international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 4 (2), december 2020 42 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 4, no. 2, december 2020, p 42-48 student’s motivation of counseling in entrepreneurs yulianto stkip muhammadiyah pringsewu email: yulianto@stkipmpringsewu-lpg.ac.id abstract the aim of the study was explored student’s motivation for guidance and counseling major at stkip muhammadiayah pringsewu in entrepreneurship. the results of research can be concluded that the study involved three subjects, namely stkip muhammadiyah pringsewu students who were entrepreneurs. the three subjects came from the department of counseling guidance. the three subjects are from different semesters. the first subject was entrepreneurship in selling muslim clothing and equipment, the second subject was entrepreneurship in the field of selling food and beverages, and the third subject was entrepreneurship in the field of typing services. the three subjects in this study had different entrepreneurial motivations, dms had a motive for selfdevelopment, asp had an independence motive, and the al had income motives. students who are entrepreneurs is not only because of their income, but the subject prioritizes the interests of their studies compared to entrepreneurs, this is because the subject does not pursue the income target of the entrepreneur, while the subject makes the entrepreneur as source of income that meets the economic needs of his life, when there are things that must be solved simultaneously between study and entrepreneurship, subjects tend to choose entrepreneurship, because entrepreneurship can provide income that can meet their daily needs and meet their security needs. keywords: entrepreneurship, motivation, students’ motivation received: 31 march 2020 ; accepted: 22 june 2020 ; publish; december 2020. how to cite: yulianto. (2020). student’s motivation of counseling in entrepreneurs. international journal of human capital management, 4 (2), 42-48 https://doi.org/10.21009/ijhcm.04.02.05 http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 4 (2), december 2020 43 | p a g e introduction the unemployment and poverty rates in indonesia are still too high. it is because of the absence of adequate employment and proportional number of graduates and also the new labor offers (saiman, 2009). based on the data from central statistics agency (bps), the unemployment rate in indonesia in november 2019 reached 5,29%. (bps,2019). based on this percentage, the number of unemployed people in indonesia currently reaches 6.87 million. when the world looks indonesia as one of the maps of the world economy in the world economic forum meeting on east asia, it should be an opportunity for the government to bear as many entrepreneurs as possible. but in reality, the number of entrepreneurs in indonesia is still minimal if we compared to our neighbor countries. the lack of an entrepreneurial spirit that has been cultivated by most parents from an early age has resulted in the small number of indonesians becoming young entrepreneurs in their own country. most parents always instill and prepare their children to become workers rather than becoming entrepreneurs. (witjaksono, 2014) the minister of cooperatives and ukm, teten masduki, targets the ratio of national entrepreneurs which currently only 3.47% could be 3.64% by 2021. the total population of entrepreneurial groups in indonesia is still considered very small if it is compared to the number of entrepreneurs who are in developed countries, by an average of 14%. (teten, 2020). if all parties want the prosperity, reduce the poverty, the most appropriate strategy is through the entrepreneurship. there are four government policy programs in alleviating poverty, namely direct assistance, the national community empowerment program (pnpm), people's business credit (kur) and the empowerment of coastal communities. the four programs will be implemented in synergy through the entrepreneurship. the youth needs to be encouraged to become entrepreneurs. (syarifueddin, 2011) the influence of entrepreneurship education has been considered as one of the important factors to foster and develop desires, souls and entrepreneurial behavior among the youth (suryana yuyus, 2013). regarding the influence of entrepreneurship education, it is necessary to have an understanding of how to develop and encourage the birth of broad-minded for young entrepreneurs. someone who has the courage to do entrepreneurship can often be encouraged by lecturers who provide material on entrepreneurship in a practical and interesting way. motivation to become an entrepreneur usually appears by themselves, after having enough stock to manage it and be ready mentally. their attitude, behavior, and knowledge about entrepreneurship are likely to open new businesses in the future. as explained by aidha (2016) in his article, the role of motivation in entrepreneurship can be analogous to fueling the engine. adequate motivation for entrepreneurship will encourage the active behavior, but too strong motivation can give the negative affect for the effectiveness of the business. much research has been done in connection with entrepreneurship motivation in students, such as that done by ud sukmana (2008) with the title role of entrepreneurship education in growing entrepreneurial motivation. the problem raised in this study is how to grow entrepreneurial motivation through entrepreneurship education. the results showed that there was a significant influence on entrepreneurship education on entrepreneurial motivation (without distinguishing between parents' occupations). furthermore, if the types of parents' work are distinguished, there is an influence of understanding of the world of work, practical life abilities, and social abilities on students who have entrepreneurial parents but do not have a positive effect on students who have parents rather than entrepreneurs. as for managerial skills, it does not affect the motivation of entrepreneurial students, both parents of entrepreneurs and non-entrepreneurs. finally, research shows there are differences in student entrepreneurial motivation that has parents of entrepreneurs compared to non-entrepreneurs. at present, there are many students who start trying to become entrepreneurs. entrepreneurial students are required to make careful planning in advance to assess the truth of their income. based on pre-research conducted by researchers at stkip muhammadiyah international journal of human capital management, vol. 4 (2), december 2020 44 | p a g e pringsewu, there are many counseling guidance students who have started entrepreneurship. even some of those who are self-employed have benefited more than enough. so that, they are able to maintain their business. entrepreneurship provides a change of mindset in exploring the potential. at least, the students understand the general concept. so that, decision making will be more targeted and the resulting output will be a survival strategy. stkip muhammadiyah pringsewu has given full supporting, such as the holding of the entrepreneurship exhibition program specifically for counseling guidance students in every activity held in the campus since 2015. students who already have a business or are still trying to open a business on campus grounds are aimed to grow and motivate entrepreneurship in the academics. entrepreneurial activities that have been carried out by students in this study are opening in selling muslim clothing, selling food and beverages, typing services, photographer services, and makeup services. a production business is followed by an effort to market the product. the offering of these products and services is carried out by students through efforts to market their merchandise to consumers through social media and direct selling. at stkip muhammadiyah pringsewu has been carried out the entrepreneurship program by students. initially, it is choosing an online entrepreneurial system, but now it refers to become real and settled entrepreneurs with their willingness to take risks. research method the method in this study is qualitative. according to moloeng (2008: 196), the purpose of qualitative research is to explain events as they are. this research will be conducted at stkip muhammadiyah pringsewu. because it is a place of social activity that allows students to become entrepreneurs. the research focus will avoid random data collection. informants in this study were selected using purposive, namely the technique of determining informants with certain considerations (sugiyono, 2013). it referred to take people who have been known their knowledge, experience, and entrepreneurial activities. the criteria of the informants appointed in this study are; 1. counselling guidance students who have taken entrepreneurship courses and applied theories in real entrepreneurship. 2. counselling guidance students who have rationality in entrepreneurship and take advantage of its benefits as a survival strategy. collecting data and information process used several ways, namely; 1. in-depth interview interview techniques can be seen as a method of collecting data by asking questions and being done systemically and based on research objectives. in general, two people or more physically present in the question and answer process, and each party can use the channels of the question and answer process, and each party can use communication channels fairly and smoothly. (hadi, 1980) in this study used open and focused interviews, it means, interviews conducted with informants using interview guidelines, namely making notes about the main points of the questions to be asked in accordance with the research objectives regarding the rationality of the younger generation in entrepreneurship. 2. observation observation is the direct observation of space (place), actors, activities, objects, actions, events, time, and feelings. the goal is to present a real picture of behaviour or events, to answer questions, to help understand human behaviour, and to evaluate of measuring certain aspects of feedback on these measurements, and make systematic observations and records of the symptoms that appear on the object of research ( margono, 1996). 3. library studies international journal of human capital management, vol. 4 (2), december 2020 45 | p a g e this technique is done by looking for references or reading books that contain theories, information or reports related to this research. result and discussion the process of this research involved three subjects, namely stkip muhammadiyah pringsewu students who were entrepreneurs. the subjects came from the department of counseling guidance. the three subjects are from different semesters. each student comes from semester 4, 6, and 8. all subjects have different entrepreneurial characteristics. the first subject was entrepreneurship in selling muslim clothing and equipment, the second subject was entrepreneurship in the field of selling food and beverages, and the third subject was entrepreneurship in the field of typing services. the reason researchers chose these three subjects was that subjects had different characters in terms of study and entrepreneurship. 1. results the results of interviews with the three subjects regarding the motivation of students who are self-employed show: the motivation of the three subjects varied. it can be seen from the management time made by the subject and its realization. besides that, motivation can be seen from how the subject makes a plan and determines the objectives of his activities. the following is a discussion of the description of students who are self-employed. a. first subject: diajeng mita saputri (initials dms) 1) based on the results of observations and interviews, dms has started entrepreneurship by selling muslim women's clothes and equipment. she started a business since the first semester. dms’s motivation is entrepreneurial because she likes entrepreneurship. she feels that there is a certain satisfaction when they sell all items as well. she describes another motivation for entrepreneurship is to seek experience. she wants to try out how it feels to be entrepreneurial. she wants to get management knowledge, like as managing financial circulation, administration in trading, and how to market a product, such as the dms said in the interview process: "i want to find entrepreneurship experience, what is entrepreneurship, how do i hold my business money, the way of financial, it is the same as how i sell it. the problem is my dream later after graduating from this college, besides having the dream of becoming a teacher, i also have aspirations to become an entrepreneur, ”(interview with dms, march 14, 2018) motivation to look for entrepreneurial experiences is driven by the desire of imdm who aspires to have a side as an entrepreneur. his love for entrepreneurship, and motivation to become an entrepreneur are highly supported by her mother. she does not have a settled place to sell their wares, she only markets its merchandise by visiting friends from one campus and their neighbours. in addition, she also organizes its merchandise by utilizing social media in the form of facebook and whatsapp (wa) applications. from she starts to business every month, she gets a varied profit and loss profit. but she gets benefited more from the loss. so that, she is able to maintain its business without having to give up for fear of losing business. b. second subject: ahmad sunu prabowo (initials asp) 1) asp motivation based on the results of interviews and observations, asp started his entrepreneurship since elementary school. while in grade 5 elementary school, he sells balloon ice. balloon ice is ice with various flavours and colours that are inserted into the plastic ice. ice balloon, which he sells is ice made by his mother. ice sold in its class. he said that : international journal of human capital management, vol. 4 (2), december 2020 46 | p a g e "i sell ice balloons when i was an elementary school. the ice balloon makes it from sweeteners and colouring. my mother made it in the afternoon. the next morning, i brought the ice balloon to school, i sold it”(interview with asp, march 14, 2018). currently, he is undergoing entrepreneurship. he sells food and beverages. food and beverages that are selling are foods produced by their neighbours. asp sells spicy morning, lanting, banana chips, soy milk, and others. he markets its business in a campus. his reason does entrepreneurship is its pleasure in buying and selling activities. in addition, economic needs are one of the strong motivations. he felt that the monthly remittances from his family were not enough to pay for his basic needs. as he explained in the interview process: "yes, i'm happy with the trading process. i'm happy to make a transaction. actually, i need it too, sir. i need extra cost for my monthly. i paid boarding and college using my own money, sir.”(interview with asp, march 14, 2018). the budget that has received from his family is only enough for a meal in a month. whereas he needs to pay for boarding, tuition fee and other needs. so, he must work to get additional cost. c. third subject: aulidina lathifa (al initials) 1) al motivation based on the results of interviews conducted with al, researchers get information that he has advantages in applying computers. he makes typing services a business that has been doing since 2016. he knows that its work is currently needed by almost all students. the typing speed is controlled by him. before he entered the college at stkip muhammadiyah pringsewu, the first time, he entered computer training at one of the training institutions in the pringsewu. as he stated in the interview process: "before i entered this campus, i participated in computer training for one year, sir. i learned about computer applications. i was able to type quickly. then i made a business. ”(interview with al, march 16, 2018) his motivation started from his strong desire to prove to his parents that success is not only achieved from the formal pathway, but there are also many other ways, one of which is entrepreneurship, as he said in the interview process: "i want to prove to my parents if the success does not have to be just a government employee, there is something else that is business, sir" (interview with al, march 16, 2018). he wants to provide alternative ways to their parents who think that being a civil servant is the only way to have a successful life. another his motivation in entrepreneurship is to pay parents’ credit that is 5 million rupiah which he used to pay for the initial registration at stkip muhammadiyah pringsewu. he is entrepreneurial in order to get money, so he can pay parents’ monthly instalments, is around 500 thousand rupiahs, as he said in the interview process: "wow, i slammed my bones for the sake of getting money to pay instalments" (interview with al, march 16, 2018) he also said that the most powerful motivation he started was entrepreneurship because of his need to find money to pay instalments to his parents. 2. discussion international journal of human capital management, vol. 4 (2), december 2020 47 | p a g e in this study, the researchers discussed the description of student motivation in entrepreneurship, the subject has a different motivation. dms is entrepreneurial on the basis of self-development motives, asp is entrepreneurial on the basis of independence motives, and al is entrepreneurial on the basis of income motives. this is in accordance with the theory presented by soelaiman (2008: 13), arguing that there are five factors that motivate individuals to entrepreneurship, namely: a. independence being an independent individual, especially economically, is the hope of every student because it can ease the burden on parents. however, not all students can do that. only a few students are able to be economically independent, one of them is a student who is entrepreneurial. there is no doubt about entrepreneurship as individuals certainly benefit financially. in fact, not only economically independent will be obtained but will be personally independent, like as in taking own decisions, resolve their own problems without having to depend on others. b. self-development there are many new experiences gained by individuals who are entrepreneurial, it makes these individuals more advanced and developing. so that, it can be concluded that self-development in entrepreneurs has better than other professions. c. the right alternative to jobs that are not satisfying. entrepreneurship is one of the jobs that can be done by all students, teachers, lecturers, employees, and others. this is because entrepreneurship does not require experience, unlike other jobs so that it can be used as an alternative job for anyone who has the will. d. income there is no need to doubt that income from entrepreneurship has more lucrative income potential compared to other professions. this is evident because most of the world's rich people are successful entrepreneurs in their fields. e. security most people work to have a fear of being fired by the leader when they make a mistake. it’s different with entrepreneurship, there is no word of dismissal work because the owner of power is himself. you could say entrepreneurship is the safest job because you don't need to worry about such things. the motivation of dms is entrepreneurship because of its pleasure in the world of entrepreneurship, economically dms does not experience shortages. based on this, dms does not depend on entrepreneurs, the product is sold or not, it does not affect for dms survival process. entrepreneurship is only a place for self-development for dms. the optimal fulfilment of the economic needs given impact to her study process as optimally without being interrupted by a lack of primary needs. asp’s motivation is not only for his pleasure in design, but also, he requires additional input for his daily needs. shipments from his family are not enough to meet the daily needs so that he relies on its entrepreneurship as a source of income. asp's motivation is entrepreneurship because of his desire to be independent. entrepreneurship can help his survival life. if the entrepreneur does not work then the continuity and security of his life are disrupted. he cannot fulfil all of its life needs. the impact on his study, he never concentrates to his study. al’s entrepreneurship motivation is to pay his credit to the bank in the amount of 24 million. his motivation is entrepreneurship which is to make entrepreneurs as a source of income. entrepreneurial results are a necessity for him to pay off debts and finance daily life. if his business does not run, this life will be disrupted, which is entangled in debt. international journal of human capital management, vol. 4 (2), december 2020 48 | p a g e based on the results of the study, students who are self-employed are not due to income reasons, so the subject prioritizes the interests of their studies compared to the entrepreneur, this is because the subject does not pursue the income target of the entrepreneur. this makes the subject can undergo both activities together, namely study activities and entrepreneurship. subjects that make entrepreneurs as sources of income that meet economic needs in their lives, then there is something that must be solved simultaneously between study and entrepreneurship, the subject tends to choose entrepreneurship because entrepreneurs can provide income that can meet their daily needs and security needs. this can prevent the commitment of the subject to the study process. entrepreneurship is one of the main sources of income for the subject. if the entrepreneur does not work then the subject's survival will be disrupted. conclusion research subject is three students at stkip muhamadiyah pringsewu who are entrepreneurs. they are in counseling major with different semesters. the first subject was entrepreneurship in selling muslim clothing and equipment, the second subject was entrepreneurship in the field of selling food and beverages, and the third subject was entrepreneurship in the field of typing services. the three subjects in this study had different entrepreneurial motivations, dms had a motive for self-development, asp had an independence motive, and the al had income motives. students who are entrepreneurs not only because of their income, but the subject prioritizes the interests of their studies compared to entrepreneurs, this is because the subject does not pursue the income target of the entrepreneur while the subject makes the entrepreneur a source of income that meets the economic needs of his life, when there are things that must be solved simultaneously between study and entrepreneurship, subjects tend to choose entrepreneurship, because entrepreneurship can provide income that can meet their daily needs and their security needs. reference hadi, sutrisno. 1980. metodologi research. yogyakarta: fakultas psikologi ugm. margono, s. 1996. metodologi penelitian pendidikan.semarang: rinekacipta. moloeng, lexy j.2011. metode penelitian kualitatif. bandung: remajakaosadaraya narwoko,j & suyanto, b. 2010. sosiologi teks pengantar dan terapan. jakarta: kencama saffarudin. (2011). peningkatan jumlah wirausaha muda mahasiswa politeknik negeri medan (polmed) melalui program mahasiswa wirausaha. skripsi. politeknik negeri medan. p.17. saiman, leonardius. 2009. kewirausahaan: teori, praktik, dan kasus-kasus. salemba empat. jakarta. soelaeman, m. 2008. ilmu sosial dasar. bandung: pt refikaaditama sugiyono, 2013. metode penelitian kuantitatif kualitatif dan r&d. bandung: alfabeta suryana. bayu kartib. 2013. kewirausahaan: pendekatan karakteristik wirausahawan sukses. jakarta:kencana international journal of human capital management, vol. 3 (2), december 2019 international journal of human capital management, vol. 3 (2), december 2019 61 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 3, no.2, december 2019, p 61-69 effect of work atmosphere, training, incentives, and motivation on sales productivity in pt. suzuki indonesia sigit setiawan university state of jakarta email: sigitsetiawan_im12s3@mahasiswa.unj.ac.id bedjo sujanto university state of jakarta email: bejosujanto@unj.ac.id dedi purwana university state of jakarta email: dpurwana@unj.ac.id abstract the aims of this study effect of work atmosphere, training, incentives, and motivation on sales force productivity at pt. suzuki indonesia. this study uses correlational studies. the sample from this study was 120 people selling pt. suzuki indonesia personnel in the jabodetabek area. the results of this study indicate that; 1) the work environment has a positive direct effect on the productivity of the sales force of 0.613 with a tcount of 8.43, 2) training has a positive direct effect on sales force productivity of 0.628 with a tcount of 8.77, 3) incentives have a positive direct effect on labor productivity sales of 0.609 with a tcount of 8.34, 4) motivation has a positive direct effect on sales force productivity of 0.635 with a tcount of 8.94, 5) work environment, training, incentives, and motivation together have a positive direct effect on productivity sales force of 0.812 with a tcount of 55.78. thus an increase in sales force productivity can be achieved well if there is a strong influence of the work environment, training, incentives and motivation that are well-developed. keywords: work atmosphere, training, incentives, motivation and sales force productivity received: 21 september 2019 ; accepted: 11 october 2019 ; publish; december 2019. how to cite: setiawan, s., sujanto, b., m.r, & purwana, d. (2019). effect of work atmosphere, training, incentives, and motivation on sales productivity in pt. suzuki indonesia. international journal of human capital management, 3 (2), 61-69. https://doi.org/10.21009/ijhcm.03.02.06 international journal of human capital management, vol. 3 (2), december 2019 62 | p a g e introduction nowadays business competition is so fierce that a profit-oriented company cannot just do business only mediocre, to be able to survive and grow must do extraordinary things that are not done by other companies or at least have to do more than the company competing companies. one important factor that can make a company survive and grow is to improve the quality of its sales force so that it can become a healthy company. pt. suzuki indomobil is one of the top atpm (sole agent brand holders) in our country with products of cars and motorbikes that are very well known in the community such as vitara, carry, ertiga, apv and so on, while the production of the very famous motorcycle satria fu, shogun , thunder and others, with sales of hundreds of thousands for cars. in 2013 pt. suzuki indomobil was able to record 164,004 units of four-wheeled sales and in 2014 there were 154,923 units and in 2015 there were 121,805 units. in 2015, there was a significant decrease of 33,118 units due to declining purchasing power (gaikindo, 2015). according to the chairman of gaikindo sudirman m rusdi nationally during 2015 decreased 13.7 percent compared to before. technically productivity is described as the ratio of output to output. as explained by john w. newstroom (2008: 13-14) who argues that, "productivity is a ratio that compares units of output with units of input, often against a predetermined standard. if more outputs can be produced from the same amount of inputs, productivity is improved". that productivity is basically a ratio between input (input) and output (output). the above confirms that productivity always relies on two main components, namely input (input) and output (output). if both components have proportional quantities, then it can be said to be productive. this opinion explains that in an organization it is always endeavored to suppress inputs and optimize outputs. robbins and judge (2013:28) which states that "an organization is productive if it achieves its goals by transforming inputs into output at the lowest cost. thus productivity requires both effectiveness and efficiency". an organization can be said to be productive if the organization is able to achieve its objectives, changing inputs into outputs at the lowest cost. therefore productivity reflects attention to effectiveness and efficiency. ivancevich and konopaske (2013:36) define productivity is "productivity is defined as output of goods and services per unit of input of resources used in the production process". productivity is defined as the output of goods and services per unit of input of resources used in the production process. a salesperson must have in-depth salesmanship knowledge to be able to successfully close the sale. such as sales interviews, attitude, personality, and good marketing management knowledge. the attitude of courtesy is also very necessary by the sales force, because with a friendly and polite attitude will cause a sense of pleasure and trust of a customer to the sales force. because selling is transferring our beliefs to other people. literature review according to murali chemutur, and thomas m. cagley (2010:271) productivity is “productivity can also be defined and expressed as the amount of output per unit input. the term productivity is normally used in the context of human beings who are performing work”. productivity can also be defined and expressed as the amount of output per unit of input. the term productivity is usually used in the context of people who do work. a person's productivity depends on activities and working conditions. the work atmosphere (work environment) is one of the factors that can increase the productivity of the sales force. because with a comfortable working environment there will be positive energy and enthusiasm from the sales force to work optimally. with the availability of a decent room and comfortable air temperature and good communication facilities and harmonious relations with colleagues and superiors will certainly greatly affect the sales force in making appointments with customers, conducting meetings, also making offers and finally negotiating with customers to get order. according to robbins and timothy (2012:540): an organization‟s environment includes outside institutions or forces that can international journal of human capital management, vol. 3 (2), december 2019 63 | p a g e affect its performance, such as suppliers, customers, competitors, government regulatory agencies and public pressure groups. an organizational environment includes outside institutions or forces that can affect company performance, such as suppliers, customers, competitors, government agencies, regulations and public pressure groups. jennifer m. george and gareth r. jones (2012:546): the organizational environment is the set of forces surrounding an organization that determines its ability to obtain resources. these resources include inputs such as raw materials and skilled employees that an organization needs to produce goods and services. an organizational environment is a set of strengths in an organization that determines the ability to get resources. these resources include inputs such as raw materials and skilled employees, that an organization needs to produce goods and services. the definition implies that the work environment such as an organization has a central role in determining the input to support the expected goals in an organization. training is needed to improve the skills and knowledge of the sales force to be able to attract the sympathy and empathy of the customer towards him. one effort that needs to be done is to organize a leadership, continuous, and planned education and training program (leadership training) so that it is expected to produce leaders who have managerial competence, insight and broad vision and professionals in their fields. delors is quoted in lagat (20017:87) argued that: education has four pillars: learning to know, learning to do, learning to be and learning to live together. learning to be and learning to live are pillars that are more directly related to the psychological development of the child hence more specific skills than general, technical or vocational are needed to prepare adolescents to „learn to be' and to learn to „live together. alwi was quoted in afrizal (2017:62) stated that an education program is said to be successful if students are able to follow education well and can apply new competencies so that there is an increase in performance, both individually and organizationally. furthermore, rue was quoted in afrizal emphasizing the measurement of the results of educational programs on individual practices including their work and assignments. colquitt, lepine and wesson (2013:593) define ”training is a systematic effort by organizations to facilitate the learn of job-related knowledge and behavior”. training is a systematic organizational effort to facilitate learning related to knowledge and behavior. the personality of a seller must be good, by maintaining a neat and clean appearance, starting from a polite haircut, polite clothes, neat and clean, clean shoes, fragrant body odor is a success factor of a seller. a good personality will cause sympathetic feelings and prospective customers arise in him. good marketing management knowledge will also be the key to a salesperson's success. by knowing marketing management a salesperson will be effective and efficient. by understanding the basic marketing management at least the salesperson will not waste much time aiming at the target consumer, what level of financial ability to buy the product. 4p marketing mix (product, price, promotion, placement) + 2p (people, presentation) + service is knowledge that salespeople must-have. by understanding the marketing mix, the salesperson will have a strategy in selling and will provide the best service to customers (kottler, 2012:522). incentives are factors that provide salespeople with enthusiasm and encouragement to work better to achieve the specified targets so that they get more income to help increase production. incentives as a motivational tool that encourages salespeople to work optimally, which is intended as extra income outside the salary or wage that has been set. the provision of incentives is intended to meet the needs of employees and their families. these incentives are generally used to describe wage payment plans that are directly or indirectly related to various employee performance or organizational profitability. incentives can motivate as rewards to accommodate employees whose performance exceeds established standards. incentives are a motivation for employees to work better so that employee performance can improve. motivation is one of the factors that can increase sales force productivity because with high motivation a salesperson will work optimally to achieve sales targets. rue and byars (2010:62), “motivation means getting people to exert a high degree of effort in their job. a international journal of human capital management, vol. 3 (2), december 2019 64 | p a g e motivated employee is an employee who tries hard.” motivation means getting people to put the highest effort into their work. motivated employees are employees who try hard. ivancevich and kanopaske (2012:54) stated, "motivation is the set of attitudes that predisposes a person to act in a specific goal-directed way." motivation is a set of attitudes that predispose a person to act in a way that is directed towards a particular goal. methodology this study uses a quantitative approach with a survey method, namely research aimed at assessing large and small populations by selecting & reviewing selected samples from the population to find the relative incidence, distribution, and interrelation of sociological and psychological variables. in addition, according to chairman, this type of research also aims to find out and find the momentary position variable (status quo variable) based on existing data at the time (status quo data) and the relationship between the variables studied can then be determined and conclusions drawn. this research was conducted in the marketing office of pt. suzuki indomobil sales in the jabodetabek marketing area for 6 months, starting from may 2016 to september 2016. the affordable population in this study is pt. suzuki indonesia's sales force in the greater jakarta area, which the authors will take as many as 172 salespeople. the influence between these variables can be described in the form of a constellation as follows: figure 1 hypothetical research model result and discussion a. data description after going through the data collection process, data analysis is then performed which are discussed in succession in chapter iv, including: (1) data description for each variable; (2) testing the analysis requirements, in the form of a normality test; (3) hypothesis testing the relationship between independent and dependent variables, both individual (simple) relationships, and joint (multiple) relationships. the recapitulation of the results of the descriptive statistical calculations above can be seen in the following table. table 1. summary of descriptive statistics information y x1 x2 x3 x4 mean 124,67 131,72 156,08 124,05 125,46 standard error 0,54 0,56 0,57 0,64 0,53 median 125,0 132,0 156,0 123,0 126,0 modus 122 130 156 127 126 standard deviation 5,93 6,14 6,20 7,06 5,76 variations 35,1989 37,6501 38,4061 49,8798 33,1411 range 28 30 29 28 29 lowest 107 116 139 109 108 the highest 135 146 168 137 137 total score 14960 15806 18729 14886 15055 b. testing requirements analysis (x1) work atmosphere (x2) training (x3) incentive (x4) motivation (y) productivity ρy1 ρy2 ρy3 ρy4 ρy123 international journal of human capital management, vol. 3 (2), december 2019 65 | p a g e there are three conditions that must be met before conducting a regression analysis, both simple regression and multiple regression, namely (1) normality error estimation test; (2) homogeneity variance test, and (3) significance test and regression linearity test. of the three requirements, there is only one requirement that is described in this section, the normality test, while the significance test and linearity regression test are tested in testing the research hypothesis. recapitulation of test results for normality testing of estimated error of regression as shown in the following table. table 2. test results for regression estimation normality regression estimated error n lcount it ltabel information α = 0,05 y x1 120 0,0540 0,081 normal distribution y x2 120 0,0571 0,081 normal distribution y x3 120 0,0339 0,081 normal distribution y x4 120 0,0585 0,081 normal distribution c. research hypothesis testing 1. hypothesis one based on the calculation results obtained by the product-moment correlation coefficient between the work environment on productivity r1y of 0.613. the test results obtained tcount (8.43) is greater than t table (1.98) at α = 0.05. the results of the coefficient significance test are in the hypothesis testing appendix. table 3. significant test results of simple correlation coefficient between x1 and y dk simple correlation coefficient tcount ttabel α = 0,05 118 r1y = 0,613 8,43 ** 1,98 ** sangat signifikan (thitung = 8,43 > ttabel = 1,98) berdasarkan hasil di atas, maka dapat disimpulkan bahwa h0 ditolak dan menerima h1. dengan kata lain terdapat pengaruh positif yang sangat signifikan antara lingkungan kerja terhadap produktivitas. dari koefisien korelasi tersebut dapat dihitung pula koefisien determinasinya (r1y) 2 = (0,613) 2 = 0,3761; yang berarti bahwa 37,61% proporsi varians produktivitas dapat dijelaskan oleh lingkungan kerja. pengaruh antara lingkungan kerja terhadap produktivitas, bila variabel lain dikontrol, dilakukan dengan analisis korelasi parsial. koefisien korelasi parsial yang diperoleh dan hasil pengujiannya disajikan pada tabel berikut. tabel 3. hasil uji signifikan koefisien korelasi parsial antara x1 dengan y dk koefisien korelasi parsial thitung ttable α = 0,05 117 ry1.2 = 0,462 5,64 ** 1,98 117 ry1.3 = 0,498 6,21 ** 1,98 117 ry1.4 = 0,432 5,18 ** 1,98 ** very significant (tcount = 7,25 > ttable = 1,98) regression equation ŷ = 30.79 + 0.60x2, for the significance test obtained fcount 76.96 is greater than ftable (0.05; 1: 118) 3.92 at α = 0.05. because fcount> ftable, the regression equation is stated to be very significant. for the linearity test, the fcount is 1.28 smaller than the ftable (0.05; 25: 93) of 1.62 at α = 0.05. because fcount <ftable, the estimated point distribution forming a linear line is acceptable. 