa Indonesia (Persero) (Doctoral dissertation, Diponegoro University Graduate program).http://eprints.undip.ac.id/18830/,
34. Mathis, Robert. L & Jackson John. H, (2001). Human Resource Management, Volume 2. Four Salemba, Jakarta.
35. Mattulada, (1995). Latoa The Analytical Painting Against Political Anthropology Bugis. Ujung Pandang: LEPHAS.
36. Miller, LE (1991). Agr. Edu 885 Research Methods. Ohio State University.
37. Munandar, Soelaeman. (2005). Basic social knowledge. Bandung: PT Refika Aditama.
38. Nelson, DL & Quick JC, (2006), Foundations of Behavior Organizatonal Realities and Challenges, Thompson South Western, United States of America.
39. Ombusman RI (2016). Compliance with Standards Assessment Services and Operator Services Competence According to Law No. 25 of 2009 on Public Service.
40. Osabiya, Babatunde, & Emem, I. (2015). The impact of leadership style on employee's performance in an organization. Public Policy and Administration Research 5 (1), 15-26.
41. Panjaitan, M. (2017). Influence of Leadership Style and Communication to Employee Performance in PT. Medan Indah Megah Asri daughter. Methonomi Scientific Journal, 3 (1). 30-42.www.methonomi.net/index.php/jimetho/article/view/12,
42. Perera, GD, Khatibi, A., Navaratna, N., & Chinna, K. (2014). Job satisfaction and job performance among factory employees in the apparel sector. Asian journal of management sciences and education, 3 (4), 96-104.
43. Politis, JD (2006). Self-leadership-focused behavioral strategies and team performance: The mediating influence of job satisfaction. Leadership & Organization Development Journal, 27 (3), 203-216.https://www.emeraldinsight.com/doi/abs/10.1108/01437730610657721,
44. Pushpakumari, MD (2008). The Impact of Job Satisfaction on Performance; The Case of Private Sector in Sri Lanka. Meijo Asian Research, Department of Business Adminitration, Faculty of Management Studies and Commerce, University of Sri Jayawardenepura, Sri Lanka. 89-105.
45. Qazi, S., & Kaur, T. (2017). Impact of Organizational Culture on Job Satisfaction among the University Faculty Members-An Empirical Study. International Journal of Business and Social Science, 8 (3).www.iijbssnet.com/journals/Vol_8_No_3_March_2017/17.pdf,
46. Rahim, A. Rahman, 1985, Core Values Culture Bugis. Ujung Pandang: LEPHAS.
47. Rahman, Ahma. A. et al. (2013). The Influence of Leadership Style on Job Satisfaction among Nurses. Asian Social Science; 9 (9), 172-185.https://www.researchgate.net/publication/272775191_The_Influence_of_Leadership_Style_on_Job_Satisfaction_among_Nurses,
48. Rahim, A. (2013). Effect of Application of Distributive Justice Against Islamic Leadership and Management Revenue and Expenditure Budget (APB) Employee Benefits As well as Islamic Universities in South Sulawesi (Doctoral dissertation, University of Airlangga).
49. Reksohadiprodjo, Sukanto and Handoko, T. Hani. (2003), Company Organization Second Edition, Yogyakarta: BPFE.
50. Rival, Veithzal. (2004). For Human Resource Management. Company. First published in Jakarta, PT. King Grafindo Persada.
51. Rizky Achmad S. (2001). Wage Pengganjian Management and Employees of the Company, First printing. Jakarta: Gramedia Utama.
52. Robbins, Stephen, P. (2003). Organizational behavior. Jakarta: Index.
53. Robbins, Stephen, P. (2006). Organizational behavior. Tenth Edition. Interpretation: Drs. Benjamin Molan. Publisher PT index.
54. Robbins, Stephen, P. (2006). Organizational behavior. Tenth edition. Jakarta: PT Gramedia Group Index.
55. Rodiyah, Isnaini. (2008). Local Culture Influence Togetherness Values, Work Environment, Work and Motivation on Employee Creativity in Personnel Agency Sidoarjo. Journal Kalamsiasi: 1 (1).
56. Ruky, Ahmad S. (2002). Performance Management System. Jakarta: PT Gramedia Pustaka. Main.
57. Saju, M. (2017). A study on the impact of Job Satisfaction on Job Performance of Employees working in Automobile Industry, Punjab, India. Journal of Management Research. 9 (1).
58. Salim Al Zefeiti, MB, & Mohamad, Nurasmi. A. (2017). The Influence of Organizational Commitment on Omani Public Employees' Work Performance. International Review of Management and Marketing, 7 (2), 151-160.http://dergipark.gov.tr/irmm/issue/32104/355806,
59. Samiaji. (2012). Management Performance Measurement and Evaluation of civil servants, (Case Study in Bali Province). LAN: Local Autonomy Research Center.
60. Sharma, P. (2017). Organizational culture as a predictor of job satisfaction: The role of age and gender. Management: Journal of contemporary management issues, 22 (1), 35-48.https://doi.org/10.30924/mjcmi/2017.22.1.35,
61. Shore, LM, & Martin, HJ (1989). Job satisfaction and organizational commitment in relation to work performance and turnover intentions. Human Relations, 42 (7), 625-638.https://journals.sagepub.com/doi/abs/10.1177/001872678904200705,
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[1]
“Leadership and Local Culture Influence on State Civil Apparatus’ (ASN) Job Satisfaction and Performance at Soppeng Regional Organization”, Soc. sci. humanities j., vol. 3, no. 06, pp. 1326–1345, Jun. 2019, Accessed: Nov. 23, 2024. [Online]. Available: https://sshjournal.com/index.php/sshj/article/view/406
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