2. second hypothesis based on the calculation results obtained by the product-moment correlation coefficient between training on productivity r2y of 0.628. the test results obtained t count international journal of human capital management, vol. 3 (2), december 2019 66 | p a g e (8.77) are greater than t table (1.98) at α = 0.05. the results of the coefficient significance test are in the hypothesis testing appendix. table 4. significant test results of simple correlation coefficient between x2 and y dk simple correlation coefficient tcount ttable α = 0,05 118 r2y = 0,628 8,77 ** 1,98 ** very significant (tcount = 7.25> ttable = 1.98) based on the above results, it can be concluded that h0 is rejected and accepts h1. in other words, there is a very significant positive effect between training on productivity. from the correlation coefficient can also be calculated the coefficient of determination (r2y) 2 = (0.628) 2 = 0.3948; which means that 39.48% of the proportion of productivity variance can be explained by training. the effect of training on productivity, when other variables are controlled, is done by partial correlation analysis. the partial correlation coefficients obtained and the test results are presented in the following table. table 5. significant test results of partial correlation coefficients between x2 and y dk partial correlation coefficient tcount ttable α = 0,05 117 ry2.1 = 0,487 6,03 ** 1,98 117 ry2.3 = 0,507 6,37 ** 1,98 117 ry2.4 = 0,518 6,55 ** 1,98 ** very significant (tcount = 7,25 > ttable = 1,98) 3. third hypothesis based on the calculation results obtained by the product-moment correlation coefficient between incentives to productivity r3y of 0.609. the test results obtained tcount (8.34) is greater than ttable (1.98) at α = 0.05. the results of the coefficient significance test are in the hypothesis testing appendix. table 6. significant test results of simple correlation coefficient between x3 and y dk simple correlation coefficient tcount ttable α = 0,05 118 r3y = 0,609 8,34 ** 1,98 ** very significant (tcount = 8,34 > ttable = 1,98) based on the above results, it can be concluded that h0 is rejected and accepts h1. in other words, there is a very significant positive effect between incentives on productivity. from the correlation coefficient can also be calculated the coefficient of determination (r3y) 2 = (0.609) 2 = 0.3707; which means that 37.07% of the proportion of productivity variance can be explained by incentives. the effect of incentives on productivity, if other variables are controlled, is done by partial correlation analysis. the partial correlation coefficients obtained and the test results are presented in the following table. table 7. significant test results of partial correlation coefficients between x3 and y dk partial correlation coefficient tcount ttable α = 0,05 117 ry3.1 = 0,492 6,11 ** 1,98 117 ry3.2 = 0,477 5,88 ** 1,98 117 ry3.4 = 0,478 5,89 ** 1,98 ** very significant (tcount = 7,25 > ttable = 1,98) international journal of human capital management, vol. 3 (2), december 2019 67 | p a g e based on the results of the table, it can be concluded that the partial correlation coefficient between incentives to productivity, if the work environment is controlled is very meaningful (very significant), so it can be interpreted that, if the work environment is controlled still, then incentives contribute significantly to productivity. the partial correlation coefficient between incentives to productivity, if the training is controlled is very meaningful (very significant), so it can be interpreted that, if the training is controlled fixed, then the incentives contribute significantly to productivity. the partial correlation coefficient between incentives to productivity, if motivation is controlled is very meaningful (very significant), so it can be interpreted that, if motivation is controlled, then incentives contribute significantly to productivity. 4. fourth hypothesis based on the calculation results obtained by the product-moment correlation coefficient between motivation to productivity r4y of 0.635. the test results obtained tcount (8.94) is greater than ttable (1.98) at α = 0.05. the results of the coefficient significance test are in the hypothesis testing appendix. table 8. significant test results of simple correlation coefficient between x4 and y dk simple correlation coefficient tcount ttable α = 0,05 118 r4y = 0,635 8,94 ** 1,98 ** very significant (tcount = 7,25 > ttable = 1,98) based on the above results, it can be concluded that h0 is rejected and accepts h1. in other words, there is a very significant positive effect between motivation on productivity. from the correlation coefficient can also be calculated the coefficient of determination (r1y) 2 = (0.635) 2 = 0.4037; which means that 40.37% of the proportion of productivity variance can be explained by motivation. the effect of motivation on productivity, when other variables are controlled, is done by partial correlation analysis. the partial correlation coefficients obtained and the test results are presented in the following table. table 4.1 test results significant partial correlation coefficient between x4 and y dk partial correlation coefficient thitung ttabel α = 0,05 117 ry4.1 = 0,472 5,78 ** 1,98 117 ry4.2 = 0,528 6,73 ** 1,98 117 ry4.3 = 0,519 6,56 ** 1,98 ** very significant (tcount = 7,25 > ttable = 1,98) 5. fifth hypothesis the research hypothesis tested was formulated as follows: "there is a positive influence between the work environment, training, incentives, and motivation together on productivity”. table 4.1 anava for the four predictors' multiple regression equations ŷ = -11,18 + 0,21x1 + 0,28x2 + 0,22x3 + 0,30x4 source variance dk number of squares (jk) average number of squares (rjk) fcount ftable α = 0,05 total 4 2764,04 691,01 55,78 ** 2,45 residu 115 1424,63 12,39 ** multiple regression is very significant (fcount > ftable) international journal of human capital management, vol. 3 (2), december 2019 68 | p a g e the multiple correlation coefficient of the four independent variables with productivity (ry.1234) = 0.812. significance test results obtained fcount (55.78)> ftable (2.45) at α = 0.05. based on these results there is a positive influence between the work environment, training, incentives, and motivation together on productivity. the coefficient of determination (ry.1234) 2 of (0.812) 2 = 0.6599 can be interpreted that 65.99% of the proportion of productivity variance can be explained jointly by the work environment, training, incentives, and motivation. based on the results of further calculations it can be seen the contribution (contribution) of the dependent variable over the work environment by 37.61%; training by 39.48%; incentive of 37.07%; and motivation by 40.37%. discussion of research results 1. effect of work environment on productivity the results of testing the first hypothesis can be concluded that there is a positive influence between the work environment on productivity, where the correlation coefficient of 0.613 produces tcount = 8.43 greater than t table = 1.98 at α = 0.05. the conclusion shows that the higher the work environment score, the higher the productivity. this is in accordance with the opinion according sedarmayanti (2011: 175) work environment is the overall tools and materials faced, the surrounding environment in which a person works, and work arrangements both as individuals and as a group. 2. effect of training on productivty the results of the second hypothesis test can be concluded that there is a positive influence between training on productivity, where the correlation coefficient of 0.628 produces tcount = 8.77 greater than t table = 1.98 at α = 0.05. the conclusion shows that the higher the training score, the higher the productivity. this is consistent with the opinion of colquitt, lepine and wesson (2009) explain the effect of learning on performance and commitment. learning has a moderately positive effect on performance, employees, who gains more knowledge and skills tend to have higher levels of task performance and commitment. the effect of learning on performance and commitment. learning has a moderate positive effect on performance, employees, who acquire more knowledge and skills tend to have a higher level of performance and commitment. 3. effect of incentive on productivity the results of testing the third hypothesis can be concluded that there is a positive influence between incentives on productivity, where the correlation coefficient of 0.609 produces tcount = 8.34 greater than t table = 1.98 at α = 0.05. these conclusions indicate that the higher the incentive score, the higher the productivity. from these results, it can also be interpreted that increasing incentive scores will make a meaningful contribution to productivity. incentives are anything that encourages or has a tendency to stimulate activity, incentives are motives and rewards that are formed to improve production. 4. effect of motivation on productivity the fourth hypothesis testing results can be concluded that there is a positive influence between motivation on productivity, where the correlation coefficient of 0.635 produces tcount = 8.94 greater than t table = 1.98 at α = 0.05. the conclusion shows that the higher the motivation score, the higher the productivity. this is in accordance with the opinion according to steven p robin motivation as a process that also determines the intensity, direction, and perseverance of individuals in an effort to achieve goals. 5. effect of work environment, training, incentives, and motivation together on productivity the results of testing the fifth hypothesis can be concluded that the work environment, training, incentives, and motivation together have a positive effect on productivity. the multiple correlation coefficient between the four independent variables to the dependent variable ry.1234 of 0.812 produces fcount = 55.78 greater than ftable = 2.45 at α = 0.05. from the correlation coefficient, the coefficient of determination (ry.1234) 2 can be calculated at 0.6599 meaning that 65.99% of the proportion of productivity variance can be explained jointly by the work environment, training, incentives, and motivation. from the international journal of human capital management, vol. 3 (2), december 2019 69 | p a g e description above both the work atmosphere, training, incentives, and motivation each have a positive effect on productivity, then automatically the working atmosphere, training, incentives, and motivation are thought to have a positive influence jointly on productivity conclusion based on the results of research and discussion as presented in chapter iv, the findings and conclusions of this study are as follows: 1) the work environment has a direct positive effect on the productivity of the sales force. this means that a more conducive work environment in the work environment results in an increase in the productivity of the sales force. 2) training has a direct positive effect on sales force productivity. this means that better training results in an increase in labor productivity. 3) incentives have a direct positive effect on sales force productivity. this means that the higher intensive work environment results in an increase in labor productivity. 4) motivation has a direct positive effect on sales force productivity. this means that higher work motivation leads to an increase in labor productivity. 5) the work environment, training, incentives, and motivation together have a direct positive effect on the productivity of the sales force. this means that a more conducive work environment, good training, good incentives and high motivation lead to increased sales force productivity. references byars lloyd l. dan leslie w. rue, human resource management: present and future seventh edition. the mcgraw-hill companies, 2014. chemuturi, murali dan ‎thomas m. cagley, mastering software project management: best practices, tools and techniques. usa: copyright j. ross publishing, 2010. colquitt, jason a. j. le pine, dan michael j.weson, ”organization behaviour, improving performance and commitment in work place, new york: mc.graw-hill/irwin, 2015. gaikindo 2015 george, jennifer m. and gareth r. jones, organizational behavior” third edition. new jersey: prentice-hall, 2012. ivancevich, john m. dan robert konopaske, human resources management. new york: mcgraw hill, 2013. kottler, phillip and keller, lane, kevin, marketing management, 14ed. upper saddle river, new jersey pearson education, inc, publishing as prentice hall, one lake street), 07458. 2012, lagat, grace. life skills education curriculum implementation: appropriateness of teaching methodologies used by secondary school teachers in uasin gishu county, kenya. international journal of education, learning and development vol.5, no.4, pp.86-95, june 2017. newstrom, john w. organizational: human behavior at wok twelfth edition. new york: mcgraw-hill/irwin, 2008. robbins stephen p. dan timothy a judge, management eleventh edition. new jersey: pearson prentice hall, 2012. robbins stephen p. dan timothy a judge, organizational behavior fiteenth edition. new jersey: pearson education inc. publishing as prentice hall, 2013. y. afrizal, the evaluation of education program implementation on head of the indonesian republic bank unit. international journal of human capital management e-issn 2580-9164 vol. 1, no.2, december 2017, international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 3 (2), december 2019 91 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 3, no. 2, december 2019, p 91-99 education program evaluation of air force unit command school (sekkau) in the development of human resources soleh universitas negeri jakarta email: soleh_im15s3@mahasiswa.unj.ac.id billy tunas universitas negeri jakarta email: billytunas@unj.ac.id yetty supriyati universitas negeri jakarta email: yettysupriyati@unj.ac.id abstract the purpose of this study is to obtain empirical and analytic data on substantive and important issues that affect the implementation of the air force unit command school’s education program. the study was conducted from 1 january 2019 to 30 june 2019 at air force unit command school (sekkau) in jakarta. this study used a qualitative approach with the cipp model to evaluate the results and benefits of implementing education at sekkau. informants in this study were sekkau’s students who were studying at the time of data gathering, former sekkau’s student serving in air force units, as well as instructors and officers who have authority on policies of applied at sekkau. the informants in this study were air force chief of staff (kasau), assistant to chief of air force staff for personnel (aspers kasau), commander of air force education and training command (dankodiklatau), head of air force education service (kadisdikau), sekkau commander, and sekkau alumni batch 104 of the 2017 academic year. the sampling procedure for this population used multi-stage (clustering). the sample selection for the survey was carried out using a purposive sampling method of 15 informants distributed proportionally consisting of kasau, aspers kasau, dankodiklatau, kadisdikau, dansekkau, and sekkau alumni of the batch 104 of the 2017 academic year. the selection of population and respondent samples, especially in modeling, was adjusted to environmental conditions and the number of interviewees to be taken i.e. those who were considered to be able to represent and understand the issues under study. the findings are: (1) the educational program of sekkau is in accordance with the background or context of the program, which is seen based on aspects of needs, aspects of the problem and aspects of objectives, (2) the available support for education program at sekkau in general is in a sufficiently supportive condition for the effectiveness of the education and training program for students which is seen based on aspects of human resources, budget, and the curriculum (3) implementation of educational programs were well done based on aspects of timeliness, application of learning methods, evaluation and monitoring, development of human resources, recruitment of teaching staff and staff and services to students, (4) the achieved results of the educational program at sekkau in general was quite good from the aspect of responsiveness, toughness and vigour. the novelty of this research lies in the evaluation of the sekkau education program obtained through two design models, namely using the david stufflebeam cipp evaluation model and the kirkpatrick four models evaluation model that has never been done before. program evaluation results in this study were also obtained through a match between the idealism of evaluation criteria that were built with real conditions in the field where this had never been done in previous research. this is a novelty resulting from this research. http://journal.unj.ac.id/unj/index.php/ mailto:billytunas@unj.ac.id mailto:yettysupriyati@unj.ac.id international journal of human capital management, vol. 3 (2), december 2019 92 | p a g e keywords: education program evaluation, indonesian air force unit command school received: 30 october 2019 ; accepted: 2 december 2019 ; publish; 4 december 2019. how to cite: soleh., tunas, b., & supriyati, y. (2019). education program evaluation of air force unit command school (sekkau) in the development of human resources. international journal of human capital management, 3 (2), 91-99. https://doi.org/10.21009/ijhcm.03.02.08 introduction the indonesian air force (tni au) is an integral part of the indonesian national defense force (tni) which is under the command of commander of the indonesian national defense force. the air force has the duty: (a) to carry out the duties of the air force in the field of defense; (b) enforce the law and maintain security in the airspace of national jurisdictions in accordance with the provisions of national law and international law which have been ratified; (c) carrying out the duties of the tni in the construction and development of the air force force; and (d) implementing air defense area empowerment. in the context of carrying out these tasks, the air force conducts the functions of the military organization, the organizational development function, and the special organizational function. in the guiding organization function, there is the strength guiding function and the ability coaching function. in the context of carrying out the development of strengths and capacity building as mentioned above, the indonesian air force carries out functions, one of which is the fostering of personnel and manpower functions. in order to implement the personnel and human resources development function, the indonesian air force carries out all forms of business, activities and actions relating to the development of human resources which include qualifications, strengths, and personnel development which includes procurement, education, use, care and separation of personnel. the function of conducting the air force education in this case is carried out by kodiklatau. kodiklatau is the main functional command of the air force in charge of organizing basic military training, nco / officer training, general development training, specialization, transition and other education in order to improve the quality of personnel of the air force and to develop the education system, didactic, educational methodology, and technical / tactical aerospace knowledge and potential development aerospace in kodiklatau and its staff. educational institutions should conduct routine evaluations in every program that they carry out. evaluation will also measure the achievement of each program that has been implemented. evaluation can be applied in the learning process in the classroom, policy evaluation, process evaluation, impact evaluation, or evaluation for development. according to tayibnapis (2008), "evaluation should help the development, implementation, needs of a program, program improvement, accountability, selection, motivation, increase knowledge, and support from those involved (munthe, 2015)”. based on this explanation, it is very important to conduct an evaluation research on the implementation of the sekkau education program. that is, it is necessary to provide input recommendations for further programs (darmayanti & wibowo, 2014). with this research, it is expected to know the achievement of the sekkau education program in order to know the efficiency and effectiveness of the program so that it can be used as a reference in the implementation of sekkau education in the future. in general, the purpose of this study is to obtain empirical and analytic data on substantive and important issues that affect the implementation of the education program. based on the focus and formulation of the problem, this study aims: international journal of human capital management, vol. 3 (2), december 2019 93 | p a g e 1. to analyze how to evaluate sekkau education programs 2. to analyze how the readiness of support for sekkau education 3. to analyze how the sekkau education program is implemented 4. to analyze how the achievement of the results of the sekkau education program in this study the success of sekkau’s education program evaluation was obtained through two design models, namely using the david stufflebeam cipp evaluation model and the kirkpatrick four levels evaluation model that had never been done before. the program evaluation results in this study were also obtained through the match between the idealism of evaluation criteria that were built with real conditions in the field that were different from previous studies. literature review 1. program evaluation in the science of program evaluation, there are many models that can be used to evaluate a program. although different from one another, but the same meaning is to carry out data collection activities or information regarding the object being evaluated, the purpose of which is to provide material for decision makers in determining the follow-up of a program. basically evaluative research is intended to find out the end of the existence of a policy, in order to determine recommendations for past policies, which in the final goal is to determine the next policy. therefore it is very important to find out more about program evaluation. program evaluation is a series of activities carried out deliberately to see the level of success of the program. there are several notions about the program itself. in the dictionary (a) the program is a plan, (b) the program is an activity carried out carefully. conduct program evaluation is an activity that is intended to find out how high the level of success of the planned activity (arikunto et al., 2009). the state administration agency put forward limitations regarding educational evaluation including the process to determine the progress of education compared to the stated goals; and efforts to obtain information in the form of feedback for improving education (sudijono, 2009). meanwhile, arikunto (2013) said, if we limit the understanding of the program as a planned activity, then the program will no longer be called so if the activity has been completed. evaluation of education and training programs is a must for educational institutions, it is because educational institutions have an important role in various social changes in a country. researchers refer to three important notions and need to be emphasized in determining the program, namely (1) the realization or implementation of a policy, (2) occurs in a relatively long time not a single activity but is plural, (3) occurs in organizations involving groups of people. a program is not just a single activity that can be completed in a short time, but it is a continuous activity because it implements a policy. therefore a program can last a long time (arikunto & safrudin, 2014). daniel stufflebeam in evaluation theory, models, and applications states: in general we refer to objects of evaluations as evaluands. when the evaluand is a person, however he follow scrivens recomendations to label the person whose qualifications or performance is being evaluated as the evaluee. objects of evaluations may be programs, project, policies, proposal, products, equipment, service, concepts, and theories, data and others types of information, individuals, or organizations, among others. although the practice of evaluation largely concentrates on program evaluation, one can refer to range of others area of evaluative inquiry such as personel evaluation, product evaluation, portofolio evaluation, performance evaluation, proposal evaluation and policy evaluation (stufflebeam, 2014). hakan karatas hakan and fer sevalb in their study entitled cipp evaluation model scale: development, reliability and validity, to say: stufflebeam’s cipp evaluation model has been implemented. the reason why this model has been preferred is that it is feasible in foreign languages curricula and involves various evaluation types such as context, input, process and product evaluation (hakan, k. & seval, 2011). basically evaluative research is intended to find out the end of the existence of a policy, in order to determine recommendations for past policies, which in the final goal is to international journal of human capital management, vol. 3 (2), december 2019 94 | p a g e determine the next policy. therefore it is very important for us to know more about the program and program evaluation (arikunto & safrudin, 2009). byong-sam did the research with the title factors affecting korea army officers’ achievement in professional development education (byong-sam, 2017). the purpose of this study is to identify people and grade level factors and class level factors that significantly influence student academic achievement in military professional development education. muhammad maqsood khalid in his study entitled exploring the link between kirkpatrick (kp) and context, input, process and product (cipp) training evaluation models, and its effect on training evaluation in public organizations of pakistan mengatakan:“the framework proposes a strategy to ensure training transfer. context is seen as a primary requirement in this framework, to help framing a viable training design aimed at training transfer. it thus, presents useful information for organizations with limited resources, human resource research fellows and research students as well. this paper proposes a new framework of training evaluation based on vision of kirkpatrick and stufflebeam (cipp) models” (k. et al., 2012). tiantong & tong chin conducted the research entitled a multiple intelligences supported web-based collaborative learning model using stufflebeam’s cipp evaluation model (tiantong & tongchin, 2013). the development of web-based collaborative learning is one of the most developed fields of education and training in the era of information and communication technology, because it allows students to have diverse experiences anytime and anywhere, to communicate with each other through e-mail, chat and instant messenger, to improve their knowledge and skills with synchronous and asynchronous tools. deniz eseryel in his research entitled approaches to evaluation of training: theory & practice to say:“there is an on-going debate in the field of evaluation about which approach is best to facilitate the processes involved. this article reviews current approaches to evaluation of training both in theory and in practice. particular attention is paid to the complexities associated with evaluation practice and whether these are addressed in the theory. furthermore, possible means of expediting the performance of evaluations and expanding the range and precision of data collection using automated systems are discussed. recommendations for further research are also discussed (eseryel d., 2002)” allahvirdiyani conducted a study entitled evaluate implemented academic advisor of shahed students in tehran state universities through cipp evaluation model (allahvirdiyani, 2011). the purpose of this study was to evaluate the academic advisors implemented by shahed students at tehran's state universities through the cipp evaluation model. guili zhang et al in his study entitled using the context, input, process, and product evaluation model (cipp) as a comprehensive framework to guide the planning, implementation, and assessment of service-learning programs mengatakan bahwa “the authors, therefore, posit in this article that stufflebeam’s (2003) context, input, process, and product (cipp) model can serve as a guiding framework for service-learning projects”. (z. g. et al, 2011). burakgazi conducted a research entitled volunteering: evaluation of community service learning program (burakgazi, 2018). in this study, the community service practice course, offered to pre-service teachers, was evaluated using the context, input, process and product (cipp) models. the purpose of this study is twofold. first, the effectiveness of the program in relation to satisfying pre-service teacher needs and expectations is discussed. second, pre-service teacher achievement of course objectives and consistency between objectives, content and activities are examined. 2. the evaluation model selected in the sekkau education the first evaluation model included in evaluating the sekkau education program was the four levels model by donald kirkpatrick. the evaluation model consists of 4 stages in a row starting from the reaction, learning, behavior and result stages. in the reaction stage, an evaluation is carried out to find out the response of the education and training participants to the guided program. this evaluation answers questions related to students' perceptions of the education and training carried out. according to kirkpatrick, that every education and training international journal of human capital management, vol. 3 (2), december 2019 95 | p a g e program must conduct at least an evaluation of the level of reaction. in addition, students' reactions to education and training have important consequences for learning. positive reactions do not necessarily guarantee good learning, while negative reactions almost always have bad effects on learning. at the learning stage, an evaluation is conducted to measure whether the education and training participants get additional and increase knowledge, attitudes and skills after attending education and training. at the behavioral stage, it is used to measure the transfer of knowledge that occurs during an education and training program and its effect on students' attitudes. evaluate at this stage to determine the answer to the question that can the new knowledge and skills they have acquired be implemented in their field of work and environment? is the change in attitudes and behavior of students caused by the education and training that has just been obtained? this stage is most appropriate for measuring and assessing the effectiveness of the programs that have been implemented. this evaluation is essentially measuring the work behavior of alumni of education and training of air force officer students. at the result stage, the results are carried out by measuring the results / impact of education and training on organizational performance, for example increasing time efficiency or increasing work productivity. this model is used to find out that education and training is an investment. in this case, funding for education and training sourced from the state budget can be accounted for administratively and has an impact on improving organizational performance. the second model chosen in evaluating the sekkau education program is the cipp stufflebeam model. stufflebeam states that the cipp model is a comprehensive framework for directing the implementation of formative and summative evaluations of project program objects, personnel, products, institutions, and systems. this evaluation model is configured to be used by internal evaluators conducted by evaluator organizations, self-evaluations conducted by project teams or individual service providers that are contracted or used to evaluate various disciplines and services such as education, housing, community development, transportation, and personnel evaluation systems military (wirawan, 2013). as one of the evaluation models aimed at providing information for decision makers, the model chosen in this study is the cipp evaluation model. the reason for choosing this model is because the cipp evaluation model is a comprehensive framework for guidance in carrying out a program, project, product, institution and system. evaluation of the cipp model is an evaluation model that seeks to provide information for decisions whose processes work systematically. furthermore, the cipp evaluation model is also widely used specifically to provide a comprehensive evaluation format at each evaluation stage. in addition, the cipp evaluation model is practically easy to understand and work on and can provide information about the success or failure of program implementation quickly. therefore, this cipp evaluation model can be considered very relevant for evaluating the effectiveness of sekkau education in the perspective of cipp (context, input, process, product) to produce decisions and recommendations in improving the training model. broadly speaking, the product evaluation activities include the determination of operational objectives of the program, measurement criteria that have been achieved, comparing them between the reality of the field with the formulation of objectives, and compiling interpretations rationally. analysis of this product requires a comparison between objectives, set in the design and the program results achieved. the results assessed can be in the form of test scores, percentages, observational data, data diagrams, sociometry and so on which can be traced in relation to more detailed objectives. then a qualitative analysis is carried out about why the results are like that. decisions taken from the implementation evaluation at each stage of the program evaluation are classified into three categories: low, moderate and high (sugiyono, 2013). the next analysis is to combine the two evaluation models above, namely the four models evaluation model and the cipp model in evaluating the sekkau education program. international journal of human capital management, vol. 3 (2), december 2019 96 | p a g e methodology the research was conducted in jakarta. jakarta was chosen because the city was the residence and the office of the interviewees, and the city was the location of the informants' offices. this study began on january 1, 2019 and ended on june 30, 2019. qualitative researchers set their research based on the overall social situation studied including aspects of places, actors and activities that interact synergistically (sugiyono, 2014). this study uses a qualitative approach with the cipp model to evaluate the outcomes and benefits of sekkau education implementation. the basic orientation in this research is to collect, obtain and provide useful information for alternative decision-making for the improvement and improvement of the sekkau education program. the evaluation model used in this study is a formative and summative evaluation model developed by stufflebeam, the cipp evaluation model. as the evaluation model used in this research is to use the cipp model developed by daniel stufflebeam, the design of the sekkau education program evaluation model can be visualized in the following figure 1: figure 1. design of research implementation of sekkau education program evaluation informants in this study were sekkau student officers who were studying at the time of the study, former sekkau student officers serving in air force units, instructors, and officers who have authority and policy towards the sekkau institution. the informants in this study were air force chief of staff (kasau), assistant to air force chief of staff for personnel (aspers kasau), commander of air force education and training command (dankodiklatau), head of air force education service (kadisdikau), sekkau commander, and sekkau alumni batch 104 of the 2017 academic year. the sampling procedure for this population used multi-stages (often known as clustering). a multi-stage sampling procedure or clustering sampling is an ideal procedure when researchers find it impossible to compile a list of all elements that make up a population. first the clusters were determined, then the evaluation component evaluated aspects evaluation criteria evaluation analysis results decision dec 2 dec 3 dec 4 recommendation dec 1 basic context of need policy, need assessment and program objectives standardized actualization based on data collection input readiness of activities hr, curriculum, facility and budget standardized actualization based on data collection process of implementing acttivities (reaction and learning) implementing of program activities standardized actualization based on data collection product of activities (behaviour & result) implementation results standardized actualization based on data collection international journal of human capital management, vol. 3 (2), december 2019 97 | p a g e names of individuals were identified in each cluster, then sampling the individuals (random samples). the sample selection for the survey was carried out using a purposive sampling method of 15 informants distributed proportionally consisting of kasau, aspers kasau, dankodiklatau, kadisdikau, dansekkau, and sekkau alumni of batch 104 of the 2017 academic year. the selection and number of resource persons are adjusted to the environmental conditions, namely resource persons who are considered capable of representing and understanding the problem under study. result and discussion the results of this study indicate, the first educational program of the sekkau was in accordance with the background of the program. the indonesian air force requires the availability of quality human resources to maintain the sovereignty of airspace, realize the vision of indonesia as the global maritime fulcrum (poros maritim dunia) and support world class navy. the program was formed due to the lack of quality of human resources of the indonesian national armed forces, the lack of technological mastery and the weak education system in the internal indonesian air force. this program also has clear objectives and supports the ideals of the indonesian air force to realize world class navy. this is supported by research conducted by byoung-sama with the title factors affecting korea army officers’ achievement in professional development education (byoung-sama, 2017). the purpose of this study is to identify people and grade level factors and class level factors that significantly influence student academic achievement in military professional development education. this research on sekkau education program evaluation is directed to develop professional military education and learning strategies used in sekkau education. second, the readiness of support for the education of sekkau in general was in sufficient conditions to support the effectiveness of the program. the sekkau is supported by lecturers and staff who are sufficiently competent and of sufficient amount and have a relatively sufficient budget to finance their main activities. the sekkau has adequate facilities in the form of comfortable classrooms, information technology support, practical facilities and libraries. the curriculum is also considered to have answered work needs and is in accordance with the vision and mission of the indonesian air force, and is relevant to the development of science and technology. this is supported by research entitled tiantong & tongchin entitled a multiple intelligences supported web-based collaborative learning model using stufflebeam’s cipp evaluation model (tiantong & tongchin, 2013). the development of web-based collaborative learning is one of the most developed fields of education and training in the era of information and communication technology, because it allows students to have diverse experiences anytime and anywhere, to communicate with each other through e-mail, chat and instant messenger, to improve their knowledge and skills with synchronous and asynchronous tools. this research on sekkau education evaluation is directed to provide input and analysis if education in sekkau exists using web-based collaborative learning which is one of the most developed fields of education and training in the era of information and communication technology. third, the implementation of sekkau educational program has been carried out well. the implementation of teaching programs related to teaching and learning, evaluation of learning and completion of studies carried out in a timely manner. lecturers in delivering the material apply varied and interesting learning methods. evaluation of learning is done by giving assignments, midterms, final examinations and final assignments while supervision is done both internally and externally. recruitment follows the policies of the air force headquarters whose processes are carried out transparently and as needed. services to students are carried out quickly, have a high enough concern and act professionally. this supports the research conducted by allahvirdiyani entitled evaluate implemented academic advisor of shahed students in tehran state universities through cipp evaluation model (allahvirdiyani, 2011). the aim of this study was to evaluate the academic advisors implemented by shahed students at tehran's state universities through the cipp evaluation model. the research on the evaluation of sekkau education is directed to provide recommendations on the international journal of human capital management, vol. 3 (2), december 2019 98 | p a g e implementation of sekkau education on the need to inform facilities, capacities and policies for instructors / trainers who guide students in the sekkau education program. fourth, the results of the education program of sekkau in general are quite good. the responsiveness aspect shows that the alumni of sekkau have good readiness, are quite able to adapt, are quite professional and have good work knowledge, while for innovative behavior they still show poor conditions. the aspects of alumni responsibilities are generally quite good, viewed based on fighting spirit, discipline, work ethic, dedication, integrity, confidence and ability to control themselves. trengginas (vigour) aspects show alumni have good physical health, have strong physical endurance and have an ideal appearance. this is supported by research conducted by the entitled burakgazi volunteering: evaluation of community service learning program (burakgazi, 2018). in this study, the community service practice course, offered to pre-service teachers, was evaluated using the context, input, process and product (cipp) models. the purpose of this study is twofold. first, the effectiveness of the program in relation to satisfying pre-service teacher needs and expectations is discussed. second, preservice teacher achievement of course objectives and consistency between objectives, content and activities are examined. in this research on evaluation of sekkau education is directed to see the effectiveness of the program in relation to the needs and expectations, the achievement of educational goals and the consistency between the goals, content and activities of sekkau education. conclusion based on the results of the analysis and discussion that has been presented, the following conclusions are obtained: (1) the education program of sekkau is in accordance with the background or context of the program, which is seen based on aspects of needs, aspects of aspects and aspects of objectives, ( 2) readiness of support for the education of sekkau in general in conditions that are sufficiently supportive for the effectiveness of the education and training program of students which are seen based on aspects of human resources, budget aspects, aspects of facilities and curriculum aspects (3) implementation of educational programs air force unit command school in general has done well which is seen based on aspects of timeliness, the application of learning methods, evaluation and monitoring, human resource development, recruitment of teaching staff and staff and services to students, ( 4) the achieved results of the education program of sekkau in general is quite good in terms of the aspects of responsiveness, aspects of responsiveness and aspects of trengginas. based on the results of this study, several things that need to be recommended are: the management needs to develop work programs based on priority scale, need to make a clear and systematic road map to support the indonesian national armed forces, more open to recruiting qualified lecturers from outside the indonesian air force, curriculum content related to the mastery of information technology should be further strengthened, and the need to cultivate research among students to encourage creativity and innovation. international journal of human capital management, vol. 3 (2), december 2019 99 | p a g e references al., k. et. (2012). exploring the link between kirkpatrick (kp) and context, input, process and product (cipp) training evaluation models, and its effect on training evaluation in public organizations of pakistan. african journal of business management, 6(1), 274–279. https://doi.org/10.5897/ajbm11.2087 al, z. g. et. (2011). using the context, input, process, and product evaluation model (cipp) as a comprehensive framework to guide the planning, implementation, and assessment of service-learning programs. © journal of higher education outreach and engagement, 15(4), 57. allahvirdiyani, k. (2011). evaluate implemented academic advisor of shahed students in tehran state universities through cipp evaluation model. procedia social and behavioral sciences, 15, 2996–2998. https://doi.org/10.1016/j.sbspro.2011.04.229 arikunto & safrudin. (2009). evaluasi program pendidikan: pedoman teoritis praktis bagi mahasiswa dan praktisi pendidikan. jakarta: bumi aksara. arikunto & safrudin. (2014). evaluasi program pendidikan pedoman teoritis praktis bagi mahasiswa dan praktisi pendidikan. jakarta: bumi aksara. arikunto et al. (2009). evaluasi program pendidikan: pedoman teoritis praktis bagi mahasiswa dan praktisi pendidikan. jakarta: bumi aksara. arikunto, s. (2013). dasar-dasar evaluasi pendidikan. jakarta: bumi aksara. burakgazi, s. g. (2018). volunteering: evaluation of community service learning program. turkish online journal of qualitative inquiry (tojqi), 9(4), 342. https://doi.org/10.17569/tojqi.410893 byong-sam, j. (2017). factors affecting korea army officers’ achievement in professional development education. international journal of military affairs, 2(2), 1–7. https://doi.org/10.22471 darmayanti & wibowo. (2014). evaluasi program pendidikan karakter di sekolah dasar kabupaten kulon progo. jurnal prima edukasia, 2(2). eseryel d. (2002). approaches to evaluation of training: theory & practice. educational technology & society, 5(2), 1436–1452. hakan, k. & seval, f. (2011). cipp evaluation model scale: development, reliability and validity. procedia social and behavioral sciences, 1–8. munthe, a. p. (2015). pentingya evaluasi program di institusi pendidikan. scholaria. stufflebeam, d. (2014). evaluation theory, models, and applications. san fransisco: josseybass. sudijono, a. (2009). evaluasi pendidikan. jakarta: rajagrafindo persada. sugiyono. (2013). metode penelitian manajemen. bandung: alfabeta. sugiyono. (2014). metode penelitian kombinasi. bandung: alfabeta. tiantong & tongchin. (2013). a multiple intelligences supported web-based collaborative learning model using stufflebeam’s cipp evaluation model. international journal of humanities and social science, 3(7), 157. wirawan. (2013). evaluasi teori, model, metodologi, standar, aplikasi dan profesi. jakarta: rajagrafindo persada. international journal of human capital management, vol. 3 (1), june 2019 international journal of human capital management, vol. 3 (1), june 2019 39 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 3, no.1, june 2019, p 39-47 the effect of leadership style and welfare on the performance of manado religious and education training center rusli state university of jakarta email: rusli_im11s3@mahasiswa.unj.ac.id wibowo state university of jakarta email: wibowo303@yahoo.co.id burhanuddin tola state university of jakarta email: burhanudiin.tola@gmail.com abstract the aim of this study is to observe and analyze the influence of leadership styles and welfare on the performance of employees in manado religious education and training center. this study used partial last square (pls) method. the population of this study was 60 employees (n = 60), and all of these employees were sampled (n = 60) with an error rate of 5% (0.05). data was collected based on questionnaire with likert scale. the results of this study showed that there are direct contributions between leadership style and welfare variables on employee performance. overall, leadership style and welfare have a positive and very strong influence on employee performance.these results showed the importance of improving the quality of leadership styles and welfare to improve the performance of employees in manado religious education and training center. keywords: employee performance, leadership style, welfare. introduction performance is the real behavior displayed by every employee, and job performance are produced according their role in the organization, which is expected to achieve its vision and its mission statement of the organization. preliminary observations in the form of interviews about employee performance at the manado religious training center showed that there were several problems encountered, including: figure 1.1 indication of employee performance manado religious training center source: manado religious training center,2018 0 2 4 6 8 10 dominant work pattern for certain staff inconsistent in carrying out tasks job responsibilities are more dominant in certain staff [value] persons [value] persons [value] persons mailto:rusli_im11s3@mahasiswa.unj.ac.id mailto:wibowo303@yahoo.co.id mailto:burhanudiin.tola@gmail.com international journal of human capital management, vol. 3 (1), june 2019 40 | p a g e from the description above shows that the performance of manado religious training center staff is not optimal. the indications are: first, it appears that the dominant work pattern in a person, such as an employee who have more mastery of information and technology, has more work than other employees who do not master this matter, this has an impact on the workload that is not balanced (proportional). second, inconsistent in carrying out tasks. often the employees work not according to their job description, because they always carry out instructions from their superiors. the implication is that there are many employees who are unable to complete the work according to the job description, for completing the work is not their responsibility. third, job responsibilities are more dominant in staff, the indications are that these employees always get a disproportionate workload, for example in the implementation of diklat (education and training program) those who are active in the task are only the staff in the academic field, while the others are often absent, when there are changes in class hours or the facilitator, usually there are difficulty because of the staff working on tasks that are not their responsibility. from the description above, the performance of employees at manado religious training center, in general,have three main problem. first, work pattern is focused only on a certain person, second, inconsistency in carrying out tasks, and thirdly, job responsibilities are more dominant for certain staff. this shows that the mapping and performance process of the manado religious training center staff still needs to be improved, especially in the area of regular training activities, training in the work area and completion of reports on each activity. based on the data, the completion of the report on the implementation of training in 2018 has been delayed: figure 1.2 completion of the education and training report source: manado religious education center, 2018 from the picture above, it can be seen that the completion of the report on the results of the data at the manado religious training center office varies: a. the report is completed on time 20%; b. incomplete administration report 60%; c. file lost 15%; d. not making a report of 5%. this shows that the report on the implementation of education and training is estimated to be 80% not yet completed at the specified time. this is an implication of the performance of employees who have not been optimal. initial assumption, caused by several factors: first, the internal factors staff, for example knowledge, skills, and work behavior.second, the external factors of employees are first, the leadership style that lacks control or supervision related to the implementation of employee duties. this has implications for the completion of office tasks. second, the work climate is not optimal, there is a lack of coordination and communication between employees in completing work. third, the placement of employees who are not in accordance with the educational background with work, so that there are mutual differences of opinion between employees and other employees in the execution of tasks. fourth, the welfare of employees is not sufficient. this is indicated by the presence of employees seeking additional income on the sidelines of carrying out tasks. they are looking for additional income for self-competence development and spirituality development, while the workload intensity is very high. 0 20 40 60 report completed incomplete administration report file lost not making a report 20% 60% [value] % [value] % international journal of human capital management, vol. 3 (1), june 2019 41 | p a g e in an effort to optimize or improve employee performance, leaders who have managerial skills are needed, as according to rokhmadbudiyono (2016) who suggests that there is an influence between the type of leadership and employee performance. basically if the leader has good managerial skills, then it has a positive effect on employee performance. good performance is always prioritized by all organizations, both by profit oriented organizations and non-profit oriented organizations. with the existence of good employee performance, an organization will more easily achieve its goals. for this reason, many organizations make every effort to improve the performance of their employees. one of the actions that can be taken by organizations in improving employee performance is by managing work pressure within the organization. according to zetriuslita and reni wahyuni (2013) paying attention to employee welfare is one indicator that can trigger and improve performance, and this is in accordance with the essence of this research, namely that there is an influence between welfare and employee performance. from the results of the study concluded that the teacher's work motivation, welfare, and teacher performance respectively in the high category with presentation averaged 81.13%. in addition, there is a relationship between welfare and teacher performance by 66%. this shows the importance of welfare to improve employee performance. the welfare includes salaries and benefits, as well as other income provided by the organization. in line with the views of zetriuslita and reni wahyuni above, in this study a leadership style variable was developed not only in the form of giving direction and supervision but also in active participatory leadership in organizational activities. the welfare variable is developed not only in the form of compensation in the form of salaries and wages, but also includes spirituality and social activities (family day, social contributions, learning assistance). this research is one of the first studies that examines the performance of manado religious training center staff in relation to leadership and welfare factors. first, the leadership style variable on the active participation indicator has a high contribution to employee performance, meaning that the leadership style is the most important part in processing the ability to empower employees according to their competencies, so that the work instructions given by the leadership can be carried out properly by subordinates or staff. second, welfare, on the indicator of spiritual needs, has a high contribution to employee performance. this means that spiritual needs are an inseparable part of the life of employees, and spiritual values need to be manifested in the workplace, because every employee has an inner life. with the provision of adequate spiritual values, the peace and desire of employees to focus on work will be better. of the two indicators mentioned above, active participation and spiritual needs, both require the involvement of the leader physically, mentally, and emotionally to provide a response to the activities carried out and support the achievement of goals and be responsible for their involvement. literature review employee performance there are people who interpret performance as a result of work or work performance. but actually performance has a broader meaning, not only the results of work, but includes how the work process takes place. performance is the result of work that has a strong relationship with the organization's strategic goals, customer satisfaction, and contributes to the economy.a result of work or work performance. but actually performance has a broader meaning, not only the results of work, but includes how the work process takes place. performance is the result of work that has a strong relationship with the organization's strategic goals, customer satisfaction, and contributes to the economy.(wibowo, 2012) job performance is the result of a person according to the size that applies, within a certain period of time, regarding the work and behavior and actions. (suwatno, 2016) according to waldma (in koesmono, 1995) that "the concept of performance is a combination of behavior with achievement of what is expected and chosen or part of the terms of the assignments that exist in each individual in the organization".then according to https://translate.googleusercontent.com/translate_f#_ftn3 international journal of human capital management, vol. 3 (1), june 2019 42 | p a g e veithzalrivai and m. basri, "performance is the willingness of a person or group of people to do something and improve it according to their responsibilities with results as expected." (rivai, 2005) employee performance is a work achievement or work result that has been achieved in quality and quantity period to period. this is the duty of responsibility given by the leadership. performance is about achieving difficult goals, as well as how to deliver measurable performance. then came the framework of two categories which contained "what" and "how" the performance. the first usually includes difficult goals which will be the basis of the assessment of the organization by outsiders, while the second is related to the achievement of values and behaviors that are declared important by the organization. (rees, 2007) leadership style a leader is needed by every organization, be it a government institution, business institution, or community organization, at any time. but in times of crisis a leader is more necessary than during normal conditions. (djohan, 2006) in general, leadership style contains an understanding of what describes the behavior of a leader, concerning its ability to carry out leadership tasks. usually the appearance of the leadership style can form a certain pattern, for example: a. democracy, b. authoritarian (autocratic), c. participatory, d. laisser-faire. so that a person's leadership style in leading or influencing people or subordinates may be like the concept above, of course there is a good and bad value. whereas according to robbert d stuart, leaders are individuals who are expected to have the competence or ability to influence, provide guidance, and be able to determine individuals who can support the achievement of organizational goals. james p. spillane stated that leaders were agents of change with activities affecting people, far exceeding the influence of these people to him. the ability to influence must be directed at increasing the motivation and quality of the work of subordinates, so that it is in accordance with the vision and mission of the organization. (kahar,2008) welfare in indonesian labor law act 13 of 2003 it can be interpreted that welfare is the fulfillment of various physical and spiritual needs, both internal and external or direct and indirect, so as to increase employee productivity accompanied by a sense of security and peace. for that the provision of welfare to employees is a factor that can trigger the success of the organization. organizations and employees essentially need each other. employees are assets because without human resources, the organization will not be able to exist. likewise, employees cannot support life welfare without an organization which is a place to earn a living and implement the discipline they have. the well-being of employee employees must be considered, it must not only be required to work. likewise with employees, not only demanding rights, but also must pay attention to the responsibility for the results of their work. in addition, there are still things that are not addressed which cause employees to lose motivation, not be diligent, and the resulting work is not optimal. they perceive that no matter how hard the employee works, the organization will not pay attention, especially with regard to welfare and decent rewards for employees. to avoid the occurrence of actions by employees that harm the organization, the task of organizational management must fulfill the demands of employees, one of which is to provide fair and wise welfare to employees, all of which is done by management to create employee welfare and organizational success. the importance of well-being, among them is to keep employees working in the organization, increase motivation and morale, improve employee loyalty to the organization, maintain employee performance and loyalty. according to manullang, the objectives of work welfare benefits are: a. increasing and maintaining the maximum level of welfare of the workforce, both physical and mental aspects. b. protect and prevent employees or labor from obstacles caused by working conditions. c. adjustment of workforce with job descriptions. d. increase work productivity of every employee in the organization. (manullang, 2005) international journal of human capital management, vol. 3 (1), june 2019 43 | p a g e methodology this study consists of several variables, namely independent variables and dependent variables. the independent variables include leadership style (x1) and welfare (x2), and the dependent variable is employee performance (y). the employee performance variable consists of 6 indicators, which are synthesized from various sources: indicators of work quality and timeliness consist of 4 question items, giving initiative 8 questionitems,ability 3 question items, communication 10 questionitems, and staffing regulations 6 question items. the leadership style variable consists of 7 indicators, which are synthesized from various sources, with a description; the rules of compliance indicators consisting of 6 question items, attention 5 question items, motivation 7 question items, work orientation 6 question items, explain the work6 question items, support 6 question items, and active participation 5 question items. the welfare variable consists of 10 indicators synthesized from various sources, with descriptions of indicators of material needs consisting of 8 question items, spiritual needs5 question items, health insurance 3 question items, leave 4 question items, promotion 3 question items, sports facilities 8 question items, commemorating the anniversary 4 question items, family day 5 question items, social assistance 5 question items, and scholarship 5 question items. question items are made in the form of questionnaires that have been distributed to respondents in this study. operational variables no. variable indicator reference 1 1 employee performance work quality timeliness initiative ability communication manpower regulation priyatno, 2010: 185; suwatno and donnijunipriansa, 2016: 196; faustino cardoso gomes, 2003: 142; dadang dally, 2010: 35; robert l. mathis & john h. jackson, 2002: 78; friend of koesmono, 2005 2 2 2 leadership style obey the rules attention motivation job orientation explain job support active participation nurjanah, 2008; stephen p. robbintimotya.judge, 2008; nurnjah, 2008; shalanasnawi, 2006; silvia losianalamanto, 2017; miftathoha, 2002: 277; irawaty a. kahar, 2008: 23 3 3 3 welfare material needs spiritual needs health insurance leave promotion sports facilities commemorating the anniversary family day social assistance scholarship hasibuan, melayu. sp, 2003; law no. 11 of 2009; m. manulang, 2005; law act no. 1 3 of 2003 the method used in this study is the partial last square (pls) method with a "survey" technique that can be done for data that is real in nature and can be used to investigate relationships or test hypotheses. (arikunto, 2006). population is the whole of individuals or data that is limited by the scope of research. the number of observations or observations of members of a population is called the size of the population, while the values that describe the characteristics or characteristics of the population are called parameters. (kusmayadi, international journal of human capital management, vol. 3 (1), june 2019 44 | p a g e 2000) the population in this study were 60 employees at the manado religious education and training center. according to arikunto, if the population is less than 100, all of them can be sampled, so the number of samples in this study is 60 (n = 60) which means using saturated samples. result and discussion in general the hypothesis testing for path analysis in this study can be described as follows: figure-1 results of path analysis with pls program 2.00 based on the picture above can be described as follows: a. the leadership style (x1) has a positive contribution to the employee performance (y) of manado religious training center staff as much 0.432 b. welfare (x2) has a positive contribution to the employee performance (y) of manado religious training center staff as much 0.554 c. leadership styles (x1) and welfare (x2) have a positive and very strong influence on the employee performance (y) of manado religious training center staff as much 0.951 effect of leadership style on employee performance at the manado religious education and training center. the contribution of leadership style (x1) to employee performance (y) of the religious education center in manado is 0.432. this means that the contribution is positive and strong enough. the requirement for hypothesis testing is if p-value> 0.05 then h0 is accepted, whereas if p-value is <0.05, h1 is accepted. based on the table above, the results of p-value are 0,000 with a level of error of 5% (0.05) so that it can be described 0.000 <0.05 or p-value <0.05, means that there is a positive and significant influence between the leadership style on employee performance (y). the results of this study indicatethe importance of improving the quality of leadership style for improving employee performance at the manado religious training center. the results obtained in this study are in line with several theories used which show that leadership styles influence employee performance. the intended leadership style indicator is; 1) leaders who obey the rules, always work in accordance with operational guidelines (implementation instructions) and technical guidelines (technical instructions); 2) leaders who always pay attention to their subordinates or staff; 3) leaders who always motivate staff or subordinates; 4) leaders who are always task oriented, so that they always supervise and direct their subordinate tasks; 5) leaders who always explain work by providing guidance and direction in completing work; 6) leaders who always provide support in all matters including the process of carrying out work by subordinates or staff.7) active participation. in addition, the leader is also expected to have physical, mental and emotional welfare (x2) employee performance (y) leadershipstyle (x1) international journal of human capital management, vol. 3 (1), june 2019 45 | p a g e involvement in responding to activities carried out and support the achievement of goals and are responsible for their involvement. in general, the indicator is related to the average leadership style, but the indicator that has the highest value is the attention of the boss to the subordinates, while the lowest indicator is the support of the leader in carrying out the task. in general, the indicators are related to the average leadership style, but the indicators that have the highest value are the attention of superiors to subordinates, while the lowest indicator is leadership support in carrying out tasks. effect of welfare on employee performance at the manado religious education and training center. welfare contribution (x2) to employee performance (y) manado religious training center is 0.554. this means that welfare contribution (x2) has a fairly strong relationship with employee performance (y). the requirement for hypothesis testing is if p-value> 0.05 then h0 is accepted, whereas if p-value is <0.05, h1 is accepted. based on the table above, the results of p-value are 0,000 with a level of error of 5% (0.05) so that it can be described 0,000 <0.05 or p-value <0.05 means that there is a positive and significant influence between welfare(x2) on employee performance (y). the results of this study indicate that adequate welfare is an important factor in improving employee performance at the manado education and training center. based on the analysis of variable indicators of employee welfare in the manado religious training center, which numbered 10 (ten) indicators, the average score obtained was 4.09 with good criteria. the highest value is obtained on the promotion indicator, which is 4.19 and the lowest value is found in the indicator of scholarship, which is 3.96. the findings above are in line with the findings of research conducted by yosioktaviani, yosiekaputri, and wati (2017). in this study, it was found that welfare had a positive and significant effect on employee performance in the budi mulia business group, kuranji, padang. the results also show that in the welfare variable, it is known that the lowest level of achievement of respondents is in the indicators of benefits and recreation. from these findings it is recommended that the budi mulia business group be more effective in providing benefits to employees, and also provide opportunities for them to do recreation. (oktaviani, 2017). in addition to these studies, the research conducted by tri wahyuni (2017) also found that welfare has a strong relationship with teacher performance. some of these findings indicate the importance of welfare as one of the factors increasing employee performance. (wahyuni, 2017) with the existence of welfare, it is expected that employees can increase loyalty to organizational units. in addition, welfare will also be able to motivate employees, enforce discipline to improve employee work productivity, minimize employee absenteeism, create a conducive working environment, facilitate the implementation of work to achieve goals, and also improve the social status of workers or employees and their families. simultaneous influence of leadership style and welfare on employee performance at manado religious training center simultaneous contributions between leadership style (x1) and welfare (x2) on employee performance (y) of the religious education center of manado are 0.951. this means that simultaneously the leadership and welfare style has a very strong relationship to employee performance (y). the results of this study indicate that the importance of improving the quality of leadership style and the provision of adequate welfare to be able to improve employee performance. if both of these things are implemented properly and correctly, then the improvement in employee performance will be realized properly. this is reinforced by the journal of sri widodountung and haryantobudhiagus. journal of sri widodountung and haryantobudhiagus in 2010 entitled the influence of competency, motivation, communication and welfare on the performance of the department of education staff. the research they conducted found that the higher the level of welfare, the more comfort in work, loyalty, attachment to the organization, and motivation to work passion. the health and physical quality of employee employees are also increasingly international journal of human capital management, vol. 3 (1), june 2019 46 | p a g e maintained, the environment and work atmosphere are increasingly conducive, and in the end work productivity is increasing. (untung, 2010) based on law no. 11 of 2009, welfare in the form of social is a situation where the fulfillment of both material, spiritual and social needs for every citizen, so that they have a decent life, and have the opportunity to actualize themselves and ultimately benefit the community. (uu no. 11 th 2019). based on the results of the research, journal review, and the enactment no. 11 of 2009 above, then to improve employee performance, leaders must be able to provide balance in the lives of employees, from three things; first material, second spiritual, and third social. these three things can be triggers and also obstacles to performance. from the description above, it implies that a leader can make material as a winner of the organization's success by formulating indicators of welfare recipients in the form of: a. benefits, b. incentives, c. scholarship, d. service vehicle, e. office house, f. official travel, g. remaining business results and so on. sometimes material satisfaction is difficult to measure in life, therefore it needs a second welfare seeding, spiritual intelligence, implemented in activities: a. the morning ceremony ended the prayer, b. prayers in congregation, c. short lecture, c. monthly recitation at home or at the mosque and so on. third, social welfare. employees not only need material and spiritual, but they also need social life, therefore a leader must be smart to make an agenda, or provide social opportunities, to be controlled. for example, a. break fasting together, b. healthy walk, c. women's darma activities, d. social institution visit, f. family visits that get a disaster, g. family invitation, h. recreation with family, i. giving groceries to the poor, and so on. based on the development of this study, it was found that the meaning of the welfare variable was not only identical to the provision of compensation in the form of material, but the cultivation of spiritual and social values towards employees was very necessary. spirituality and social work are important manifestations, because every employee has an inner life that has a role in improving performance. some organizations that implement spiritual culture, give recognition that humans have thoughts and spirits, they will try to find meaning and what the purpose of life in work, so they want to interact with other people and become part of society. (robbins, 2006) organizations that understand spirituality in the workplace realize that humans have an inner life that continues to grow. it is related to meaningful work that continues in the context of human life. many organizations always support spiritual culture and understand that humans have minds and souls, always trying to find meaning and purpose for their work, and there is a desire to connect with other workers, and become part of a group. (robbins, 2006) from the description above, a simple sentence can be made that every employee needs material, spiritual and social. the balance in these three things makes the employee calm, cheerful and happy. if the employee is poor in material, spiritual and social matters, or there is a gap, then in work he is often nervous, not focused and isolated. therefore a wise leader will quickly take action and provide the right solution. conclusion the conclusion of this study, namely: 1) leadership style has a positive and significant effect on employee performance. this means that it is important to improve the quality of leadership styles to improve employee performance, therefore a leader must have good managerial skills and active participation will encourage an increase in employee performance effectively; 2) welfare has a positive and significant effect on employee performance. that is, welfare has an important role to improve employee performance. providing adequate welfare and seeding spiritual values can lead to increased performance; 3) leadership and welfare styles have a positive effect on employee performance, meaning that it is important to improve the quality of leadership styles and provide adequate welfare to improve employee performance.if both of these things are implemented properly and correctly, then the improvement in employee performance will be realized properly. international journal of human capital management, vol. 3 (1), june 2019 47 | p a g e references arikunto s, prosedur penelitian suatu pendekatan praktik (jakarta: rineka cipta: 2006) budiyono rokhmad, pengaruh tipe kepemimpinan terhadap kinerja dengan tekanan kerja sebagai variabel mediasi, jurnal stie semarang vol. 8 (3) tahun 2016 djohan robby. leading in crisis “praktik kepemimpinan dalam mega merger bank mandiri” (jakarta: bara, 2006) hasibuan, malayus.p. manajemen sumber daya manusia. (bumi aksara, jakarta. 2003) iwan sidharta, dina lusyana, pengaruh orientasi hubungan dan orientasi tugas dalam kepemimpinan terhadap kinerja pelaku usaha, jurnal ekonomi, bisnis &entrepreneurshipvol. 9, no. 1, april 2015 kusmayadi dan sugiarto, endar, metode penelitian dalam bidang kepariwisataan (jakarta: pt gramedia pusataka utama: 2000) m. manullang, pengantar ekonomi perusahaan, edisi revisi, yogyakarta: liberty, 2005 oktavianiyosi, yosi eka putri, wati, pengaruh pengalaman kerja, upah dan kesejahteraan terhadap kinerja karyawan di kelompok usaha budi mulia kecamatan kuranji padang tahun 2017, jurnal palmas vol. 2 (3) tahun 2017 rees david dan richard mcbain, people management “teori dan strategi” (jakarta: kencana, 2007) rivaiveithzal dan m. basri, performanceappraisal “sistem yang tepat menilai kinerja karyawan dan meningkatkan daya saing perusahaan” (jakarta: raja grafindo persada, 2005) robbins p. stephen, perilaku organisasi, alih bahasa benyamin molan, edisi lengkap (jakarta: indeks, 2006) suwatno dan donni juni priansa, manajemen sdm dalam organisasi publik dan bisnis (bandung: alfabeta, 2016) sriwidodo untung dan haryanto budhi agus. pengaruh kompetensi, motivasi, komunikasi dan kesejahteraan terhadap kinerja pegawai dinas pendidikan. jakarta. jurnal manajemen sumber daya manusia vol. 04 no. 01 juni 2010 silvia losianalomanto, pengaruh gaya kepemimpinan terhadap kepuasan kerja dengan moderasilocus of control dan kejelasan tugas pada peran auditor yunior, (jurnal ilmiah mahasiswa akuntansi–vol 1, no. 1, januari 2012) di akses, 06 maret 2017. teman koesmono, pengaruh budaya organisasi terhadap motivasi dan kepuasan kerja serta kinerja karyawan pada sub sektor industri pengelolaan kayu skala menengah di jawa timur, (jurnal manajemen &kewirausahaan, vol 7, no. 2, september 2005) tri wahyuni, pengaruh kesejahteraan dan semangat kerja guru terhadap kinerja guru smp kecamatan singingi hilir kabupaten kuansing, jurnal ilmu pendidikan sosial, sains, dan humaniora vol. 3 no. 2, juni 2017 zetriuslitazetriuslita, reniwahyuni, hubungan motivasi kerja dan kesejahteraan terhadap kinerja guru matematika sekolah menengah pertama di kota pekanbaru, jurnal pendidikan matematika dan sains, vol 1 (1) tahun 2013 pengembangan skala sikap diferensial semantik terhadap kalkulus 1 the effect of competence, leadership, and management innovation over the performance of structural official of echelon ivb bedjo sujanto 1 , maruf akbar 2 , darmawan apriyadi 3 professor of graduate program of unj 1,2 , student of doctoral program of management science of human resource concentration of graduate program of unj 3 darmawan.apriyadi@gmail.com abstract the aim of this research was to analyze the effect of competency, leadership, and innovations management on structural office holder of echelon ivb performance.this research was conducted at the one stop service agency of province of dki jakarta, using the method of path analysis in hypothesis testing. the sample in this research is of 75 people with simple random sampling. the results of this study are: (1) competency positive direct effect on structural office holder echelon ivb performance. (2) leadership positive direct effect on structural office holder echelon ivb performance. (3) management of innovation positive direct effect on structural office holder echelon ivb performance. (4) competency positive direct effect on management of innovation, and (5) leadership positive direct effect on management of innovation.the results of this research has implications for the effect of competency, leadership, and innovations management which can support on the structural office holder of echelon ivb performance one stop service agency of province of jakarta special capital region. keywords: performance, competency, leadership, innovation management performance of human resource is able to affect the progress of a country, particularly on providing a proper and efficient public service delivery. one example of countries that considers the importance of effective and efficient employee performance is indonesia, where the community satisfaction level becomes the benchmark whether the service given by the employee satisfies or disappoints public as the public service user. the development of public service which certain, professional, fast, accountable, and clear in this globalization era is highly needed by public. the ability of an organization in that matter is one of the very important competitiveness factors. when an organization is trying to develop its business, it requires a very broad knowledge of each of the existing personnel to be able to compete and survive. in order to realize the vision of the governor and vice governor of dki jakarta province of the period 2012 – 2017, namely new jakarta, a modern city which is neatly arranged, into a decent shelter and humane, has a cultured society, and under a public service-oriented government and based on the regional government of dki jakarta province no. 12 year 2015 regarding the implementation of one stop service (ptsp) and regulation of governor of dki jakarta province no. 57 year 2014 as having been amended by 2 the regulation of governor of dki jakarta province number 7 year 2016 regarding the implementation regulation of one stop service agency to facilitate and simplify both licensing and non-licensing bureaucracy. indonesia is not yet considered as a country that provides the easiness in investment. that is, among other things, seen from the international assessment over the business climate in indonesia, as in the report of doing business prepared by ifc in 2014. in the study, as a city with the largest economy, dki jakarta is used as the representation of indonesia is ranked 120 th from 189 countries in the ease of doing a business (eodb) in general. in fact, especially for the aspect of easiness in starting a business, the rank is much lower namely 175 or drop 9 ranks compared to 2013 which was at the 166 th rank. based on the latest world bank data, after 2015 the indonesian eodb rank was up to be 106 th rank and in 2016 was up to be the 91 st world rank after many of regional governments, institutions and ministries established one gate service (ptsp). the low performance of apparatus (bureaucrat) which causes the low rank of ease to start a business is with regard of the complexity of business licensing bureaucracy in this country. based on world bank research data, refers to a number of primary indicators used by ifc< the phase to start a business is characterized by many procedures (10 phases), length of time (48 days) and the magnitude of relative cost (as much as 20.5% of the income per capita) which must be fulfilled by an investor candidate. duration of administration in 2014 is one day later and 2.2% cheaper compared to the previous year. this indicates there was no improvement on the ease in starting a business in indonesia over the past year. the condition puts indonesia far from the average countries in east asia and pacific (7 procedures, 37 days) in the ease to start a business. [1] the rampant of extortion (pungli) over the licensing and non-licensing administration in dki jakarta make the poor level of ease and public satisfaction. the study of doing business (ease to business) also shows that duration of permit administration in indonesia, is resulted by the length of permit administration procedures that becomes the authority of government of dki jakarta province (figure 1). source: doing business 2014, ifc 3 figure 1. time and cost in starting business in jakarta based on the mandate of regional regulation of dki jakarta province no. 12 year 2013 regarding the implementation of one stop service (ptsp) then one stop service agency (bptsp) of dki jakarta province is established as a revolution of public service driver that is professional, accountable, polite, transparent, and has integrity (pasti) and to provide solution and ease administration for licensing and non-licensing for dki jakarta society. however, as a new institution, the one stop service agency (bptsp) of dki jakarta province has several obstacles among other things: there are regional apparatus working units (skpd) who reluctant to cooperate with bptsp in providing technical recommendation supports in licensing and non-licensing completion, there are still extortions (pungli) carried out by technical regional apparatus working unit (skpd) though the licensing authority has already been submitted to bptsp, threats and “game” of illegal service bureau (brokers) against bptsp officers to reduce the officers’ integrity, there is no sufficient human resources, lack of availability of information technology infrastructures to realize excellent service so it less satisfies the society, there is no clear and uniform service standard (sp) in each service point in municipality/regency, sub-regency and village levels. in line with the description above, this research is limited to the influence of competence, leadership, and management innovation over the performance of officials of echelon ivb of one stop service agency of dki jakarta province. the researcher was necessary to improve the employee’s working satisfacttion as to control those who are divided into 5 areas of administration city and 1 administration regency is not easy, they indeed have a direct superior but to synchronize perception on organization vision and mission sometimes can not be represented by other person. it is important to go around to each area or to hold regular meeting with staff to provide scientific solution for improving the performance of the officials and organization performance in the end. next we will discuss the theory review of the four variables above. performance comes from the word performance which is translated to be job achievement or accomplishment. there are various opinions according to experts about performance. armstrong conveys, “performance is often defined simply in output terms the achievement of quantified objectives. but performance is matter not only of what people achieve but also how they achive it”. [2] based on the definition, performance if the achievement of quantified outcome target. more than that, performance is not only to the issue of what is desired to be achieved by a group of people but also how they acquire it. campbell defines that job performance is formally defined as the value of the set of employee behaviors that contribute, either positively or negatively, to organizational goal accomplishment. [3] this definition states that performance is formally defined as value of a set of behavior of employee that contribute both negative and positive to achieve organization objective. it means that performance management is comprehensive and includes all elements or inputs must be utilized by organization to improve the organization performance. 4 according to mcshane and glinow, in certain situation, the category of performance is behavior of organization members which is not only conduct normal duties, but also where organization members must help each other, unselfish, and give contribution in each organization job. subsequently, jason a. colquitt, jeffery a. lepine, and michael j. wesson conclude : “job performance is formally defined as the value of the set of employee behaviors that contribute, either positively or negatively, to organizational goal accomplishment. this definition of job performance includes behaviors that within the control of employees, but it places a boundary on which behaviors are (and are not) relevant to job performance”. [4] colquitt et al, states that formal performance is value upon employee’s behavior that gives contribution both positive and negative for objective achievement. in this matter, definition of performance covers control between relevant performance behaviors over workers. further, ivancevich, konopaske, and matteson found that work behavior is anything a person does in the work environment. this behavior contribute to productivity. the individual behaviors are classified as hereditary and diversity factors, personality, ability, and skill, perception, and attitudes, that impact key work behaviors such as employee productivity, creativity, and performance. [5] in the opinion of ivancevich et al, work behavior is something or action of a person in carrying out job in a work environment. individual behavior is classified as difference factors, hereditary, personality, ability, skill as well as perception and attitude towards duties that have impact work behavior such as productivity, creativity, and employee’s performance. further, armstrong argued that performance is the achievement of quantified objectives. but not only what people achieve but how they achieve it. the accomplishment, execution, carrying out, working out of anything ordered or undertaken. [6] armstrong stated that performance is a measureable objective achievement. it does not only include what is achieved, but also how to achieve it. based on the above description, employee’s performance is the work achievement or outcome of employee’s accomplishment in conducting or completing duties being coordinated by a department head, an office head or a unit head of one stop service (ptsp) in sub-regency and village levels to achieve objective. therefore, it can be synthesized that the definition of performance is an achievement of work outcome in accordance with the work load given by a leader to his/her subordinate through a work process has been determined within a certain time by dimension of: (1) persistence and diligence in conducting duties, (2) achievement of individual, team, and organization performance target in accordance with output target of licensing and non-licensing has been planned and stipulated and (3) increase of satisfactory level of jakarta society towards the service in licensing and non-licensing. competence is able to be described as an ability to conduct one duty, role or task, an ability to integrate knowledge, skills, attitudes and personal values, and 5 an ability to develop knowledge and skill that is based on experience and learning conducted. furthermore, according to spencer & spencer, a competency is an underlying characteristic of an individual that is causally related to criterian referenced effective and or superior performance in a job or situation. [7] based on spencer & spencer, competence is a characteristic that underlies a person in relation to individual performance effectiveness in his/her job or individual basic characteristic that has causal relation or as cause and effect with criteria to be used as reference, effective, or excellent or superior performance at work place or in a certain situation. based on this definition of competence, there are several meanings contained therein as follows. (1) underlying characteristic means competence as a part of deep and inherent personality to a person and has behavior that is predictable in various conditions of job duties. (2) causally related means competence is able to cause or to be used to predict a person’s performance, which means that if a person has high competence, he will also has high performance (as a result). (3) criterian referenced that is used as reference, that competence factually will predict a person to work well, must be measured and specific or standardized, for example criteria of selling volume that can be produced by a salesman is 1,000 pieces/month or a finance manager is able to earn profit 1 billion/year. spencer & spencer stated, a competency is an underlying characteristic of an individual that is causally related to criterian referenced effective and or superior performance in a job or situation. according to spencer & spencer, competence is a characteristic that underlies a person in relation to individual performance effectiveness in his/her work or individual basic characteristic that has causal relation or as cause and effect with criteria to be used as reference, effective, or excellent or superior performance at work place or in certain situation. based on the description above, competence is an individual basic characteristic which by causality is related to knowledge, skill, ability, behavior, attitude, value, personal characteristic, perception and motivation that make an employee is able to conduct duties and work role. therefore, it can be synthesized that the definition of competence is an ability belongs to a person to carry out a role or duty and to integrate knowledge, skills, attitudes and personal values, which area based on to experience and learning to perform certain duties or function in an organization, by dimension of (a) personal character with indicator (1) consistency, (b) self-concept dimension with indicator: (1) attitude, (2) value system, (c) knowledge dimension with indicator (1) information, (2) work scope, (d) dimension of skill with indicator (1) ability to accomplish technical duties, (2) ability to accomplish managerial duties. ivancevich, et al stated definition of leadership as the following: “leadership is an attempt to use influence to motivate individuals to accomplish some goals”. [8] based on such definition it is seen that leadership is an effort to use influence to motivate people in order to achieve objectives. other meaning of the definition is that leadership has relation to the importance of a leader as a change agent, namely that a leader is able to influence behavior and performance of subordinates or followers in order to achieve mutual objective. an effective 6 leader that has leadership competence and will be able to manifest success to the organization she/he leads. edwin ghiselli in ivancevich, et al identifies several personality traits that are associated with effectiveness of a leader. ghiselli finds that an ability to take action independently is correlated to a position or title of a person in an organization. the higher a person’s position, the more important this character traits. [9] scermerhorn, hunt, and osborn said ”leadership is special case of interpersonal influence that gets an individual of group to do what the leader wants done”. [10] this means, leadership is a leader’s special interpersonal influence which is able to influence a group to carry out his desires. the important factors in leadership are to influence or control mind, feeling or behavior of others. similarly, shane and glinow argued that ”leadership is about motivating, and enabling others to contribute toward the effectiveness and success of the organization of which they are member.” [11] intention of the statement is that leadership is an ability to motivate, and to invite others to contribute to organizational effectivess and success. according to the statement, it means that leadership is a process. in order to be able to lead, a leader must carry out one of actions by persuading others towards a mutual target. however, it does not mean that leadership is always a planned activity and intentionally conducted, it is often that leadership occurs spontaneousle. leadership is a relation concept, where there is only relation process with other people. if there are no followers, there will be no leaders. the larger number of follower, the larger influence, which more succeed in objective achievement, more pronounced leadership. as said by bateman and snell as follows “a leader is one who influences others to attain goals. the greater the number of follower, the greater the influence. and the more successfull the attainment of worthy goals, the more evident the leadership”. [12] meanwhile, colquitt, lepine, and wesson, conveyed “we define leadership as the use of power and influence to direct of activities of followers toward goal achievement”. [13] that means that leadership as the use of power and influence to direct the followers’ activities towards objectives achievement. according to goestsch dan davis, “leadership is the ability to inspire people to make a total, willing, and voluntary commitment to accomplishing or exceeding organizational goals”. [14] intention of the definition is leadership is an ability to inspire people to make total commitment, willingness, and voluntarily achieve or exceed an organization purposes. based on the concepts have been described above, it can be synthesized that leadership is an art to influence, coordinate (harmonize / synchronize), motivate, drive, and to support others to contribute towards an achievement through process of interaction and communication between leader and employee, with dimension to influence, coordinate, drive, support and making of service. innovation in an organization, is defined as the application of new ideas, which are manifested in products, processes, services, or in organization work, management system or marketing. organization transformation is a need as organization must survive and then develop to fulfill customers’ need. therefore, 7 innovation is highly required in an organization. in order that a change called innovation can be success, organization should avoid the matters cause failures. birkinshaw, hamel and mol define “management innovation as the invention and implementation of a management practice, process, structure, or technique that is new to the state of the art and is intended to further organizational goals”. [15] management innovation as a discovery of new technique in management implementation, with practice, process, or new structure that aim to achieve organization objectives. management of innovation, is aimed to making an organization management to be more flexible and volatile in facing the change of organization environment condition. in the context of organization and management, application of new matters in various forms will have implication to the change in the form of idea, practice, or certain object/thing considered new by an adopting person or unit/group. therefore, innovation is not necessarily something that completely new objectively, but subjective view that considers that new thing is a basic idea of an innovation concept. application of something new, either idea, practice or object will make that something different from the existing at that time or from the existing previously, and this indicates that there has occurred a change. the description of concept above may be synthesized that management innovation is a discovery of new technique or development of management implementation by practice, process, or new structure which are aimed to achieve organization objectives with indicator: discovery of new technique or development of management implementation and have impact to a better change. based on the theoretical study and as prescribed above, the research hypothesis submitted are as follows: (1) competence has positive influence on the performance of structural officials of echelon ivb. (2) leadership has a direct positive influence over the performance of structural officials of echelon ivb. (3) management innovation has a direct positive influence over the performance of structural officials of echelon ivb. (4) competence has a direct positive influence over management innovation, and (5) leadership has a direct positive influence on the management innovation. method this research uses survey methodology and the sample is taken by using simple random sampling method which is processed by. the survey result will be processed by using path analysis method uses software microsoft excel 2010, spss v.20, and lisrel 8.72 which later will produce level of influence of the independent variable against dependent variable to proof the hypothesis correctness. result and discussion table 1. summary of the result of hypothesis testing of equalization model of structure 1 coefficients a model unstandardized coefficients standardize d coefficient s t sig. 8 b std. error beta 1 (constant) 53,512 10,782 4,963 ,00 0 x1_kompetensi ,172 ,070 ,250 2,450 ,01 7 x2_kepemimpinan ,112 ,049 ,234 2,274 ,02 6 x3_inovasi_manaje men ,238 ,077 ,322 3,100 ,00 3 a. dependent variable: y_performance_official_es_ivb table 2. summary of result of hypothesis testing of equalization model of structure 2 coefficients a model unstandardized coefficients standardized coefficients t sig. b std. error beta 1 (constant) 75,039 14,004 5,35 8 ,000 x1_kompetensi ,214 ,105 ,230 2,04 5 ,044 x2_kepemimpin an ,166 ,073 ,256 2,27 6 ,026 a. dependent variable: x3_management_innovation based on the calculation and testing of patch coefficient, it is acquired the calculation and testing result, namely the influence among variables as follows: (1) competence (x1) has direct positive influence over the performance of sturctural official of echelon ivb (y) it is obtained coefficient of py1 path of 0.250 with thitung value of 2.450, while ttabel is 1.993 (α = 0,05), as thitung>ttabel (α = 0,05), then h0 is rejected. the result of this hypothesis testing shows that thee is direct positice influence of competence (x1) over employee performance (y). (2) leadership (x2) has a direct positive influence on the performance of sturctural official of echelon ivb (y) is obtained coefficient of py2 path of 0.234 with thitung value of 2.274, while ttabel is 1,993 at α = 0.05, due to thitung>ttabel (α = 0,05), then h0 is rejected. the result of this hypothesis testing shows that there is a direct positive influence of leadership (x2) on the performance of sturctural official of echelon ivb (y). (3) achievement innovation (x3) has direct positive influence over the performance of sturctural official of echelon ivb (y) is obtained that the coefficient of py3 path is 0.322 with thitung value of 3.100, while ttabel is 1.993 (α = 0.05), due to thitung>ttabel (α = 0,05), then h0 is rejected. the result of this hypothesis testing shows that there is direct positive influence of management innovation (x3) over the performance of sturctural official of echelon ivb (y). (4) competence (x1) has direct positive influence over management innovation (x3) is obtained that the coeffient of p31 path is 0.230 with thitung value of 2.045, 9 while ttabel is 1.993 (α = 0.05), due to thitung>ttabel (α = 0.05), then h0 is rejected which means that competence (x1) has a direct positive influence over management innovation (x3). (5) leadership (x2) has direct positive influence over management innovation (x3) it is obtained that the coefficient of p32 path is 0.256 with thitung value is 2.276, while ttabel is 1,993 (α = 0.05), due to thitung>ttabel (α = 0.05), then h0 is rejected, which means that leadership (x2) has direct positive influence over management innovation (x3). discussion figure 2. scheme of research description: x1 : competence x2 : leadership x3 : management innovation y : performance of structural official of echelon ivb based on the findings above, the discussion of the result of research are as follows: (1) competence has apositive influence on the performance of structural official of echelon ivb, the data show that competence has a positive influence on the performance of structural official of echelon ivb of the one stop service agency of dki jakarta province. therefore, the better competence in the one stop service agency of dki jakarta province, the higher the performance of structural official of echelon ivb, this result is in accordance with the hypothesis submitted. (2) leadership has a positive influence over the performance of sturctural official of echelon ivb of the one stop service agency of dki jakarta province, it is obtained that leadership has positive influence on the performance of structural official of echelon ivb of the one stop service agency of dki jakarta province. therefore, the better leadership in the one stop service agency of dki jakarta province, the higher the performance of structural official of echelon ivb, this result is in accordance with the hypothesis submitted. (3) management innovation has positive influence on the performance of structural official of echelon ivb of the one stop service agency of dki jakarta province, it is obtained that management innovation has a positive influence over the performance of structural official of echelon ivb of the one stop service agency of dki jakarta province. therefore, the better management innovation in the one stop service agency of dki jakarta province, the higher 5 the performance of structural official of echelon, this result is in accordance with the hypothesis submitted. (4) competence has positive influence on management innovation, it is obtained that competence has positive influence over the management innovation available in the one stop service agency of dki jakarta province. therefore the better competence available in the one stop service agency of dki jakarta province, the higher the management innovation, this result is in accordance with the hypothesis submitted. (5) leadership has positive influence over management innovation, it is obtained that leadership has a positive influence on management innovation in the one stop service agency of dki jakarta province. therefore the better leadership available in the one stop service agency of dki jakarta province, the higher management innovation, this result is in accordance with the hypothesis submitted. conclusion based on the above findings, it can be concluded that (1) competence has positive influence on the performance of structural official of echelon ivb of the one stop service agency of dki jakarta province. it means that the improvement of competence will cause the increase of performance of structural official of echelon ivb. (2) leadership has positive influence on the performance of sturctural official of echelon ivb of one stop service agency of dki jakarta province. it means that the improvement of leadership will cause the increase of the performance of sturctural official of echelon ivb of one stop service agency of dki jakarta province. (3) management innovation has a direct positive influence on the performance of sturctural official of echelon ivb of one stop service agency of dki jakarta province. it means that the improvement of management innovation will cause the increase of the performance of sturctural official of echelon ivb of the one stop service agency of dki jakarta province. (4) competence has a direct positive influence on management innovation. it means that the improvement of competence will cause the improvement of management innovation. (5) leadership has direct positive influence over management innovation. it means that the improvement of leadership will cause the improvement of management innovation. references komite pemantauan pelaksanaan otonomi daerah (kppod) foreign and commonwealth office (fco)-british embassy, laporan penelitian badan pelayanan terpadu satu pintu (bptsp) di provinsi dki jakarta: perspektif kewenangan dan kelembagaan, international finance corporation (ifc), 2014, pp. 1-2. armstrong, michael, performance management key strategies and practical guidelines, 3 rd ed (london and philadelphia, 2006), p.7. 6 campbell, james quick and debran l. nelson, principle of organbizational behavior : realities and challenges, 6 th ed (singapore : international student edition), 2009, p.37. colquitt, jason a, jeffery a. lepine, dan michael j. wesson, organizational behavior, (london and philadelpia: mcgraw-hill higher education, 2006), p. 37. ivancevich john m., robert konopeske, dan michael t. matteson, organizational behavior and management, (new york : mcgraw-hill/ irwin, 2008), pp. 6364. michael armstrong, performance management, key strategies, and practical guidchines, (london and philadelpia, 2006), p.31. spencer, l. & spencer, s. 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(academy of management review, 2008, vol. 33, no. 4), pp. 825-845. international journal of human capital management, vol. 3 (1), june 2019 international journal of human capital management, vol. 3 (1), june 2019 1 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 3, no.1, june 2019, p 1-9 the influence of effectiveness of management, work culture, trust and engagement, towards work effectiveness of employee property company at jakarta dewi tridasawarsa state university of jakarta email: dewitridasawarsa_im13s3@mahasiswa.unj.ac.id maruf akbar state university of jakarta email: marufakbar@unj.ac.id thamrin abdullah state university of jakarta email: tabdullah@unj.ac.id abstract this study aims to measure and analyze the effect of management effectiveness, work culture, trust, and engagement on the work effectiveness of employees of family-based property companies in jakarta. a sample of 130 people was taken from 193 employee populations, using the slovin formula. this study uses a quantitative approach with linear regression analysis, single test, and path analysis. from the results of the study, it can be seen that: (1) management effectiveness, work culture, and trust have a positive and significant direct effect on work effectiveness, (2) effectiveness of management and work culture indirectly affect work effectiveness through trust, (3) engagement is not effect directly or indirectly on work effectiveness. the results of the study found that trust is the most influential and very significant variable in influencing the work effectiveness of employees in family companies. conclusions obtained, namely transparency, honesty, and fairness, and high integrity can make work more effective. keywords: management effectiveness, work culture, trust, engagement, work effectiveness. introduction many factors cause employee work to be ineffective, especially in a family-run company (basco & pérez rodríguez, 2011), where there is intense competition within the family environment itself which leads to power struggles that have an impact on many conflicts, intrigue, and high nepotism in every internal business process factor (visio, 2012). the main problem is that employees feel at this time is a long and layered bureaucracy, having a leader comes from nepotism (mutlu, 2000), elements of likes and dislike of directors / management are very thick, making employees feel anxious (jones, 2012), which has a high employee turnover that exceeds the normal rate and the high level of employee absence (wijnmaalen, julia; heyse, liesbet; voordijk, 2016). regarding the character of family companies that cause poor conflict management (villalonga & amit, 2006), employee turnover (de lange, de witte, & notelaers, 2008) and high employee absence rates (gosselin, lemyre, & corneil, 2013), researchers see the mailto:dewitridasawarsa_im13s3@mahasiswa.unj.ac.id mailto:marufakbar@unj.ac.id mailto:tabdullah@unj.ac.id international journal of human capital management, vol. 3 (1), june 2019 2 | p a g e ineffectiveness of employee work in realizing the planned work plan. following is a graph of employee turnover and absence: picture 1 employee turn over (%) resources : human capital division pt. md the problem that is often faced besides the turnover of 3% is employee absence on certain days (demerouti, le blanc, bakker, schaufeli, & hox, 2009), namely h-1 day off. some employees choose not to attend work, especially reasoned sick and not present without any information (cooper & dewe, 2013) as follows: picture 2 employee absenteism resources : human capital division pt. md the goal of the research is to finding the answer of twelve hypothesis as follows (1) does management effectiveness have a positive direct effect on work effectiveness, (2) does work culture has a direct positive effect on work effectiveness, (3) does the trust have a direct positive effect on work effectiveness, (4) does engagement have a direct positive effect on work effectiveness, (5) does management effectiveness have a direct positive effect on the trust, (6) does work culture has a direct positive effect on trust, (7) does management effectiveness have a positive direct effect on engagement, (8) does work culture has a direct positive effect on engagement, (9). does management effectiveness have a positive indirect effect on work effectiveness through trusts, (10). does work culture has a positive indirect effect on work effectiveness through trusts, (11) does management effectiveness have a positive indirect effect on work effectiveness through engagement, (12) does work culture has a positive indirect effect on work effectiveness through engagement. 2.3 3.4 3.1 3.2 2.7 3.1 2.7 2.9 2.7 3.5 3.1 3.2 0 0.5 1 1.5 2 2.5 3 3.5 4 bogor cinere karawaci head office 2014 2015 2016 0% 2% 4% 6% 8% work day h-1 day off 2% 3% 1% 2% 1% 2% leave no notice sick international journal of human capital management, vol. 3 (1), june 2019 3 | p a g e the novelty of this research as follows, (1). in examining the object of work effectiveness, this research is more complete, more comprehensive, more detailed, and more research variables than previous studies, (2) out of 72 (seventy two) global studies relevant to this study, none of them discussed the effect of management effectiveness, work culture, trust, and engagement on employee work effectiveness simultaneously, many other studies conducted research separately, (3). another novelty in this study is the existence of mediating variables from trust and engagement to work effectiveness, where related to this the researchers added sobel test to see the indirect influence, (4). in this study it was found that trust is the most influential variable in making employees effective for work, (5). in this study it was found that engagement has no effect in making employees effective for work. literature review trust is the feeling of trust and confidence of employees in management and companies in managing their business. trust in the organization is important (avolio, gardner, walumbwa, luthans, & may, 2004). organizations that have high trust from employees are easier to carry out their operational activities (muhl, 2014). with high trust, a commitment to carry out activities more strongly, the risk of internal intrigue is smaller, productivity and performance of employees and organizations ultimately increases (tirelli, andrew; goh, 2015). trust in the company has a strong positive impact on emotional commitment. employees (de vries, bakker-pieper, & oostenveld, 2010). work effectiveness in this study is the accuracy in the implementation of employee work in accordance with the targets set by management. this is in accordance with expert opinion, work effectiveness is shows persistence in overcoming obstacles (spartan, 2016), is a measure of the achievement of a task or goal with indicators of realization of achievement by planning, measuring the success of the policy, controlling operational activities (schermerhorn, 2013), is an evaluation of how people, rather than processes or markets, react to client demands” (schlenker, lee; matchan, 2015). management effectiveness in this study is the accuracy of management work in protecting the values of the company and achieving the goals set by using the rules of the poac. this is in accordance with expert opinion, management effectiveness is acquiring power, active listening, assessing cross-cultural differences, budgeting, choosing an effective leadership style (robbins & coulter, 2011), good in empowering skill (daft, 2014), defined as the satisfaction and commitment (luthans, 2010), balance in task and people oriented (c levy, 2010), take ethical decisions and value commitment to an organization (chen, 2015), protecting values and achieving goals and objectives (hockings, 2010). work culture in this study is the values of employee work behavior in thinking and acting that are cultured and become a driving force that can be used to improve efficiency and cooperation between employees who work in the company. this is in accordance with expert opinion, work culture is a combination of qualities to think and act (rollins & robert, 2010), habits that employees do in thinking and acting (bersin et all, 2015), habituating process (levy, 2010), internalized psychological framework (osborn, 2010), learning in dealing with problems (amnuhai, 2013), discipline, openness, mutual respect, cooperation (kreitner, 2013), set of assumptions, understandings, and beliefs shared by a working community (lotze, 2014). the trust in this study is the positive expectation of the employees on honesty and commitment of management that brings confidence and truth in conducting collaborative work. this is in accordance with expert opinion, the trust is a psychological part to accept deficiencies based on positive expectations of the intentions or behavior of others (rousseau et al, 2012), trust is a psychological idea, experience from the results of the interaction of values, attitudes, moods and emotions with others (jones, g.r. and george, 2013), honesty and cooperative behavior sharing the same norms and values (p.m doney, j.p cannon, 2014), positive attitudes towards goodwill and the reliability of others who are trusted in international journal of human capital management, vol. 3 (1), june 2019 4 | p a g e situations that are volatile and risky (long & sitkin, 2014), trust reflects an aspect of possibility, namely expectations (r. bhattacharya, t.m. devinney, 2009). engagement in this study is employee positive attitudes and behaviors towards the company that improve performance and commitment so that they can work in total / all-out. there are several theories that say that engagement influences the work effectiveness of employees, but there are some recent theories that say otherwise. this is in accordance with expert opinion engagement is an illusory power that motivates employees to improve performance at a higher level (gill, 2014), is the degree to which an employee is able to commit to an organization (lindgren, 2016), improve performance in work for the benefit of the organization (albdour & altarawneh, 2014), commitment, and loyalty (yuan, lin, shieh, & li, 2012). methodology this study uses quantitative methods and is analyzed by path analysis. samples were taken using simple random sampling technique in a homogeneous population of 193 people. the number of samples is determined by the slovin formula with a 5% error margin of 130 people with the following formula: picture 3 formula slovin the sample criteria are as follows: picture 4 sample criteria processing data using spss version 24.00 software. aside from the significance test t, a sobel test is conducted to test the direct indirect effect or intervening variable namely trust and engagement with the following formula: picture 5 sobel formula international journal of human capital management, vol. 3 (1), june 2019 5 | p a g e the research drawings in this study consist of three structural equations as follows: picture 6 research flow chart 1. result the research instrument test was carried out through the validity-reliability test to ensure that the questionnaire prepared could be understood by the respondents and had measurement consistency (ghozali, 2005: 41). the dependent variable is y (work effectiveness) and the independent variables are : x1 (management effectiveness), x2 (work culture), x3 (trust), and x4 (engagement). table 1 operational variables no variables indicator reference 1 management effectiveness 1. running poac, work planning, organization & work actuation, control & evaluation of work results. 2. empower employees and resources appropriately. 3. paying attention to employee job satisfaction by providing the right reward. 4. resolve work problems / conflicts appropriately. 5. establish & control work quality standards. 6. implement rules & work discipline. robbins & coulter (2011), daft (2014), luthans (2010), silverthorne (2015), gibson (2012) 2 work culture 1. have positive habits that tend to work. 2. have a commitment to be professional at work. 3. having a work ethic that reflects high values. 4. there are positive habits in increasing the comfort of the work atmosphere. 5. there is character formation in the habituating process. rollins & robert (2010), wakefield (2015), levy (2010), lotze (2014), mills (2010) 3 trust 1. positive thinking about the intentions of management. 2. able to behave cooperatively towards management decisions. 3. able to behave honestly & can be trusted. 4. have a healthy and good reciprocal working relationship. rousseau (2012), jones (2013), doney (2014), robinson (2010), pruit (2009) international journal of human capital management, vol. 3 (1), june 2019 6 | p a g e 5. have positive expectations for a closer working relationship. 4 engagement 1. have a high commitment to work and the company. 2. having high work dedication. 3. having high work interest. 4. have pride in the company. norton (2014), federman (2016), schaufeli (2011) 5 work effectiveness 1. able to carry out work systematically, persistently, with the right time. 2. able to achieve work realization that is right on target according to the work plan. 3. able to overcome the workload and risk. 4. optimizing work facilities & infrastructure to support work success. 5. use adequate competence & expertise to achieve work success. 6. having the right character to achieve work results. spartan (2016), genesys (2014), haden (2016), schlenker & marchan (2015) result and discussion based on the findings in this study it can be argued that management effectiveness actually has a direct effect on trust. this is in line with luthans' theory, that human resources are said to be successful if management is able to establish information and communicate with each other, pay attention to and empower employees, resolve conflicts, and trust their organization (norman, avolio, & luthans, 2010). this opinion is in line with gardner's research regarding leadership effectiveness in management that affects employee trust (gardner, 2012). based on the findings of this study, it can be stated that management effectiveness actually has a direct effect on work effectiveness. this is in line with the research conducted by genesys, that management effectiveness can encourage employees to work prioritizing priorities, handle multiple projects simultanesously, set regular project goals, show persitence in overcoming obstacles, and ensure follow-through to desire results (genesys, 2014 ) this means that the higher the effectiveness of management, the better the work effectiveness of employees, this is also in line with the research conducted by tucker et al which emphasizes effective leader behavior and direct involvement in operations (a.l.a & s.j.b, 2015). based on the findings of this study, it can be stated that management effectiveness actually has a direct effect on engaement. this is in line with medlin's theory which says that the impact of effective management will result in employees who are more involved in their work (medlin, b., green, 2014). management that performs its functions effectively makes employees comfortable and at work. this is in line with the research conducted by hasan who said that effective leaders will produce employees who are tied to the company (hassan & ahmed, 2011). based on the findings in this study it can be argued that work culture actually has a direct effect on trust. this is in line with rollins' theory which says that work culture is consistent, influencing the overall performance of the organization. and generate employee trust in management and the company (rollins & robert, 2008). this is also in line with research related to work culture that influences employee job satisfaction (santosh dev; santoshi sengupta, 2015), as well as work culture related to company performance (bendassolli, 2017) and employee performance (den hartog & verburg, 2004). based on the findings in this study it can be argued that work culture actually has a direct effect on engagement. this is in line with the theory from schaufeli that positive work culture has an impact on employees who are happier, healthier and more productive (schaufeli et al., 2002). this is also in line with the research of timms et al which argues that work culture that brings flexibility will result in employees being more comfortable in their work (timms et al., 2015). international journal of human capital management, vol. 3 (1), june 2019 7 | p a g e based on the findings in this study it can be argued that work culture actually has a direct effect on trust. this is in line with rollins' theory which says that work culture is consistent, influencing the overall performance of the organization. and generate employee trust in management and the company (rollins & robert, 2008). this is also in line with research related to work culture that influences employee job satisfaction (santosh dev; santoshi sengupta, 2015), as well as work culture related to company performance (bendassolli, 2017) and employee performance (den hartog & verburg, 2004). based on the findings in this study, it can be stated that the trust actually has a direct effect on work effectiveness. this is in line with bowen et al's research regarding management sovereignty in giving trust to employees (cropanzano, bowen, & gilliland, 2007), where one type of authentic leadership based on servant leadership principles brings effectiveness to teamwork (rezaei, salehi, shafiei, & sabet , 2011), while trustworthy management can make employees work more performably (ashley fulmer & gelfand, 2012). a comprehensive assessment of work effectiveness needs to be done in view of the limitations in this study. this is because there are other variables that influence work effectiveness that need to be studied further such as bureaucratic reform, organizational behavior, reward and punishment systems, compensation, job satisfaction, work motivation, leadership behavior and so on. the many variables that influence this work effectiveness indicate that all factors can have a link with work effectiveness, this also means that work effectiveness variables have a large influence on the sustainability or the future sustainability of the company. conclusion based on the results of research, data analysis and statistical calculations and hypothesis testing, conclusions are obtained as follows, in family companies, trust is the biggest foundation in the effectiveness of all jobs. management will not be effective if it acts inconsistently, makes decisions based on like or dislike, recruits high-ranking officials based on nepotiseme, many family interest conflicts that influence decision making, the number of intrigues and conflicts that are created by themselves by 'family clans', gives increased welfare based on' closeness' not because of work performance, will have an impact on employee trust in management. management effectiveness has a positive direct influence on work effectiveness. that is, the management of the company that performs its work function effectively, will improve the work effectiveness / work effectiveness of employees in the company. if all policies from very large to very small matters are decided by top management, this will have an impact on work effectiveness in the field. a job will be done longer because it awaits the decision of the top management center. trust has a positive direct effect on work effectiveness. this means that the higher the employee trust in the company, the more effective employees will be at work. trusts create a comfortable and conducive working atmosphere so that employees can feel security to behave the way they are. for this 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(2016). organisational commitment and turnover intentions in humanitarian organisations. international journal of human resources development and management, vol.16 no.(17 mar 2016), 47–66. https://doi.org/10.1504/ijhrdm.2016.075372 international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 4 (1), june 2020 80 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 4, no. 1, june 2020, p 80-84 strategic leadership for the implementation of three values of higher education performed by the indonesian defense university (idu) in the 2015-2018 period ahmad gafuri dohamid universitas negeri jakarta email: ahmadgafuri_im12s3@mahasiswa.unj.ac.id ma’ruf akbar universitas negeri jakarta email: maruf.akbar@unj.ac.id muchlis r. luddin universitas negeri jakarta email: rantoni.luddin@unj.ac.id abstract this research will discuss about idu’s management in strategic leadership to implement three values of higher education in the 2015-2018 period of time using qualitative method of research. the result obtained from the research shows that in educational aspect, idu has taken necessary strategic steps for its improvement. idu manages the resources that are owned by idu in academic aspect. idu has done management processes according to the vision and mission during their time of leadership. in research department, the strategic leadership of idu is not conducted optimally, especially when using and keeping the core competency. in community service, idu is not capable in creating an innovation for the community. it is also found in the research that the biggest challenge that idu has is regarding human resources. most of the lecturers teach in idu do not have defense background in their previous education. keywords: three values of higher education, strategic leadership, higher education management, indonesia defense university. received: 15 november 2019 ; accepted: 5 march 2020 ; publish; june 2020. how to cite: dohamid, a.g., akbar, m., & luddin, m.r. (2020). strategic leadership for the implementation of three values of higher education performed by the indonesian defense university (idu) in the 2015-2018 period. international journal of human capital management, 4 (1), 80-84. https://doi.org/10.21009/ijhcm.04.01.07 http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 4 (1), june 2020 81 | p a g e introduction higher education is an educational institution that plays an important role in nation building. indonesian law, number 12, the year of 2012 concerning higher education states that one of the functions of higher education is to carry out the functions of three values of higher education. the implementation of three values of higher education will not be achieved optimally if the said implementation is not supported by a qualified higher education management. furthermore, a qualified higher education management has to be supported by a strategic leadership of the university leader. idu as one of the higher education institution also faces several challenges both in academic and non-academic aspects while implementing the three values of higher education. the goal of the research is to find the answer of four research questions, as follows: (1) how is the strategic leadership in implementing three values of higher education in academic aspects, (2) how is the strategic leadership in implementing three values of higher education in research department, (3) how is the strategic leadership in implementing three values of higher education in community service, and (4) what are the obstacles faced in implementing three values of higher education performed by the indonesia defense university (idu). the novelty of this research as follows: (1) focus of this study related to strategic leadership in the context of management for implementing three values of higher education by idu has never been done before, (2) in analyzing the object of the study, this research is more complete and more comprehensive than previous studies, and (3) in this study, it was found that although idu faces many obstacles, idu continues to strive to achieve its vision as world class university by improving the quality of lecturers, students, and facilities. literature review this study uses six related theories to help analyze the problems and formulate the problem-solving in this research. the first theory that will be used in this study is management theory. management is defined as a science and art in organizing to regulate others in an effort to achieve an organizational goal (terry and rue, 1992). according to griffin (2015, p.1), the management process itself consists of planning, organizing, actuating, and controlling. meanwhile, according to malayu p. hasibuan management can also be defined as the management of existing resources in an organization to achieve its goals, such as people, money, materials, machine, and market. the second theory is higher education management theory. in this theory, the implementation of higher education refers to the existing national standards, namely national standards of education, national standards of academic research, and national standards of community service. this standards is already regulated in the ministry research, technology, and higher education of the republic of indonesia regulation and apply to all universities in indonesia, including idu in implementing the three values of high education. the third theory that will be used is organization theory. based on the theory according to hicks (1972, p.15), the organization consists of number of people who works and interacts with each other in an organizational structure that has a common goal, namely achieving the vision and mission of the organization. the forth theory is nonprofit organization theory. nonprofit organization is an organization whose purpose is not to take profit (koteen in salusu, 2015, p.15). nonprofit organizations can include public services, such as schools, hospitals, and community assistance (oleck in salusu, 2015, p.15). like any other organizations, nonprofit organizations consist of a group of people who have a common goal. the fifth theory is leadership theory. based on yukl’s definition, leadership is the art, ability and skills of a person or group who occupies a position as leader of a work unit in the form of a relationship or process to influence, convince, inspire and guide the international journal of human capital management, vol. 4 (1), june 2020 82 | p a g e behavior of others, especially followers or subordinates through the communication process (2009, p.9). overall leadership functions are setting goals, guiding, leading, giving or developing work motivation, driving an organization by structuring group structures, establishing good communication networks, building teams, creating unity, maintaining harmonious cooperative relationships, providing supervision or supervision and efficient evaluation, process control, delegation and delegation of authority and bringing followers to the intended target in accordance with the provisions of time and planning. the last theory that will be used in this research is strategic leadership theory. strategic leadership is the ability of a leader to communicate the vision of the organization and always inspire all members to keep going in line with that vision (kotter, 1996, p.16). according to slawinski (2007, p.297), a strategic leader must be able to anticipate environmental changes in the future and be flexible to changes to achieve organizational goals. a strategic leader must have several criteria for effective strategic leadership, namely the leader can determine the strategic direction, utilize and maintain core competencies, develop human resources, maintain an effective organizational culture, emphasize ethical practices, and create a balance of organizational control (hitt et al., 2001, p.500). these six criteria will be used in this study. research method this study uses qualitative method and is analyzed by phenomenology study. primary data sources used in this study come from research subjects (bandur, 2016, p.18). the research subjects are people who are directly involved in primary data collection and are the resource persons in the interview activities. determination of informants is done by finding key informants based on purposive sampling and to add depth to the data of researchers using snowball techniques (arikunto, 2010, p.183). result and discussion based on the findings in this study, it can be argued that idu’s strategic leadership in implementing the three values of high education has not been effective. in the field of education itself, some lecturers at idu still lack of mastery in the fields that being taught and their educational background is not linear. lecturers at idu are allowed to teach only limited to their experience in the field of defense. this is indeed because there are no doctors in defense science in indonesia yet. other than that, not all study programs at idu have a semester learning plans and teaching materials. some of them only have power point, which cannot be used as a teaching reference. idu itself has made edom (student evaluation of lecturers) for evaluation, but this system is felt to be less effective by students because of the large number of lecturers who teach for only one course. as mentioned earlier, idu also has not yet provided academic space to free lecturers and students to think critically. previously, there is no research that studies about the implementation of three values of high education in idu. but there is some previous research that studies about strategic leadership in management, such as a research written by cagdas emiroglu and didem ozer caylan in 2014 about “the importance of strategic leadership for port management: a delphi research on top managers of turkish private port”. other than that, previous research that studies about strategic leadership in management is “the importance of strategic leadership in healthcare management”, written by fatih budak and ahmet kar in 2014. the difference between this research and the previous research is in the research object. idu’s strategic leadership in education continues to be improved in order to achieve idu’s organizational goals as a world class university. as explained earlier, many idu lecturers are born from the military or even many of them are still very thick with their military style. from this phenomenon, arises a question how idu’s lecturers that comes from the military became humanists and academics. to answer this question, idu continues to improve the quality of the international journal of human capital management, vol. 4 (1), june 2020 83 | p a g e human resources of the lecturers by sending them to school with the help of funds from idu itself. the strategic leadership undertaken by idu in the field of education can also be seen from their decision to start phd program in defense studies at idu. this will certainly help idu to maintain their core competencies and improve their quality, because idu’s lecturers' problems that are not linear can be resolved later. in addition, a strategic decision made by idu to improve the quality of lecturers is by collaborating with other universities to organize basic instructional engineering skills improvement (peningkatan keterampilan dasar teknik instruksional/pekerti), which is a professionalism development training for beginner lecturers. for senior lecturers at idu itself pekerti applied approach training is provided as a refresher program. another problem found is in the research aspect, so far the results of research conducted by lecturers are still normative and sometimes do not even touch the nature of the research itself. in terms of quantity, idu’s research results are satisfactory. however, the results of the study are based on quality standards that the research results of universities must strive to develop knowledge, in this case the science of defense, idu is still far from expectations. in fact, the various results of idu’s research should be expected to provide benefits and input to idu and stakeholders in the ministry of defense. not to mention the phenomenon of the results of the implementation of research activities or research impressed to abort the obligation for lecturers to examine it without being accompanied by an increase in the quality of research so that it can benefit the community. at the time of its establishment, idu’s journal was still not accredited either at the national level or at a higher level. then, the leadership efforts undertaken by increasing the rating of idu’s journal so it can meet the requirements to publish nationally. thus, at the moment idu’s journal has been registered in the ministry research, technology, and higher education of the republic of indonesia and has already obtained issn. the final aspect in the three values of higher education, which is community service. in this aspect, idu still needs to improve the quality of community service programs, where the existing programs have no evaluation so that the success of the program cannot be measured. in addition, community service carried out by idu still has not touched crucial aspects. from the management aspect itself, the work mechanism between sub-work units in idu has not run well due to lack of coordination. the organizational culture in idu itself prioritizes military culture with a command system. this sometimes makes employees at idu more focused on obedience to superiors, rather than focusing on the development of science and management of tertiary institutions. related to the method as an organizational guide, idu also has another obstacle, namely the function of the chancellor at idu also concurrently as ex-officio chairman of the senate. the chancellor and senate positions are supposed to be separated, because the senate should be a balance of organizational control and the chancellor himself functions as a supervisor. conclusion and recommendation idu has taken strategic steps deemed necessary for the advancement of idu. idu also has a strategic direction for implementing the three values of higher education in the context of education. the university's strategic achievements, such as those mentioned above, serve as a benchmark for the success of this organization. although there is still much that needs to be addressed from the management system at idu itself, such as monitoring and evaluation which must still be done through the edom system. idu is considered as the thinktank of the ministry of defense which is expected to be able to provide input to the government on defense issues, meanwhile idu has not been able to contribute directly to government policy. idu’s research results have not been used as material for consideration by relevant stakeholders. research conducted seems to be normative and does not contribute significantly to society. however, idu’s journal which is now registered in the ministry research, technology, and higher education of the republic of indonesia and has already obtained issn can help idu become a forum for idu researchers and in the future the results of research that have been done can be taken into consideration by the ministry of defense. international journal of human capital management, vol. 4 (1), june 2020 84 | p a g e in the implementation of community service, every university, including idu, has basic values that must be upheld when implementing community service programs. ethical values and practices that are continuously emphasized by idu are identity, nationalism, and integrity. these three values must be upheld by all idu academic community members when they are conducting the three values of higher education. in addition, idu has not been able to make an innovation related to community service. references 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(2009). kepemimpinan dalam organisasi. edisi kelima. alih bahasa: budi supriyanto. jakarta: pt indeks. international journal of human capital management, vol. 3 (1), june 2019 international journal of human capital management, vol. 3 (1), june 2019 48 | p a g e the effect of military ethics and motivation on the national commitment of the indonesian military bambang heru sukmadi state university of jakarta email: bambangheru_im16s3@mahasiwa.unj.ac.id ma’ruf akbar state university of jakarta email: maruf.akbar@unj.ac.id billy tunas state university of jakarta email: tunas.billy@gmail.com zulfia khalid state university of jakarta email: khalidzulvia@gmail.com abstract this research is aimed to explore and find out the effect of military ethics and motivation on the national commitment of the soldiers of the indonesian army. the research is conducted on the soldiers in the rank of non-commissioned and enlisted soldiers at one of the indonesian army units in jakarta. the data is collected with the survey method on the sample that comprises of 83 respondents which are taken with a simple random sampling technique. the data is analyzed quantitatively from an organizational behavior perspective with the path analysis technique. the test of normality and linearity of each regression between variables results in a normal distribution of residual and linearly related. the results of this research show that (1) military ethics has a positively direct effect on national commitment; (2) military ethics has a positively direct effect on motivation; (3) motivation has a positively direct effect on national commitment; (4) military ethics has an indirect effect on national commitment through motivation. keywords: national commitment, military ethics, motivation, indonesian military introduction since entering the 20th century the process of globalization has been accelerating with increasingly strong influence reaching all corners of the world. the world seems to turn into a global village. the encounters among people from different parts of the world with various lifestyles, cultures, and interests bring impacts into a nation positively as well as negatively. the impacts on the national identity of a nation are inevitable (bechhofer & mccrone, 2009; mccrone & bechhofer, 2015). the life of a nation faces an increasingly strong attraction between centrifugal forces which bring outward looking insight and centripetal forces that bring inward looking insight (supriyatno, 2014). the attractions of these two forces have given rise to the global paradox phenomenon. when the world seems to unite, small forces emerge in the field of various aspects of life such as political, economic, social and cultural (naisbitt, 1994). globalization brings about the growing of cosmopolitanism and the weakening of nationalism. at international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 3, no.1, june 2019, p48-58 mailto:bambangheru_im16s3@mahasiwa.unj.ac.id mailto:maruf.akbar@unj.ac.id mailto:tunas.billy@gmail.com mailto:khalidzulvia@gmail.com international journal of human capital management, vol. 3 (1), june 2019 49 | p a g e the same time, the weakened sense of nationality of some citizens brings the tendency of individualism (soebhan, 2017) and raises the expression of self-identity that is often excessive based on their narrow primordial ties (waluyo r. jati, 2017). such conditions are consistent with the results of research conducted by mau et al. in germany, by tiley and heath in england, and ashuri in the united states of america (ariely, 2012). similarly, the results of a study in israel showed that 54% of high school students tended to avoid compulsory military service (adres, vanhuysse, & vashdi, 2012). whereas in indonesia, the results of a study stated that 59.9% of respondents had hatred towards certain groups which 92.2% disagreed if there were members of the hated group became government officials and 82.4% did not want to live next door (azis, 2017). according to the results of research conducted by sairin, the adoption of global modernity in the midst of some traditional indonesian society has resulted in cultural ambiguity. the community is no longer traditional but also not modern. as a result, cosmopolitan culture evolved in one group, while sectarianism grew stronger in other groups (sairin, 2004). for that reason, national commitment is deemed feasible to be studied especially for the soldiers because national commitment is the backbone of the military profession (gal, 1985). accordingly, this study aims to find out the effect of military ethics and motivation on the national commitment of soldiers in the indonesian military. the variable of national commitment is defined as an intersection between the variable of organizational behavior and the variable of personality and cultural values. those two variables are intersected because national commitment does not comprise the dimension of continuance commitment, while it comprises several dimensions of the variable of personality and cultural values. several dimensions of personality and cultural values covered in national commitment are conscientiousness, agreeableness, emotional stability, and collectivism. this definition of national commitment is the novelty or the state of the art of the study. literature review in this research, the national commitment of soldiers is studied in the perspective of organizational behavior. however, based on 15 organizational behavior variables as theorized by colquitt, lepine, and wesson there are no national commitment variables (colquitt, lepine, & wesson, 2015). the variable of organizational behavior that has a closest, although not exactly the same, meaning to national commitment is organizational commitment. of course, the soldiers are organized into military units (organizations), but the commitment is not limited to the interests of the organization. the commitment extends to beyond the organization interests which is the interests of the nation who had created the military organization. the soldiers even remain committed to national interests when they have retired and no longer to be a member of the military unit. in addition, the realm of national commitment comprises only affective commitment and normative commitment. it is different from organizational commitment which consists of affective, normative, and continuance commitment (colquitt et al., 2015). in order that the commitment includes national interests, it should be featured with several relevant aspects of personality and cultural values variable. those aspects are conscientiousness, agreeableness, and emotional stability which are the aspects of personality, and collectivism which is the main aspect of cultural values (colquitt et al., 2015; deresky, 2014; gibson et al., 2012; langton, robbins, & judge, 2016). thus it can be said that the variable of national commitment is the intersection between organizational commitment with personality and cultural values. this construction of national commitment is the result of deductive reasoning from the theory along with inductive reasoning from the results of various empirical studies such as those conducted by choi, oh, & colbert (2015); cohen (2011); syed, saeed, & farrukh (2015); and williamson, burnett, & bartol (2009). the results of those empirical studies demonstrate that the several aspects of personality and cultural value mentioned have closely related to commitment. international journal of human capital management, vol. 3 (1), june 2019 50 | p a g e regarding military ethics, ethics refers to moral norms that determine whether an action is right or wrong so that the outcome is good or bad (mcshane & von glinow, 2018). ethics provide moral guidance to decide what actions must or must not be done. the decision in question is not only organizational decisions but also one's decisions on his/her own actions. how far the application of ethics in behavior is determined by the level of concern for ethical issues, the degree of consistent intention to apply the ethical norms, and the level of will power to apply the ethical norms into behavior (colquitt et al., 2015). there is ethics which only applies to persons with certain professions which are formulated into a professional code of ethics including military ethics. based on the professional code of ethics, the professionals are not only bound by authoritative legal norms but are also by philosophical moral norms. therefore, the professional community can also be called a moral community (bertens, 2013). within the indonesian military including the army, there are two codes of ethics, namely sumpah prajurit (soldier's oath) and sapta marga (seven ways). those two codes of ethics are moral norms for carrying out the duties of the indonesian military in serving the state and nation. soldier's oath is a vow/promise of every soldier before god almighty, while seven ways is a statement of morality as citizens, patriots, knights, and indonesian soldiers to serve the country and nation of indonesia. relating to national commitment, various theories explain that ethics has a positive effect on national commitment which includes the aspects of affective commitment, normative commitment, conscientiousness, agreeableness, emotional stability, and collectivism (colquitt et al., 2015; george & jones, 2012; ivancevich, konopaske, & matteson, 2014; robbins & judge, 2017). some studies also provide empirical evidence of this effect, for example, research conducted by moore & moore (2014); novianti & gunawan (2010); okpara & wynn (2008); and vitell & singhapakdi (2008). colquitt et al. (2015); george & jones (2012); and langton et al. (2016) also explained that aspects of national commitment were also positively influenced by motivation. motivation is the inner (intrinsic motivation) or outer (extrinsic motivation) driving force of a person that determines the direction, intensity, and persistence of his/her actions to achieve certain goals (colquitt et al., 2015). if the goal has not been achieved, strong motivation will persist and then become a commitment (hernandez, 2010). the positive influence of motivation on national commitment is also proven empirically in the results of several studies, for example, those conducted by asgari (2014); huang (2015); and rahmawati, abiddin, & ro’is (2015). a brief description above has explained that various theories and research shows that ethics has a positive effect on national commitment and motivation, while motivation itself also has a positive effect on national commitment. based on sillogism logic (suriasumantri, 2017), it can be concluded that ethics also has an indirect effect on national commitment through motivation. therefore, this study aims to (1) study and find out the direct effect of military ethics on the national commitment of the indonesian soldiers; (2) study and find out the direct effect of the military ethics on the motivation of the indonesian soldiers; (3) study and find out the direct effect of motivation on the national commitment of the indonesian soldiers; and (4) study and find out the indirect effect of military ethics on the national commitment of the indonesian soldiers through motivation. methodology the effect of military ethics and motivation on national commitment was studied in the perspective of organizational behavior with a quantitative approach. the research was carried out in one of the indonesian army units in jakarta. the number of respondents is 83 people that consist of the soldier in the rank of non-commissioned and enlisted. due to the population is homogeneous, the sample is taken with a simple random technique. data collection used survey methods through questionnaire items that must be answered by respondents. then, the collected international journal of human capital management, vol. 3 (1), june 2019 51 | p a g e data was quantified on a one to five scales. product moment correlation is used to test the validity of the research instrument, while the reliability is measured based on the alpha cronbach value. the test applied to 30 respondents result in 100 valid instruments out of 109. the alpha cronbach value of national commitment: 0.923; soldier ethics: 0,916; and motivation: 0.946, which means the reliability of the instrument for each variable is high (good). those 100 valid instruments were used to measure the variables studied. each of variables is measured on its indicators. the indicators of national commitment are derived from the definition of organizational commitment as an emotional commitment and the definition of personality and cultural values (colquitt et al., 2015; george & jones, 2012; mercurio, 2015). based on the definition, the indicators of national commitment (y) are (1) suitability of individual values with the profession; (2) caring and pride in the indonesian military and nation; (3) willingness to work beyond the call of duty; (4) strong desire to succeed in every task; (5) strong desire to build togetherness; and (6) satisfaction in addressing works and life. the indicators of military ethics are based on four-component model of ethical decision making (colquitt et al., 2015). the indicators of military ethics (x1) are (1) the level of concern for ethical issues; (2) the level of consistency of the desire to implement a code of ethics; and (3) the level of will power to apply the code of ethics into behavior. the indicators of motivation are based on mcclelland’s needs theory (bateman & snell, 2015). the indicator of motivation (x2) are (1) the desire for achievement; (2) the desire for affiliation; and (3) the desire to use social power. the numerical data collected was analyzed quantitatively with the path analysis technique utilizing spss 22 software. the indicators of each variable are recapitulated as shown in tabel-1, and the model of the research is depicted in figure-1. table-1. operational table no. variable indicator reference 1 national commitment 1. suitability of individual values with the profession 2. caring and pride in the indonesian military and nation 3. willingness to work beyond the call of duty 4. strong desire to succeed in every task 5. strong desire to build togetherness 6. satisfaction in addressing works and life colquitt, lepine, and wesson, 2015; george and jones, 2012; mercurio, 2015 2 military ethics 1. the level of concern for ethical issues 2. the level of consistency of the desire to implement a code of ethics 3. the level of will power to apply the code of ethics into behavior colquitt, lepine, and wesson, 2015 3 motivation 1. the desire for achievement 2. the desire for affiliation 3. the desire to use social power bateman and snell, 2015 international journal of human capital management, vol. 3 (1), june 2019 52 | p a g e figure-1. research model according to the model, thera are four research hypotheses to be tested. those are: h1: military ethics has a positive direct effect on national commitment. h2: military ethics has a positive direct effect on motivation. h3: motivation has a positive direct effect on national commitment. h4: military ethics has an indirect effect on national commitment through motivation. prior to data analyzing and hypotheses testing, the test of normality and linearity are applied to the data to meet the analysis requirements unless the result of the analysis will not be valid to predict the population. the normality test is to determine whether the estimated residual in each regression is normally distributed, the linearity test is to determine whether the relationships between variables in each regression are linear. the estimated residuals are normally distributed if the value of asymp. sig. (asymptotic significance) of the regression between two variables is greater than 0.05, and two variables are linearly related if the value of sig. is smaller than 0.05. the results of the test of analysis requirements indicate that the estimated residuals in each regression are normally distributed, and each relationship between two variables is linear. a summary of the results of the normality and linearity test is presented in table-2. tabel-2. the result of analysis requirements test regression normality linearity asymp. sig. conclusion sig. conclusion y on x1 0,200 > 0,05 normal 0,000 < 0,05 linear x2 on x1 0,065 > 0,05 normal 0,000 < 0,05 linear y on x2 0,200 > 0,05 normal 0,000 < 0,05 linear result and discussion 1. descriptive statistic the statistics of national commitment variable comprises of mean: 121.71; mode: 125, and standard deviation: 7.171. the calculated coefficient of skewness is -0.459. the sequential list of mean score from the highest to lowest based on the measurement of each indicator is (1) caring and pride in the indonesian military and nation: 394.75; (2) suitability of individual values with the profession; 377.00; (3) strong desire to build togetherness: 374.80; (4) strong desire to succeed in every task; 369.00; (5) satisfaction in addressing works and life: 368,60; and (6) willingness to work beyond the call of duty: 361.25. the statistics of military ethics variable comprises of mean: 99.4; mode: 100, and standard deviation: 5.548. the calculated coefficient of skewness is -0.108. the sequential list of mean score from the highest to lowest based on the measurement of each indicator is (1) the level of concern for ethical issues: 381.11; (2) the level of will power to apply the code of ethics into behavior: 372.57; (3) the level of consistency of the desire to implement a code of ethics: 368.67. national commitment (y) military ethics (x 1 ) motivation (x 2 ) international journal of human capital management, vol. 3 (1), june 2019 53 | p a g e the statistics of motivation variable comprises of mean: 118,65; mode: 119, and standard deviation: 8.005. the calculated coefficient of skewness is -0.044. the sequential list of mean score from the highest to lowest based on the measurement of each indicator is (1) the desire for achievement: 374.78; (2) the desire to use social power: 360.78; and (3) the desire for affiliation: 358.67. 2. calculation of coefficients path analysis was performed on structure-1 which analyzed the regression of national commitment on ethics and motivation, and structure-2 which analyzed the regression of motivation on ethics. the results of the analysis on structure-1 in the form of spss output are presented in table-3 and table-4. table-3. model summary of structure-1 model r r square adjusted r square std. error of the estimate 1 .664 a .442 .428 5.426 a. predictors: (constant), motivation, ethics table-4. coefficients of structure-1 a unstandardized coefficients standardized coefficients model b std. error beta t sig. 1 (constant) 30.693 11.627 2.640 0.010 etika .490 .122 .379 4.022 0.000 motivasi .357 .084 .398 4.231 0.000 a. dependent variable: commitment in table-3 it can be seen that the regression coefficient of national commitment to ethics is 0.379. this means that every addition of 1 unit of ethics will increase national commitment by 0.379 units. the regression coefficient of national commitment to motivation is 0.398, which means that every addition of 1 unit of motivation will increase national commitment by 0.398 units. in table-2, it can calculate the effect of other variables outside the structure-1 model on national commitment, which is equal to: √ = √ = 0.747. while the amount of r square: 0.442 means that the ability of the structural-1 model to explain the variation in national commitment is 44.2%. based on these calculations, it can be arranged structure-1 regression equation that is y = 0.379 x1 + 0.398 x2 + 0.747. the results of the analysis on structure-2 in the form of spss output are presented in table-5 and table-6. table-5. model summary of strcture-2 model r r square adjusted r square std. error of the estimate 1 .461 a .213 .203 7.146 a. predictors: (constant), ethics international journal of human capital management, vol. 3 (1), june 2019 54 | p a g e table-6. coefficients of structure-2 a unstandardized coefficients standardized coefficients model b std. error beta t sig. 1 (constant) 52.467 14.160 3.705 0.000 etika .666 .142 .461 4.681 0.000 a. dependent variable: motivation in table-5 it can be seen that the regression coefficient of motivation to ethics is 0.461. this means that every addition of 1 unit of ethics will increase motivation by 0.379 units. in table-4, it can calculate the effect of other variables outside the structure-2 model on motivation, which is equal to: √ = √ = 0.887. while the amount of r square: 0.213 means that the ability of the structural-2 model to explain the variation in motivation is 21.3%. based on these calculations, it can be arranged structure-2 regression equation that is x2 = 0.461 x1 + 0.887. based on the results of statistical calculations above, the indirect effect of ethics on national commitment through motivation = the effect ethics on motivation x the effect of motivation on national commitment = 0.461 x 0.398 = 0.183. thus, the total effect of ethics on national commitment, that is direct and indirect effect simultaneously, = 0.379 + 0.183 = 0.562. this magnitude shows that the existence of motivation as a mediator variable has strengthened the effect of ethics on national commitment. 3. test of hypotheses a. hypothesis-1 (h1) in table-3, the regression of national commitment to ethics shows the value of coefficient = 0.379; sig. = 0,000; and tcount = 4,022. the number of respondents is 83 and the number of variables is three, then the value of ttable = 1.664. thus h1 is accepted, because sig. = 0,000 < 0.05 and tcount > ttable. in conclusion, ethics has a positive direct effect on national commitment. b. hypothesis-2 (h2) in table-5, the regression of motivation to ethics shows the value of coefficient = 0.461; sig. = 0,000; and tcount = 4,681. the number of respondents is 83 and the number of variables is three, then the value of ttable = 1.664. thus h2 is accepted, because sig. = 0,000 < 0.05 and tcount > ttable. in conclusion, ethics has a positive direct effect on motivation. c. hypothesis-3 (h3) in table-3, the regression of national commitment to motivation shows the value of coefficient = 0.398; sig. = 0,000; and tcount = 4,231. the number of respondents is 83 and the number of variables is three, then the value of ttable = 1.664. thus h3 is accepted, because sig. = 0,000 < 0.05 and tcount > ttable. in conclusion, motivation has a positive direct effect on national commitment. d. hypothesis-4 (h4) the sobel test technique is used to test the hypothesis of an indirect effect. the test is based on the value of z. if the value of z > 1.96, then the hypothesis is accepted (hayes, 2018; preacher & hayes, 2004). the formula to calculate the value of z is (bimo, 2017; mackinnon, 2008): z = √ where: a: unstandardized regression coefficient of x2 to x1. b: unstandardized regression coefficient of y to x2. international journal of human capital management, vol. 3 (1), june 2019 55 | p a g e sea: standard error of estimation of the regression of x2 to x1. seb: standard error of estimation of the regression of y to x2. based on table-3 and table-5: z = √ = 3,1493. thus h4 is accepted, because z = 3.1493 > 1.96. in conclusion, ethics has an indirect effect on national commitment through motivation. the results of this study prove that increasing ethics causes directly an increase in national commitment, an increase of ethics causes directly an increase in motivation, an increase in motivation causes directly increase in national commitment and an increase in ethics causes indirectly an increase in national commitment through motivation. thus, the results of this study have corroborated the theories and the result of previous relevant researches. in comparison with the previous research, it can be known that in this study some dimensions of organizational commitment and some dimensions of personality and cultural values are integrated to be the dimensions of national commitment variable, while in the previous research the variable of organizational commitment and the variable of personality and cultural values are positioned separately as two different entities of a variable. due to the mediation of motivation in the relationship between ethics and national commitment, the effect of ethics on national commitment indirectly through motivation is greater than the direct effect of motivation on national commitment. accordingly, the effort of the strengthening of national commitment should be prioritized firstly in the improvement of ethics, and the improvement of motivation is put as the second priority. on the other hand, the effort to improve ethics is prioritized firstly in the increase of the consistency of the application of the code of ethics, the second is the intention to apply the code of ethics, and the third is the concern for ethical issues. the effort to improve motivation is prioritized firstly in the increase of the desire for affiliation, the second is the desire to use social power, and the third is the desire for achievement. the descriptive statistics of ungrouped data of national commitment, ethics, and motivation show that each of them has a negative coefficient of skewness. this negative value indicates the tendency of the score to clustered to the right of the mean. this means that the condition of the national commitment, ethics, and motivation of the soldiers to tend to be good. however, the condition of national commitment still needs to be improved, especially for soldiers whose scores are still below average. in addition, it also has been underlined the great importance of national commitment as the backbone of the military profession. conclusion based on the research described above, it can be concluded that (1) ethics has a direct effect positively on the national commitment of the soldiers; (2) ethics has a direct effect positively on the motivation of the soldiers; (3) motivation has a direct effect positively on the national commitment of the soldiers; and (4) ethics has an indirect effect on the national commitment of the soldiers through motivation. the researcher realizes that the condition of the national commitment variable is affected by many variables within and from outside the organization. but due to limited time and resources, the study in this research is limited to the scope of the effect of ethics and motivation. therefore, further research with more influential variables involved is needed in order to get more comprehensive results. however, the researcher expects the research to be beneficial practically and theoretically. the practical benefit refers to the use of the research by the indonesian military as an input to the efforts of increasing the national commitment of the soldiers. while the theoretical benefit is that it can enrich the corpus of human resource management science, international journal of human capital management, vol. 3 (1), june 2019 56 | p a g e especially in the field of organizational behavior, and more specifically within the scope of military organization. reference adres, e., vanhuysse, p., & vashdi, d. r. 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(2009). the interactive effect of collectivism and organizational rewards on affective organizational commitment. cross cultural management: an international journal, 16(1). international journal of human capital management, vol. 3 (1), june 2019 59 | p a g e international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 2 (2), december 2018 60 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 2, no.2, december 2018, p 60-70 effect of work culture and leadership on trust in pt. astra agro lestari tbk. pandapotan sitompul state university of jakarta email: pandapotansitompul_im15s3@mahasiswa.unj.ac.id suparno eko widodo state university of jakarta email: suparnoeko@unj.ac.id r. madhakomala state university of jakarta email: madhakomala@unj.ac.id abstract the purpose of this study was to study the effect of work culture, leadership on trust. the research process was carried out at pt. astra agro lestari tbk. uses a case study method. the study sample was 105 employees of pt. astra agro lestari tbk. selected in simple random sampling. the findings are: (1) there is a positive direct influence of work culture on trust, (2) there is a positive direct influence of leadership on trust, (3) there is a positive direct influence of work culture and hleadership together on trust. referring to these findings, researchers can conclude that trust is positively influenced by work culture and leadership. therefore, to maintain trust, organizations must implement a work culture and leadership. finally, it was concluded that work culture and leadership must be considered in generating better trust. keyword: trust, work culture, and leadership introduction rahmani & heydari states that trust in addition to organizational commitment within the educational organization could have a positive impact on maintaining quality staff (rahmani & heydari, 2017). trust in addition to organizational commitment in the organization can have a positive impact on the maintenance of qualified employees. trust also affects employee commitment. decreasing employee confidence in the leadership and organization will result in decreased employee commitment. the higher the employee's trust in the company's leadership, it will improve employee professional competence, which has an impact on the employee's increased commitment. the employee assumes that his trusted person will fulfill all his duties properly, as expected from the perspective of psychology. based on observations in the field, pt astra agro lestari applies the corporate culture (honest and responsible, triple s, fanatic, caring, control, repair and innovation, intention). researchers see that the application of work culture has been managed quite well, but what indicators are declining from this work culture need to be investigated to find out what indicators are already strong and what indicators are still weak. plantation companies in general must have strong leadership because plantation companies use large amounts of human resources (labor intensive). researchers observe leadership has an influence on trust because basically employees led by their superiors will follow what is conveyed and done by their leaders. therefore it is necessary to see whether leadership also influences trust. mailto:pandapotansitompul_im15s3@mahasiswa.unj.ac.id mailto:suparnoeko@unj.ac.id mailto:madhakomala@unj.ac.id international journal of human capital management, vol. 2 (2), december 2018 61 | p a g e this research generally aims to prove the influence of work culture and leadership on trust in pt. astra agro lestari tbk. in particular, this study aims to test whether or not there are: 1. direct influence of work culture on trust 2. direct influence of leadership on trust 3. direct influence of work culture and leadership together on trust the novelty in this study lies in the trust variable. not many studies have examined the influence of work culture and leadership on trust, especially in plantation companies. this is a novelty that resulted from this research. literature review 1. trust trust is important in the organization, because without trust there may not be a harmonious relationship between leaders and subordinates. experts try to define trust based on their conditions and points of view. mcshane and & glinow said that trust refers to positive expectations one person has toward another person in situations involving risk (mcshanes & von glinow, 2008). for mcshane & von glinow, trust refers to a person's positive expectations of others in which there is certainly a risk. trust means betting on trust in a person or group of people. it is also a reciprocal activity. that is, to get the trust of others, someone must also do it to others. employees will take sides and be responsible for working with companies, if the employees put trust in their leaders. sureyya said “organizational trust is considered as the most important element for the organizational productivity and commitment” (sureyya, 2017). this means that organizational trust likened to the most important element for productivity and organizational commitment. luthans expressed a different opinion, “trust is relationships make companies farmore reliant on each other” (luthans, 2011) or trust is a relationship that depends on each other. can be interpreted that trust is built by the existence of mutually bound relationships between one person and another. meanwhile rahmani & heydari states that, “trust, in addition to organizational commitment within the educational organization could have a positive impact on maintaining quality staff” (rahmani & heydari, 2017). based on the above opinion, trust in addition to organizational commitment in the organization can have a positive impact on maintaining quality employees. according to mullins, how can members of staff show that they can be trusted unless trust is first placed in them (mullins, 2005). for mullins (2005) trust is one of the needs of employees that must be fulfilled to generate excitement in work. therefore, lack of trust will be very detrimental to the time and use of sources of income in the workplace. managers who do not believe in their employees will only waste a lot of time by controlling each week for the use of sources of income in the workplace of their employees. based on the explanation of the concept above, it can be synthesized that trust is a willingness and positive expectation given to a person or group of authorities on the basis of mutual respect and respect based on interpersonal relationships in the hope of obtaining positive results also from those who are authorized. the indicators of trust are (1) assignment of tasks, (2) completion of tasks, (3) team cohesiveness, (4) effective communication, (5) idea development, (6) justice, (7) responsibility, (8) support, (9) consistency, and (10) mutual respect. 2. work culture in simple terms, work culture look as the implementation of cultural concepts in work or in a group. as stated by schein the following: the culture of groups are now interpreted as patterns of shared basic assumptions that groups learn when they solve problems of adjustment with external parties and their internal integration, that was works well so it is considered valid because it must thaught for new members as the right way to understand, thing and feel in connection with the problem that exists (schein, 2004). international journal of human capital management, vol. 2 (2), december 2018 62 | p a g e based on the above opinion, the culture that develops in a group or organization is basic pattern of assumptions agreed upon, has been studied by group members in solving problems related to adjustments externally and internally integration. culture develops because it has worked well so that it is which means valid therefore culture can taught for new members of the organization as right way to realize, think and feel relationships in dealing with group problems. according to nawawi, understanding of work culture is a habit that is carried out repeatedly by employees in an organization, violations of this practice are not strictly sanctioned, but morally organizational behavior has agreed that these habits are habits that must be adhered to in order to carry out work to achieve aim (nawawi, 2003). where as according to prasetya, the notion of work culture is a philosophy based on the view of life as a value that becomes traits, habits, and the power that drives, rooted in life a community group or organization reflected in attitudes to behavior, ideals, beliefs, actions and opinions incarnate as work or work (prasetya, 2001). so work culture is an attitude and belief and trust from all members of organization in action that is real or working, because it contains values that form habits, and also is a strong encouragement. in organizations, functions or goals of work culture are as social glue in uniting members in achieving organizational goals in the form of provisions or values that must be said and done by its members. in addition, work culture also functions as a control over behavior of members of the organization. tylor (in ndraha), stated “culture or civilization from a broad ethnographic is a very complex whole that covers beliefs, knowledge, morals, arts, customs, laws and abilities and other habits acquired by individuals as members society”. it cannot be denied the opinion of tylor. because work culture always involves many things, knowledge, beliefs, art, morality, law, customs and capabilities and other habits. all of them have their respective roles as part of the community in an organization (ndraha, 1997). according to ndraha, understanding of work culture is a group of basic thoughts or mental programs that can be used for improve work efficiency and human cooperation owned by a group of people. according to osborne & plastrik, work culture is a set of behavioral feelings and psychological frameworks that are deeply internalized and shared by members of the organization (osborne & plastrik, 2002). in the opinion above that the work culture is reflected in attitudes towards work, and behavior at work. based on the explanation of the concept above, it can be synthesized that what is meant by understanding work culture is a system of values, perceptions, behaviors and beliefs held by each individual employee about the meaning of work and reflection in activities to achieve organizational goals. the indicators are (1) hard work, (2) discipline, (3) productive, (4) responsibility, (5) creative, (6) dynamic, and (7) independent. 3. leadership colquitt et al. define leadership is the use of strength and influence in directing followers' activities to achieve goals (colquitt et al., 2015). for them leadership is about a person's ability to use strength and influence on his followers to want to carry out their activities to achieve desired goals. meanwhile stoner and freeman say that leadership is art in coordination and motivating individuals and group to achieve the desired end (stoner & freeman, 1995). for them leadership is art in coordination and encouraging individuals or groups in achieving the expected goals. so, leadership means the process of how leaders are imaginatively governing, directing, guiding or influencing others in choosing and achieving certain goals. dlamini, said “transformational leadership occurs when the leader motivates, inspires and intellectually encourage subordinates with charismatic behavior and employees follow the steps in achieving organizational goals” (dlamini, 2017). this means transformational leadership occurs when leaders motivate, inspire and intellectually stimulate subordinates to behave in charismatic ways and employees follow rules in achieving organizational goals. international journal of human capital management, vol. 2 (2), december 2018 63 | p a g e by exposing the concept above, it can be synthesized that what is meant by leadership is a person's actions in influencing and directing a person or group of people by recognizing, supporting, training or developing, motivating or inspiring, fostering good relations, protecting and giving feedback to subordinates to be willing to work together in achieving goals set by the organization. robbins s.p. define leadership as the ability to influence a group toward the achievement of a vision or set of goals (robbins, s.p., 2011). for them leadership the ability to influence also presupposes the involvement of other parties, namely followers. it was also said that such leadership could emerge from the middle of the group, but it could also be because it was formally appointed (robbins, s.p., 2011). the indicators of leadership are (1) leadership actions in influencing and directing, (2) leadership clarity in delegating tasks, (3) ways to guide and establish and reinforce organizational policies, (4) how to guide its members in carrying out the organization's vision and mission, (5) how to provide input or advice in implementing policies and (6) activities in working both personally and in groups. methodology this research was carried out for 1.5 years, starting in december 2016 until may 2018. in accordance with the problems and research objectives to be achieved, this research method uses a survey with a multiple regression analysis approach. multiple linear regression analysis is the development of simple linear regression analysis where there is more than one independent variable x. this analysis is used to see a number of independent variables x1, x2, ... x on the dependent variable y based on the values of independent variables x1, x2, ... xk. the target unit in this study is the middle managerial level employee of the private company. the sample characteristics are (1) managerial employees at the middle manager level; (2) middle level manager employees who have worked in a plantation for a minimum of 5 years of work; (3) middle level manager employees with positions as head of department. the total population of employees and at the same time as an affordable population are 143 people. to determine sample size, researchers used slovin's formula technique. the level of precision is set at 0.05 or 5% of the total population of 143 middle level employees, a sample of 105 people is obtained. this research was carried out based on the adoption of an existing model, namely “integrative model of organizational behavior” developed by colquitt et al. in his book organizational behavior (colquitt et al. 2009b) shown in the following diagram in table 1. in this study there are three variables that will be examined. the three variables consist of work culture variables (x1) and leadership (x2) as exogenous variables and trust variables as endogenous variables. table 1. operational variables no. variable indicator reference 1 trust  assignment of tasks  completion of tasks  team cohesiveness  effective communication  idea development  justice  responsibility  support  consistency  mutual respect rahmani & heydari, 2017; mcshane & glinow, 2008; sureyya, 2017; luthans, 2011; mullins, 2005 2 work culture  hard work schein, 2004; international journal of human capital management, vol. 2 (2), december 2018 64 | p a g e  discipline  productive  responsibility  creative  dynamic  independent nawawi, 2003; prasetya, 2001; osborne & plastrik, 2002 3 leadership  leadership actions in influencing and directing  leadership clarity in delegating tasks  ways to guide and establish and reinforce organizational policies  how to guide its members in carrying out the organization's vision and mission  how to provide input or advice in implementing policies activities in working both personally and in groups colquitt et al., 2015; stoner & freeman, 1995; dlamini, 2017; robbins, s.p., 2011 this can be seen in the constellation of relations between variables, as can be seen in figure 1 below. figure 1 constellation of research problems based on the formulation of the problem and the theoretical framework, the research hypothesis can be formulated as follows: 1. there is a positive direct effect of work culture on trust 2. there is a positive direct influence of leadership on trust 3. there is a positive direct effect of work culture and leadership together on trust result and discussion before testing hypotheses, it is necessary to first test the requirements for data analysis including normality test and linearity test. based on data processing using spss 25, the normality test output is obtained as shown in table 2 below. table 2 normality test results international journal of human capital management, vol. 2 (2), december 2018 65 | p a g e tests of normality kolmogorov-smirnov a shapiro-wilk statistic df sig. statistic df sig. y (trust) ,061 105 ,200 * ,991 105 ,726 x1 (work culture) ,047 105 ,200 * ,983 105 ,189 x2 (leadership) ,066 105 ,200 * ,989 105 ,564 *. this is a lower bound of the true significance. a. lilliefors significance correction from the table 2 above output we see in the kolmogorov-smirnov column, it can be seen that the significance value for trust is 0.200, work culture is 0.200 and leadership is 0.200. because the significance for all variables is greater than 0.05, it can be concluded that the population data on trust, work culture and leadership are normally distributed. based on the results of linearity test using spss 25 can be seen in the summary of the results of the calculation of linearity test in table 3 below. table 3 linearity test between trust and work culture from the table 3 above, the results of linearity tests between trust and work culture can be seen in the anova table output. it can be seen that the significance value in linearity is 0,000. because the significance is less than 0.05, it can be concluded that between the variables of trust and work culture there is a linear relationship. table 4 linearity test between trust and leadership from the table 4 above, the results of the linearity test between trust and leadership can be seen in the anova table output. it can be seen that the significance value in linearity is 0.001. because the significance is less than 0.05, it can be concluded that between the variables of trust and leadership there is a linear relationship. based on data processing using spss 25 the hypothesis test output is obtained as shown in table 5 below. international journal of human capital management, vol. 2 (2), december 2018 66 | p a g e table 5 results of hypothesis test calculations coefficients a model unstandardized coefficients standardized coefficients t sig. b std. error beta 1 (constant) 44,844 11,973 3,745 ,000 x1 (work culture) ,349 ,096 ,329 3,626 ,000 x2 (leadership) ,186 ,079 ,214 2,362 ,020 a. dependent variable: y (trust) from the coefficients table 5 obtained from the results of hypothesis testing using the spss 25 program obtained the sig value for the work culture of 0.000. because the value of sig = 0.000 < 0,05, h0 is rejected, thus it can be concluded that the work culture has a positive effect on trust, meaning that the higher the work culture, the more confidence is predicted to increase. likewise, the value of sig for leadership is 0.020. because the value of sig = 0.020 < 0.05, h0 is rejected, thus it can be concluded that leadership has a positive effect on trust, meaning that the higher the leadership, the more trust is predicted to increase. based on the processing of data using spss 25, the hypothesis test output is obtained from the influence of work culture and leadership together on trust as shown in table 6 below. table 6 results of calculation of hypothesis tests effect together work culture and leadership against trust anova a model sum of squares df mean square f sig. 1 regression 2643,972 2 1321,986 10,434 ,000 b residual 12923,419 102 126,700 total 15567,390 104 a. dependent variable: y (trust) b. predictors: (constant), x2 (leadership), x1 (work culture) from the anova table 6 obtained from the results of hypothesis testing using the spss 25 program obtained a sig value of 0,000. because the value of sig = 0,000 < 0,05, then h0 is rejected, thus it can be concluded that work culture and leadership have a positive effect on trust, meaning that the higher the work culture and leadership the more trust is predicted to increase. based on data processing using spss 25, the output correlation coefficient and coefficient of determination were obtained from the hypothesis test of the influence of work culture and leadership together on trust as shown in table 7 below. international journal of human capital management, vol. 2 (2), december 2018 67 | p a g e table 7 results of calculation of correlation coefficients and determination coefficients model summary model r r square adjusted r square std. error of the estimate 1 ,412 a ,170 ,154 11,256 a. predictors: (constant), x2 (leadership), x1 (work culture) from the model summary table 7 above, obtained from the results of data processing using the spss 25 program, it can be seen that the correlation coefficient (r) is 0.412. because the correlation coefficient of 0.412 is located between 0.400 0.599, it can be concluded that there is a moderate relationship between the variables of work culture and leadership together with trust. based on the output obtained the number r 2 (r square) of 0.170 or 17.0%. this shows that the percentage of the influence of the independent variable (work culture and leadership) on the dependent variable (trust) of 17.0% or the variation of the independent variables used in the model (work culture and leadership) is able to explain 17.0% of the dependent variable variation (trust) while the remaining 83.0% is influenced or explained by other variables not included in this research model. based on the results of the analysis and hypothesis testing indicate that the three hypotheses proposed in this study are proven. this implies that in general at pt. astra agro lestari tbk., there is a direct influence: (1) work culture towards trust; (2) leadership towards trust; (3) work culture and leadership together towards trust. in detail, the discussion of the results of the analysis and testing of the research hypothesis is described as follows: 1. hypothesis test results effect of work culture (x1) on trust (y) the work culture in principle is related to the system of values, perceptions, behaviors and beliefs held by each individual employee about the meaning of work and reflection in activities to achieve organizational goals. these aspects of work culture must be managed well in an organization. likewise with the organization pt. astra agro lestari tbk. as one of the companies engaged in the business of oil palm plantations in indonesia. in this study, it is in line with the hypothesis to prove that the work culture influences trust in pt. astra agro lestari tbk. from the results of the verification research, it turns out that work culture has a positive direct effect on trust. this can be proven from hypothesis testing which results in the results of hypothesis testing using the spss 25 program obtained by the sig value for the work culture of 0,000. because the sig value = 0,000 < 0,05, h0 is rejected, thus it can be concluded that the work culture has a positive effect on trust. this is supported by the opinions of several experts as outlined in the theoretical framework represented by robbins & judge, who stated that three parts of input from the socialization process will be complete when new members are comfortable with their organization and work. they have included and accepted the norms of the organizational culture and their work groups, who are confident in their competencies and feel trust and respect for their coworkers. they understand that systems are not just their jobs but rules, procedures and are well received informally. in the end they know what is expected of them and what criteria will be used to measure and evaluate their work. this is supported by research chang's research discusses the importance of affective relationships, their many benefits and the role of various forms of influence, such as trust, empathy and consideration. theoretical considerations about affective relations frame the empirical evidence gathered from examining chinese and zambians working together in two companies, one belonging to china and the other belonging to zambia. with the international journal of human capital management, vol. 2 (2), december 2018 68 | p a g e argument that business friendship combines both role and influence. this study discusses how chinese and zambian informants in the company integrate it into their professional lives easily by expressing and using the explicit benefits of business friendship to their advantage (chang, 2013). research angelle et al. also concluded that there was a correlation between collective trust and efficacy, r (166) = .68, p <.01 (angelle et al, 2011). haugen's research concluded that organizational culture is an influencer of trust (haugen, 2010). of the seven work culture indicators, there are four indicators that need to be improved, namely productive, creative, dynamic and independent indicators. these four indicators need to be improved because with the increase in these indicators certainly can contribute to increasing trust. while the indicators that are good, namely indicators of hard work, discipline and responsibility, the leadership at pt. astra agro lestari tbk. needs to take care of them so that these indicators are maintained well. associated with reality in the field, researchers argue that even though pt. astra agro lestari tbk. has a mechanism in managing work culture as stated by the experts above including in taking policies related to work culture that consider the perspective of employees but in implementation there are still gaps as shown in the description of research data. evidence that pt. astra agro lestari tbk. has managed its corporate culture well, pt. astra agro lestari tbk. has a corporate culture consisting of honest and responsible, triple s, fanatic, caring, control, repair and innovation and intention. based on empirical evidence, the findings of this study indicate that work culture is one of the most important variables and has a direct effect on the trust variable. based on this empirical evidence, it can be said that this finding shows that work culture is one of the most important variables and has a direct effect on trust. 2. hypothesis test results effect of leadership (x2) on trust (y) judging from the theory or concept of leadership is basically a person's actions in influencing and directing a person or group of people by recognizing, supporting, training or developing, motivating or inspiring, fostering good relations, protecting, and giving feedback to subordinates to work together for achieve the goals set by the organization. the factors that support leadership must be managed well in an organization. likewise with the organization of pt. astra agro lestari tbk. as one of the companies engaged in the business of oil palm plantations in indonesia. in this study in line with the hypothesis to prove leadership influences trust in pt. astra agro lestari tbk. from the results of the verification research, it turns out that leadership has a positive direct effect on trust. this can be proven from the hypothesis testing which results in the results of hypothesis testing using the spss 25 program obtained by the sig value for work culture of 0.020. because the sig value = 0.020 < 0.05, h0 is rejected, thus it can be concluded that leadership has a positive effect on trust. this is supported by the opinion of some experts as outlined in the theoretical framework represented by robbins & judge (2011) which states that trust is first a trait that must be attached to leadership, leadership without trust means disaster (robbins & judge, 2011). as great as any leader without gaining the trust of members there will be no meaning (robbins & judge, 2011). the results of this study were also supported by the research of lin and hsiao (2014) which showed a significant relationship between transformational leadership and trust with a correlation coefficient of r = 0.77 at p < 0.01 (lin & hsiao, 2014). this research is also in line with the research conducted by mathebula (2010) about the influence of leadership on trust. his research concerns the relationship between employee commitment, leadership, human resource management and trust in the organization. in his research on 246 civil servants in south africa from various agencies, it was found that there was a strong relationship between leadership and trust (mathebula, 2010). research angelle et al. also concluded that a correlation between teacher trust and leadership was found r (166) = .50, p <.01 (angelle et al, 2011). international journal of human capital management, vol. 2 (2), december 2018 69 | p a g e of the six six indicators of leadership, there are three indicators that need to be improved, namely indicators of delegating, implementing policies and activities at work. these three indicators need to be improved because with the increase in these indicators, they certainly can contribute to increasing trust. while the indicators are good, namely indicators affect, organizational policies and socialize the vision and mission of the organization, leaders at pt. astra agro lestari tbk. need to take care of it so that this indicator is maintained well. associated with reality in the field, researchers argue that even though pt. astra agro lestari tbk. already has a mechanism in managing leadership as stated by the experts above including in taking policies related to leadership that consider the perspective of employees but in its implementation there are still gaps as shown in the description of research data. evidence that pt. astra agro lestari tbk. has managed leadership well, pt. astra agro lestari tbk. in selecting candidates for its head of education, has carried out psychological tests by using the services of consultants from outside the company to select candidates for their afdeling heads so that afdeling candidates will be elected with good leadership . likewise, training related to leadership has been conducted regularly. based on empirical evidence, these findings indicate that leadership is one of the most important variables and has a direct effect on the trust variable. from the description of the theory above and based on empirical evidence carried out in this study, it is evident that leadership has a direct positive effect on trust. 3. hypothesis test results effect of leadership (x3) on trust (y) from the results of hypothesis testing shows that there is an influence of work culture and leadership together on trust with the regression equation ŷ = 44,844 + 0,349 x1 + 0,186 x2 with the sig value of the anova table in table 5 the results of the calculation of the hypothesis test influence together work culture and leadership on trust obtained from the results of hypothesis testing using the spss 25 program obtained sig value of 0,000. because the value of sig = 0.000 < 0.05, then h0 is rejected, thus it can be concluded that work culture and leadership have a positive effect on trust, meaning that the higher the work culture and leadership the more trust is predicted to increase. the multiple correlation coefficient between work culture and leadership together towards trust of 0.412 shows that each increase in work culture and leadership scores together will increase trust. the results obtained for the coefficient of determination (r²) from the influence of work culture and leadership together on trust amounted to 0.170 (17.00%). this means that 17.00% of trust is the result of the workings of work culture and leadership together, while 83.00% is contributed by other variables that have a relationship with trust but are not examined in this study. thus it can be seen, if the company has a good work culture and is led by leaders who have strong leadership then together will be able to increase trust in the organization. conclusion based on the analysis above, the findings in this study are as follows: there is a positive direct effect of work culture on trust, meaning that if the work culture increases, it is predicted that trust will also increase; there is a positive direct effect of leadership on trust, meaning that if leadership increases, it is predicted that trust will also increase; there is a positive direct influence along with work culture and leadership towards trust, meaning that if the work culture and leadership together increase, it is predicted that trust will also increase. international journal of human capital management, vol. 2 (2), december 2018 70 | p a g e references angelle et al. 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(2010). determining the relationship and influence organizational culture has on organizational trust. university of nebraska, lincoln. retrieved from http://digitalcommons.unl.edu/aglecdiss/5 luthans, f. (2011). organizational behavior: an evidence-based approach (12th ed.). new york: mcgraw-hill. mathebula. (2010). modelling the relationship between organizational commitment, leadership style, human resource management practices, and organizational trust. university of pretoria. retrieved from http://upetd.up.ac.za mcshanes and von glinow. (2008). organizational behavior. new york: mcgraw-hill. mullins, l. j. (2005). management and organizational behavior. new jersey: prentice hall. nawawi, h. (2003). manajemen sumber daya manusia. yogyakarta: gadjah mada university press. ndraha, t. (1997). pengantar teori pengembangan sumber daya manusia. bandung: rosdakarya. osborn & plastrik. (2002). manajamen sumber daya manusia. yogyakarta: bpfe. prasetya, t. (2001). manajemen sumber daya manusia. jakarta: bumi aksara. rahmani, s., & heydari, m. (2017). investigating of trust and perceived organizational support effects on organizational commitment in educational organizations , using structural equation modeling and partial least squares model. international review of management and marketing, 7(2), 384–389. robbins, s.p., & t. a. j. (2011). organizational behavior. new jersey: pearson prentice hall. schein, e. (2004). organizational culture and leadership. san fransisco: john wiley & sons, inc. stoner, j. a. . and f. e. (1995). management. new jersey: prentice hall. sureyya, c. s. (2017). role of culture on the relationships between trust, commitment and corporate citizenship. revista de cercetare [i interven]ie social, 59, 118–135. international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 4 (2), december 2020 1 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 4, no. 2, december 2020, p 1-10 the effect of empowerment, training, compensation through organizational commitment on the performance of the financial management of the north sulawesi provincial government zainudin hilimi universitas negeri jakarta email: zainudinhilimi_im10s3@mahasiswa.unj.ac.id paulus kindangen universitas sam ratulangi email: pkindangen@unsrat.ac.id dewi susita universitas negeri jakarta email: dewisusita_man@unj.ac.id abstract this study aims to analyze and determine the effect of empowerment, training, compensation through organizational commitment to the financial management performance of the north sulawesi provincial government. the methodology used in this research is a quantitative approach with a descriptive survey method. research respondents numbered 267 financial management employees. the results of this study indicate that 1) empowerment has a direct and positive effect on the performance of financial management employees. 2) training has a direct and positive effect on the performance of financial management employees. 3) compensation has a direct and positive effect on the performance of financial management employees. 4) organizational commitment has a direct and positive effect on the performance of financial management employees. 5) empowerment of employees has a direct and positive effect on organizational commitment of financial management employees. 6) employee training has a direct and positive effect on organizational commitment of financial management employees. 7) compensation has a direct and positive effect on organizational commitment of financial management employees. 8) empowerment of employees has an indirect and positive effect on employee performance through organizational commitment. 9) employee training has an indirect and positive effect on employee performance through organizational commitment. 10) employee compensation has an indirect and positive effect on employee performance through organizational commitment. based on the results of this study it can be concluded that there is an influence of empowerment, training and compensation through organizational commitment to the financial management performance of the north sulawesi provincial government, for this reason the results of this study can be used as reference material for the leaders of regional apparatuses in the north sulawesi provincial government in making policies concerning performance improvement in the area of financial management. keywords: empowerment, training, compensation, organizational commitment, performance http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 4 (2), december 2020 2 | p a g e received: 7 february 2020 ; accepted: 8 april 2020 ; publish; december 2020. how to cite: hilimi, z., kindangen, p., & susita, d. (2020). the effect of empowerment, training, compensation through organizational commitment on the performance of the financial management of the north sulawesi provincial government. international journal of human capital management, 4 (2), 1-10. https://doi.org/10.21009/ijhcm.04.02.01 introduction the north sulawesi provincial government is always on time in determining the regional income and expenditure budget (apbd) every year, where the apbd is always set 1 (one) month before the fiscal year is implemented. however, the implementation of the apbd always faces constraints, resulting in the end of each year there is always a more over budget calculation (silpa) that is quite material. the implementation of programs and activities contained in the apbd is also influenced by the performance of regional financial management. the number of programs and activities carried out, as well as the many procedures and regulations that must be obeyed in financial management, require financial managers to be able to provide services with adequate performance. preliminary observations made on the employees of the regional financial management in the north sulawesi province government, especially regarding performance, were found that the performance of the employees could not be said to be maximal because it was indicated: 1) employees were still unable to work quickly in completing work, especially in the field of financial management, 2) financial management employees tend to wait for superiors' orders in completing work, 3) the lack of ability of some employees in mastering and understanding and carrying out financial management tasks 4) the quality of work produced by employees is not all optimal as expected, 5) not yet all employees are able to utilize working hours effectively, 6) training that is attended by financial management employees is not all really related to the duties and functions as financial managers so that even though employees attend the training not all material is really obtained can be applied when carrying out tasks, 7) provision of additional income tends not to affect the work of employees, 8) financial management employees are less responsible for their main tasks such as undisciplined entry and return from work, and undisciplined in completing work that is their job whereas the characteristicscharacteristics of employees who have organizational commitment are having loyalty and responsibility, carrying out the vision, mission and goals of the organization. 9) lack of employee's "sense of belonging" to the organization. these conditions, tend to result in less effective services or even less reflect the service joints as regulated in kepmenpan no. 63 of 2003 concerning guidelines for public services. service joints which are simplicity, clear and certain, openness, timely, efficient, economical, safe and comfortable. based on the facts above, the researcher is interested in conducting research on: "the effect of empowerment, training, compensation, through organizational commitment to the financial management performance of the north sulawesi provincial government". this research was conducted to analyze and determine the effect of empowerment, training, compensation, through organizational commitment to the financial management performance of the north sulawesi province government. this research is important because as far as the knowledge of researchers, there is no similar topic about "the effect of empowerment, training, compensation through organizational commitment to the financial management performance of the north sulawesi province government so that the results of this study are expected to be a reference material for policy makers in improving performance in financial management. international journal of human capital management, vol. 4 (2), december 2020 3 | p a g e literature review job performance according to gibson, et al (2003: 355), job performance is the result of work related to organizational goals, efficiency and effectiveness of other performance effectiveness. mathis and jackson (2004: 378) defines performance (basically) is what is done or not done by employees. employee performance that is common to most jobs includes the following elements. (1) quantity of results, (2) quality of results, (3) timeliness of results, (4) attendance, and (5) ability to work together. organizational commitment mathis and jackson in sopiah (2008: 155) state that organizational commitment is the degree to which employees believe and accept organizational goals and will remain or will not leave the organization. another definition was also put forward by porter in sopiah, (2008: 156) which explains that a form of commitment that appears not only is passive loyalty, but also involves an active relationship with work organizations that have the goal of giving all the effort for the success of the organization concerned. empowerment wibowo (2016: 138) states empowerment as placing workers accountable for what they do. empowerment allows people to make bigger and more decisions without having to refer to someone more senior. empowerment provides an opportunity for each individual or employee to participate in expressing ideas and input with efforts to provide improved performance for the organization. training according to widodo (2015: 82), training is a series of individual activities in systematically increasing expertise and knowledge so as to be able to have professional performance in their fields. training is a learning process that allows employees to carry out work that is now in accordance with standards. compensation compensation is something that is received by employees as a reward for their achievements in carrying out their duties (nurjaman, 2014: 179). hasibuan (2014: 118), compensation is all income in the form of money, direct or indirect goods received by employees in return for services provided to the organization. research method this research uses a quantitative approach with a descriptive survey method. the population in this study are employees of financial managers in the government of north sulawesi province. research respondents numbered 267 employees. data analysis uses descriptive and verification approaches. the research model is as shown below. international journal of human capital management, vol. 4 (2), december 2020 4 | p a g e picture. research conceptual model result and discussion analysis results structural model: testing hypotheses the structural model contains the path analysis which is the basis for proving hypotheses that have been prepared previously. table 1. regression coefficient estimate label x4 <--x3 .275 par_36 x4 <--x2 .226 par_42 x4 <--x1 .364 par_36 y <--x4 .390 par_38 y <--x3 .219 par_40 y <--x2 .173 par_41 y <--x1 .264 par_39 for the regression coefficient: 1. empowerment (x1) has a regression coefficient of 0.264 on performance (y), meaning that the higher or better the employee empowerment, the higher or better employee performance and vice versa. 2. training (x2) has a regression coefficient of 0.173 on performance (y), meaning that the higher or better the training received by employees, the higher or better employee performance and vice versa. 3. compensation (x3) has a regression coefficient of 0.219 on performance (y), meaning that the higher or better the compensation received by employees, the higher or better the performance of employees and vice versa. 4. organizational commitment (x4) has a regression coefficient of 0.390 on performance (y), meaning that the higher or better the organizational commitment, the higher or better employee performance and vice versa. international journal of human capital management, vol. 4 (2), december 2020 5 | p a g e 5. empowerment (x1) has a regression coefficient of 0.364 to organizational commitment (x4), meaning that the higher or better the empowerment (x1), the higher or better organizational commitment (x4) and vice versa. 6. training (x2) has a regression coefficient of 0.226 to organizational commitment (x4), meaning that the higher or better the training (x2), the higher or better organizational commitment (x4) and vice versa. 7. compensation (x3) has a regression coefficient of 0.275 to organizational commitment (x4), meaning that the higher or better the compensation (x3), the higher or better the organizational commitment (x4) and vice versa. table 2. structural model or path analysis (hypothesis testing) estimate s.e. c.r. p label x4 <--x1 .364 .075 4.842 *** par_36 x4 <--x3 .275 .083 3.302 *** par_37 x4 <--x2 .226 .068 3.330 *** par_42 y <--x4 .390 .064 6.071 *** par_38 y <--x1 .264 .061 4.343 *** par_39 y <--x3 .219 .066 3.296 *** par_40 y <--x2 .173 .052 3.320 *** par_41 source: processed data for hypothesis testing: 1. hypothesis 1. empowerment (x1) has a direct and positive effect on performance (y), as evidenced by having a probability level below 5% (0,000) and a positive direction. 2. hypothesis 2. training (x2) has a direct and positive effect on performance (y). proven because it has a probability level under 5% (0,000) and a positive direction 3. hypothesis 3. compensation (x3) has a direct and positive effect on performance (y). proven because it has a probability level under 5% (0,000) and a positive direction 4. hypothesis 4. organizational commitment (x4) has a direct and positive effect on performance (y). proven because it has a probability level under 5% (0,000) and a positive direction. 5. hypothesis 5. empowerment (x1) has a direct and positive effect on organizational commitment (x4). proven because it has a probability level under 5% (0.00) and positive direction 6. hypothesis 6. training (x2) has a direct and positive effect on organizational commitment (x4). proven because it has a probability level under 5% (0.00) and positive direction. 7. hypothesis 7. compensation (x3) has a direct and positive effect on organizational commitment (x4). proven because it has a probability level under 5% (0.00) and positive direction. table 3. indirect effect x3 x2 x1 x4 y x4 .000 .000 .000 .000 .000 y .107 .088 .142 .000 .000 source: processed data indirect the biggest effect in this research model was contributed by employee empowerment (x1) on performance (y) of 0.142. for hypotheses involving indirect elements, they use several stages of analysis because there must be significant requirements on each direct path to be tested for their indirect relationships. and for the arguments summarized in the table below: international journal of human capital management, vol. 4 (2), december 2020 6 | p a g e table 4. relationship test hypothesis tested the value and direction of the indirect relationship conclusion hypothesis 8. employee empowerment has an indirect and positive effect on employee performance through organizational commitment. 0.142 and positive be accepted hypothesis 9. employee training has an indirect and positive effect on employee performance through organizational commitment. 0.088 and positive be accepted hypothesis 10. employee compensation has an indirect and positive effect on employee performance through organizational commitment. 0.107 and positive be accepted discussion based on the results of testing statistical research hypotheses. the research findings are explained descriptively and verification, which are then compared with the theories and results of previous studies. hypothesis 1 empowerment of employees has a direct and positive effect on employee performance. the results showed that the first hypothesis was accepted. employee empowerment (x1) has a direct and positive effect on employee performance (y), as evidenced by having a probability level below 5% (0,000) and a positive direction. the results of the study prove empirically the empowerment of employees influences employee performance. the results of research that prove that fadzilah (2006: 13) that one of the factors that can affect employee performance is employee empowerment. employee performance will increase if the empowerment of employees in the organization also increases. according to fadzilah (2006: 13) that empowerment in addition to influencing performance improvement, can also cause employees to have the desire to end a task or leave the organization. individuals who feel satisfied with their work tend to survive in the organization, while individuals who feel less satisfied with their work will choose to leave the organization. thus it is evident that employee empowerment affects the performance of employees. hypothesis 2 employee training has a direct and positive effect on employee performance. the results showed that the second hypothesis was accepted. employee training (x2) has a direct and positive effect on employee performance (y), as evidenced by having a probability level below 5% (0,000) and a positive direction. the results of the study prove empirically employee training has an effect on employee performance. triasmoko, et al (2014: 1) research results prove that the test results partially international journal of human capital management, vol. 4 (2), december 2020 7 | p a g e variable training methods significantly influence employee performance variables. this means that if employees are included in the training will have an impact on the better performance of the employee, and vice versa if the employee lacks training will have an impact on employee performance that will not be maximized. employee training is very important in an organization. an effective organization must be able to find, utilize, maintain, and develop humans to achieve the desired results (marwansyah, 2012: 3). hypothesis 3 employee compensation has a direct and positive effect on employee performance. the results showed that the third hypothesis was accepted. employee compensation (x3) has a direct and positive effect on employee performance (y), as evidenced by having a probability level below 5% (0,000) and a positive direction. the results of the study prove empirically employee compensation affect employee performance. mundakir and zainuri's research results (2018: 43) prove that compensation influences employee performance. from the results of this study it appears that the better the compensation provided by the organization to employees, the better and more positive the performance of employees. conversely the weaker the compensation or compensation that is not in line with the expectations of the employee, the employee's performance will also weaken. the purpose of providing compensation, among others, is for employee performance which will later maintain the stability of the employee itself so that later it will be able to reduce turnover rates. providing appropriate compensation and in accordance with the energy and capabilities expended is expected to make employees more satisfied with their work so they can be professional. hypothesis 4 organizational commitment directly and positively influences employee performance. the results showed that the first hypothesis was accepted. organizational commitment (x4) has a direct and positive effect on employee performance (y), as evidenced by having a probability level below 5% (0,000) and a positive direction. the results of the study prove empirically organizational commitment effect on employee performance. nurandini and lataruva's research results, (2014: 89) prove that organizational commitment is proven to affect an employee's performance. if the organizational commitment is good then the employee's performance will be good, but conversely if the organizational commitment is not good it will have an impact on the decline in the performance of the employee. the results of this study are in line with research conducted by pane and fatmawati (2017:) that organizational commitment influences employee performance. attachment between independent variables, namely commitment consisting of affective commitment, normative commitment, and continuous commitment together with employee performance is very strong. hypothesis 5 empowering employees directly and positively influences organizational commitment. the results showed that the first hypothesis was accepted. employee empowerment (x1) has a direct and positive effect on organizational commitment (x4), as evidenced by having a probability level below 5% (0,000) and a positive direction. the results of the study prove empirically the empowerment of employees influences organizational commitment. the results of the research of setiawan and piartrini (2018: 187) show that employee empowerment has a positive and significant effect on organizational commitment. the higher the employee empowerment policy that is provided, the higher the organizational commitment. wibowo (2012: 409) explained empowerment as a process to make people become more empowered or more capable of solving their own problems by giving them trust and authority, so as to foster a sense of responsibility. empowerment is one of the most effective techniques for increasing employee productivity and optimal use of the capacity and abilities of individuals or groups in accordance with organizational goals. international journal of human capital management, vol. 4 (2), december 2020 8 | p a g e hypothesis 6 employee training has a direct and positive effect on organizational commitment. the results showed that the first hypothesis was accepted. employee training (x1) has a direct and positive effect on organizational commitment (x4), as evidenced by having a probability level below 5% (0,000) and a positive direction. the results of the study prove empirically employee training influences the organizational commitment of employees. the research results of nugraha et al (2017: 61) show that there is a direct positive effect of training on organizational commitment. the better the training that employees attend, the better the organizational commitment. luthans (2006: 249) defines organizational commitment as an attitude that reflects employee loyalty to the organization and is an ongoing process where every member of the organization devotes their attention to the organization, organizational success and organizational progress. hypothesis 7 employee compensation has a direct and positive effect on organizational commitment. the results showed that the first hypothesis was accepted. employee compensation (x1) has a direct and positive effect on organizational commitment (x4), as evidenced by having a probability level below 5% (0,000) and a positive direction. the results of the study prove empirically the compensation received by employee employees affect the organizational commitment of the employee. pratama et al's research results (2016: 1) prove that employee compensation has a significant partial effect on employee organizational commitment. this means that the better the compensation received by the employee, the better the organizational commitment of the employee. compensation is anything that the employee receives as a remuneration that is able to provide satisfaction to the employee for the work that has been completed. compensation received by employees is divided into two types of financial compensation and non-financial compensation. inadequate compensation received by employees will reduce the sense of organizational commitment of employees, job satisfaction and work motivation (fatimah, 2013 in pratama et al, 2016: 2). hypothesis 8 empowerment of employees (x1) has an indirect and positive effect on employee performance (y) through organizational commitment (x4). the results showed that the seventh hypothesis was accepted. employee empowerment (x1) has an indirect and positive effect on employee performance (y) through proven organizational commitment (x4). the results of the study prove empirically through setyawan's research (2017: 105) that there is an influence of empowerment, self efficacy, organizational commitment to employee performance. hypothesis 9 employee training (x2) has an indirect and positive effect on employee performance (y) through organizational commitment (x4). the results showed that the seventh hypothesis was accepted. employee training (x1) has an indirect and positive effect on employee performance (y) through proven organizational commitment (x4). the results of the study prove empirically through anisah's research results (2017: 40) that the effectiveness of training and work environment through commitment simultaneously has a positive and significant effect on employee performance. hypothesis 10 employee compensation (x3) has an indirect and positive effect on employee performance (y) through organizational commitment (x4). the results showed that the seventh hypothesis was accepted. employee compensation (x3) has an indirect and positive effect on employee performance (y) through organizational commitment (x4) proven. the results of the study prove empirically through the results of indriyanto's research, (2013: 83) that organizational commitment and compensation affect employee performance. this means that if organizational commitment is higher than employee international journal of human capital management, vol. 4 (2), december 2020 9 | p a g e performance will also increase and if compensation is higher than employee performance will also increase. the results of this study are reinforced by previous research conducted by triyono (2008: 52) which states that organizational commitment and compensation together have a positive and significant effect on employee performance. conclusion and recommendation the results of this study indicate that 1) empowerment has a direct and positive effect on the performance of financial management employees. the better employee empowerment will improve the performance of financial management employees. 2) training has a direct and positive effect on the performance of financial management employees. the better the employee training system will improve the performance of financial management employees. 3) compensation has a direct and positive effect on the performance of financial management employees. the better the system of giving compensation to employees will improve the performance of financial management employees. 4) organizational commitment has a direct and positive effect on the performance of financial management employees. the higher organizational commitment of employees will improve the performance of financial management employees. 5) empowerment of employees has a direct and positive effect on organizational commitment of financial management employees. the better employee empowerment will increase the organizational commitment of financial management employees. 6) employee training has a direct and positive effect on organizational commitment of financial management employees. the better the employee training system will increase the organizational commitment of financial management employees. 7) compensation has a direct and positive effect on organizational commitment of financial management employees. the better the system of giving compensation to employees will increase the organizational 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peacekeeping operations (unpko) in lebanon program fy 2014-2015 due to achieve vision 4000 peacekeepers. the cipp model is using on apply qualitative method for the research with consist of four evaluation components: (1) context; (2) input; (3) process; (4) product. the mechanism collecting data were collected through interviews, observations, questionnaires and documentation study. there are three levels of evaluation for judgment each aspect: low, moderate, and high. the summarized results and figured into case-order effect matrix was figure out of the categorization.the results of this research indicates that tni involvement in mission unpko lebanon, aspire to increase the number of peacekeepers up to 4.000 personnel in the category “high”, but still have some minor additional improvement especially on coordination among stake holders. this is because the results of context evaluation has a category of "high" with a scale of assessment "many" (75.3%); the results of input evaluation has a category of "high" with a scale of assessment "moderate" (60.6%); the results of process evaluation has a category of "high" with a scale of assessment "moderate" (65.3%) and the results of product evaluation has a category of "high" with a scale of assessment "moderate" (63.3% ). keywords: evaluation, program, vision 4.000,tni, unpko and cipp. the involvement of the military in the united nations peacekeeping operations (unpko) or the united nations peacekeeping mission since 1957, when the conflict in sinai, egypt. indonesia dispatch a military contingent named garuda contingent (konga) with the strength of 559 personnel. indonesia's involvement in the mission unpko continue to be implemented up mailto:gedesu16@yahoo.co.id* 2 to now. although konga tni has grown and become the number three most serious contributor of troops in unifil, program involving the military in peace mission (unpko) in region lebanon since was first held in 2006, is still the same, using the power of 850 personnel, and there is no change in the increase in the number of personnel to date. while it was faced with the indonesian government policy in achieving vision 4000 peacekeepers in 2019 is a challenge that needs to be realized. from the description above, the writer is interested in studying about tni involvement program evaluation in the un peace mission (unpko) in order to achieve vision 4000 peacekeepers in 2019. the main theory is referred to in this study are; evaluation; program; program evaluation; using cipp evaluation model (context, input, process, product). advantages and disadvantages of a program derived from the results of the evaluation program is public and non-profit then expected to enhance the implementation of the program will be better in accordance with the objectives and the expected goals. methods stages of data collection procedures, namely: (a) phase pre fields, choose a topic assessment activities and conduct preliminary surveys, reviewing the literature; (b) entering phase field, activities on the ground by recording the data / information field. further data collection techniques pelibatantni program evaluation in the un peace mission (unpko) adjusted to the components of an evaluation based on cipp evaluation model through documentary studies, questionnaires, observation, interviews. rate low, moderate, and high in the category of aspect / focus of the evaluation. testing the validity of the data is done with a form of triangulation of sources, and data collection techniques. triangulation is done with the intention of getting the data obtained through several informants / respondents. while triangulation to check the truth and enrich data. triangulation is done by interview observation and questionnaires with multiple objects respondents, namely: president to 6 prof dr susilo bambang yodhoyono cq former military secretary of the president, commission i of tb hasanuddin, defence minister of indonesia, tni, the indonesian foreign minister, ambassador to lebanon, director of un information centre (unic) jakarta, pmpp tni commander, chief executive tim koordininasi 3 peacekeeping mission (tkmpp), former commander of mechanised battalion task force (yonmek), former officials or personnel serving in unifil. results from the results of the overall evaluation of tni involvement program in the united nations peace mission (unpko) obtained the following results: table 1. summary overall evaluation of programs involving the military in the un peace mission (unpko) overall program evaluation in tni involvement of un peace mission (unpko) percent age rating categories (%) hight medium low 65,4 24,5 10,1 from the research program evaliasi tni involvement in the un peacekeeping mission (unpko), obtained results and benefits around the category "high" (65.4%) but the value was / is pretty much means higher categories are not absolute perfect / perfect still not optimal and effective in supporting the vision 4000 peacekeepers. while the individual components of cipp research results can be described as follows: in the context of the components, the results can be shown in table 2. tabel 2. context evaluation product evaluation components cipp context evaluation rating categories (%) hight medium low 75,3 22,2 2,5 4 the evaluation results indicate context components category "high" with the percentage of "many" (75.3%). the majority at the level granstrategy, strategy and operations already know and understand the vision, mission, goals and objectives of the program. but at the level of implementing no sebahagian who answered "moderate" by the percentage of "moderate" (22.2%). and a limited number of respondents answered the category of "low" with a percentage of 2.5%. on components input / input, evaluation results are shown in table 3. tabel 3. evaluation results component input (input evaluation) evaluation components cipp input evaluation rating categories (%) hight medium low 60,6 27,2 12,2 results of component inputs / input indicates the category of "high" with the percentage of "moderate" (60.6%). there sebahagian respondents answered the category of "moderate" with a percentage of the "little" (27.2%). and a limited number of respondents answered "low" with the percentage of "little" (12.2%). further to process components, such as the evaluation results in table 4 tabel 4. evaluation results process components (process evaluation) evaluation components cipp process evaluation rating categories (%) hight medium low 65,3 22,1 12,6 5 results of component inputs / input indicates the category of "high" with the percentage of "moderate" (65.3%). there sebahagian respondents answered the category of "moderate" with a percentage of the "little" (22.1%). and a limited number of respondents answered "low" with the percentage of "little" (12.6%). and final evaluation of the components of the product, the results can be seen in table 5. tabel 5. evaluation results component products (produck evaluation) evaluation components cipp product evaluation rating categories (%) high medium low 63,3 22,2 14,4 results of component inputs / input indicates the category of "high" with the percentage of "moderate" (63.3%). there sebahagian respondents answered the category of "moderate" with a percentage of the "little" (22.2%). and a limited number of respondents answered "low" with the percentage of "little" (14.4%). discussion tni involvement program in the united nations peace mission (unpko) in region lebanon has existed since 2006 with the presidential decree (decree) no. 15 year 2006 concerning konga in maintenance mission in lebanon, before dicanangkanya vision 4000 peacekeepers. while the focus of research tni involvement program evaluation in the un peace mission (unpko) in the period from 2014 to 2015 year, after 4,000 peacekeepers vision launched by indonesian president susilo bambang yudhoyono-6 during the launching complex indonesian peace and security center (ipsc) in sentul, bogor on march 20, 2010. therefore, the results of research and discussion of this research are expected to know and analyze the tni involvement program in the united nations peace mission (unpko) especially in region lebanon (unifil), which involves a mechanised battalion which has lasted since 2006 to focus this study is being commissioned in the year 2014-2015 the rotation each year. as already mentioned in the overall evaluation of the results of this research which has a high rating category in the rating scale but 65.4% or moderate / high category pretty much meaning not 6 absolute perfect / perfect, still not optimal and effective in supporting the vision 4000 peacekeepers. based on the results of triangulation results of a questionnaire with the results of the interviews by researchers optimized coordination, communication, commitment, concern, and intregrated (c4i) intra and inter-related agencies to support the vision of 4,000 peacekeepers. for more details researchers then share the results of research based on the theory of program evaluation context, input, process and product (cipp) as well as discussed the results of the evaluation, not maximum is because the category of "high" but the frequency of ratings on a scale of "moderate". results component context (context evaluation) has a category of "high" with a scale of assessment "many" (75.3%); evaluation results component input (input evaluation) has a category of "high" with a scale of assessment "moderate" (60.6%); component evaluation process (process evaluation) has a category of "high" with a scale of assessment "moderate" (65.3%) and evaluation component products (product evaluation) has a category of "high" with a scale of assessment "moderate" (63.3% ). rating high category is based on the observation researchers that program involvement of the military in the mission of the un peacekeeping (unpko), especially in the area of lebanon (unifil), which involves the battalion mechanised an assignment rotation each year in the un mission, but still found aspects that have not been optimal and effective so the percentage assessment scale was found was / is quite a lot. thus the necessary corrective measures on aspects of program activity that is not optimal and effective so that the implementation of the program can be more effective and efficient. in order to improve the results of the activities of tni involvement in the un peacekeeping mission (unpko) needs to be optimized coordination, communication, commitment, concern, and intregration (c4i) intra and inter-related agencies to support the vision of 4,000 peacekeepers. the activities of tni involvement in the un peacekeeping mission (unpko) need to be put standby force which is listed on the united nations peacekeeping readiness system (unpcrs) is a standby military forces ready for deployment in peace missions (unpko) in the not too distant future. based on the analysis of data about tni involvement program in the united nations peace mission (unpko) in region lebanon year 2014-2015 conclusion has ranked "high" with a scale of assessment "moderate" (65.4%) or "quite a lot" means the high category is not the absolute perfect / perfect, still not optimal and effective in supporting the vision of 4,000 peacekeepers. details of the conclusion of this evaluation study presented by the conclusion of each component is evaluated as follows: 1. evaluation component context (context evaluation) evaluation results component context (context evaluation) has a category of "high" with a scale of assessment "many" (75.3%) or component context been implemented although not absolute perfect to support vision 4000 peacekeepers. the legal basis related to the vision, 7 mission, goals and objectives of the program for policy-makers have been accommodated. at the level of gran strategy, strategy is well aware of the legal basis for military engagement program in the un peacekeeping mission (unpko) but for operational units still have not heard about. so the message program a limited number will not understand the vision 4000 peacekeepers. a. legal basis policy involvement program tni in the un peace mission (unpko) in region lebanon year 2014-2015, based on the formulation aspects vision and mission vision and mission needs to be made in writing and in the official state documents involvement program tni in the un peace mission (unpko) in particular territory to lebanon from tni headquarters. pmpp to tni to not only the level of grand strategy alone knows but also to the tactical level in the field; formulation of vision and mission programs also need to be considered if it can be supported by the president and the ministry of finance which have an impact on budget support; stakeholder understanding the need for equalization of the un mission which will be targeted to achieve vision 4000 peacekeepers. b. legal basis policy involvement program tni in the un peace mission (unpko) in region lebanon year 2014-2015, based aspect formulation of program objectives can maintained; program objectives continued for safe operating area and the military continue to be asked back by the united nations, does not aim to increase the number to support vision 4000 peacekepers because it can not be added to the territory of lebanon because every year the number of sent and replaced the same; the deployment of personnel in the territory lebanon is no longer affected by the deployment of the system unpcrs because it runs only stayed rotate only; precisely indonesia must alert to the conditions in lebanon, maybe if there calm conditions continue, the number will be reduced peacekeepers may have struck indonesia so that the deliberation and political decision to immediately find a new mission area is to increase the vision 4000 peacekeepers c. legal basis policy involvement program tni in the un peace mission (unpko) in region lebanon year 2014-2015, based aspect formulation development program targets in order to proceed with the formulation based on the situation in lebanon mission area to be made a mou and its tasks; although the formulation is not made again every year, but when it concerns the evaluation of the task force a year earlier, for example delays of vehicle spare parts support to quickly supported without delay one budget year; the decision to add personnel in lebanon can not be done because the numbers are "stuck", except in this case the government could ptri lobbying the united nations to add to indonesia's request must refer to the security situation in lebanon. 2. evaluation component input (input evaluation) evaluation results component input (input evaluation) has a category of "high" with a scale of assessment "moderate" (60.6%) or component input has been implemented though not absolute perfect to support vision 4000 peacekeepers. meaning task force (task force) garuda 8 contingent in lebanon / unifil is a rotation every year. in planning the activities already programmed and ready turn of each year during the unifil mission in progress. however, the organizational structure set up in a home base often not accommodated the need for field duty. task force commander (dan task force) contingent on modifying task demands in the field in order to run properly. similarly, support for infrastructure, on a sense of responsibility so that the task successfully, before leaving dansatgas contingent has anticipated spares / parts that quickly wear (consumables) on its own self-help efforts. 2. evaluation component input (input evaluation) a. planning programs involving the military in the un peace mission (unpko) in region lebanon year 2014-2015, based aspect although already detailed action plan but still lacking the material on introduction vision and mission 4,000 peacekeepers to the tactical level, therefore needs to be added material about the introduction of vision peacekeepers 4000 mission and more intensive; competition schedule binsat and raiders to matra army must be advanced for implementation of the selection and training of personnel in the military pmpp not delayed; need a strong lobby of the indonesian permanent representative in new york that the un can ask a role beyond indonesia to increase its personnel in lebanon; mission of peace is different with programs ministry / agency other countries. it is important to understand because its implementation is based on the un's request when it was agreed in the mou and has been budgeted by kemkeu then said to be a program. therefore, to be able to carry out its activities to consider things that are requested or required by the united nations rather than the "custom" work program of the ministry / state institutions generally associated with synergy. b. planning programs involving the military in the un peace mission (unpko) in region lebanon year 2014-2015, based aspect mechanism procedures can be maintained; there needs to be support from the stakeholders, especially the ministry of finance to understand unpcrs systems that impact the budget provision standby; needs to be disseminated more widely about procedures more optimal mechanism so that its implementation; sbf need to form as required by the un. c. planning programs involving the military in the un peace mission (unpko) in region lebanon year 2014-2015, based on the organizational structure aspects need to be selected more tightly to fit the needs of the field and in accordance with the ability of such personnel, and no further personnel "surrogate" who later will membenani other task force members for not being able to work with the appropriate expertise d. planning programs involving the military in the un peace mission (unpko) in region lebanon year 2014-2015, based aspect monitoring and control can be maintained; no need to cut bureaucracy reform-related decision making involvement program tni in the un peace mission (unpko); need to find a solution is not the reason the budget continues delivered so late infrastructure support does not affect the reimbursement of the relevant un intercepted 9 involvement program tni in the un peace mission (unpko); needs to be increased confidence in the budgeting involvement program tni in the un peace mission (unpko); need optimization and trransparansi results monitoring and control has been done by each structural organic to be known by all relevant institutions (tkmpp) since it does not melakasanakan simultaneously; procurement in the repair, there needs to be assigned and responsible to oversee the purchase, to monitor and control the organization instead of the force commander, his place in lebanon; need to immediately look for a solution why late tool support issues always appear in each annual report as this will have an impact on reimbursement cuts in funding from the united nations, and tools in the area of the mission is becoming increasingly unfit for use; although the findings are categorized as high but the value of 55.6% nearly half. therefore requires serious attention to be improved and enhanced. e.perencanaan involvement program tni in the un peace mission (unpko) in region lebanon year 2014-2015, based aspect support human resources can still be maintained; determination of personnel in organization structure troops to be sent to the peace mission should be evaluated again in order to not only meet but the percentage is fulfilled in accordance with the expertise of the personnel; it must be evaluated and there is legal clarity organizational structure which has been in reorganization at the time in mission sur requested by the united nations; and setting standards need to be evaluated in accordance with kompentesi pmpp personnel with the task of fields who are familiar with the un system; f. planning programs involving the military in the un peace mission (unpko) in region lebanon year 2014-2015, based aspect support infrastructure needs to be reformed procurement bureaucracy at the tni headquarters; procurement improvements can be done in the mission area by dan task force or representatives and remained in an eye g. planning programs involving the military in the un peace mission (unpko) in region lebanon year 2014-2015, based aspect budget support should be evaluated and clarified; stakeholders involved in the program involvement in the un peace mission (unpko) in region lebanon year 2014-2015 should be equated his understanding of the use of money the state budget for the preparation, and then in the mission with un money is not the state budget; use of money reimbursement should be more transparent to the survival of the next mission in accordance with the allocation; needs the support of the ministry of finance / bapenas in order to take decisions budget support; 3. evaluation component process (process evaluation) component evaluation process (process evaluation) has a category of "high" with a scale of assessment "moderate" (65.3%) or component process has been implemented, though not absolute perfect to support vision 4000 peacekeepers. support infrastructure, especially the delivery mechanism parts / spare part is too slow, even task force contingent returned to indonesia, especially spare parts of heavy equipment (major equipment) did not appear. 10 similarly, the organizational structure that has been prepared from the home base, as in the area of assignment must be readjusted because of some personnel who manned in the organizational structure was not in accordance with the assignment of the field. a. tni involvement program implementation in the un peace mission (unpko) in region lebanon year 2014-2015, based aspect implementation action plan can be maintained despite many challenges; in carrying out the race binsat and raiders, mabesad to pay attention to regular schedule associated delivery personnel to unifil of the united nations so that does not result in a delivery failure forces since troops late and exhausted; cimic activities are the mainstay of indonesian troops should be maintained even be improved by providing medicines, medical personnel and additional library book collections; b. tni involvement program implementation in the un peace mission (unpko) in region lebanon year 2014-2015, based aspect implementation procedures mechanised can be maintained; however, for the addition of personnel vision 4000 peacekeepers still keep up with systems such as budgeting or can not prepare personnel in order to meet unpcrs sbf; c. tni involvement program implementation in the un peace mission (unpko) in region lebanon year 2014-2015, based on the implementation aspects of organizational structure can be maintained; leaders in indonesia already know about will be a change in the mission area and will certainly change the structure of the organization that was formed in the country or in the mou with the united nations or loa. changes decided by the task force should be told whether the leadership in indonesia agree or not because this is related to the legal standing for them if anything happens; besides the decision leaders in indonesia would be accountable if what the task force decided not exactly like in the year 2014-2015, substitute mayor julianto of kasi logistical became chief of staff was replaced by dan kiban who do not have a special badge logistics planning; need to be notified or to be proposed to the united nations before approving changes to mou / new loa that indonesia requires a position or title is due to strong reasons. cos positions so strong in the area of mission and acknowledgment by the united nations d. tni involvement program implementation in the un peace mission (unpko) in region lebanon year 2014-2015, based aspect implementation monitoring and control needs to be improved; no need to cut bureaucracy reform-related decision making involvement program tni in the un peace mission (unpko); need to find a solution is not the reason the budget continues delivered so late infrastructure support does not affect the reimbursement of the relevant un intercepted forwarded each structural organic to be known by all relevant institutions (tkmpp) since it does not do simultaneously; procurement of good repair.there needs to be assigned and responsible to oversee the purchase to monitor and control the organization and not the force commander but his place in lebanon; need to immediately look for a solution why late tool support issues always appear in each annual report as this will have an impact on reimbursement funding cuts. 11 e. tni involvement program implementation in the un peace mission (unpko) in region lebanon year 2014-2015, based implementation support aspects of human resources needs to be re-evaluated and improved; to support vision 4000 peacekeepers on set-up personnel, should be formed sbf supported budget by the ministry of finance as one of the conditions for the deployment of troops to the un mission for the un mission is not a formation program such as the ministry or the state organization, but based on the request of the un. once set up and then be able to use the state budget system that is the state budget. so that indonesia would be ready to own sbf that the un requested at any time; need to be prepared more carefully in accordance with the compliance office personnel with expertise, not just the pursuit of the quota; each deployment of troops to the un peace mission (unpko) anywhere, should be able to benefit as much as much in the interest of the state is not only the pursuit of profit and loss of reimburse only; fulfillment organizational structure pmpp as operational level is also important between the positions of expertise so that personnel can carry out their duties effectively and efficiently by the united nations system; it is proposed that in the preparation of personnel organizational structure can include personnel / staff of pt. pindad for example in order to estimate the possible need for spare parts and any urgent or important to change in procurement. f. tni involvement program implementation in the un peace mission (unpko) in region lebanon year 2014-2015, based aspect implementation support infrastructure can be maintained; need a solution to accelerate the delivery of spare parts needed by the task force so as not to be late again, so major equipment used task force re ready; policy package divide the money based on the level of the newly enacted ranks in the period 2014-2015 to the present need to be evaluated and reviewed. because the money was given by the un is average for each person, why should be cut and adapted to the ranks, whether these can be categorized as a form of misuse of funds ?; necessary equipment in appropriate example is clothing for extreme weather. one of the causes of support as a form of deviation ?; need to find a solution with the un whether to revise sur, mou and the law of attraction or by the un to stick with the current conditions with wet lease or will send to the dry lease and or like the proposal of the director un information center to convince the united nations that major equipment is very essential that deserve extra reimbursements. g. tni involvement program implementation in the un peace mission (unpko) in region lebanon year 2014-2015, based on the implementation aspects of the budget support act need to be made about the involvement of citizens of the republic of indonesia in the un peacekeeping mission (unpko). why should an indonesian citizen because in permenlu no. 05 of 2015 involvement in peace mission is not only military but also including the police and civilian experts. with this law is expected to not only be able to prepare sbf but also can prepare personnel for unpcrs standby consisting of military, police and civilian experts at any time if the un requested. 4. evaluation component products (product evaluation) 12 evaluation results component products (product evaluation) has a category of "high" with a scale of assessment "moderate" (63.3%) or product component has been implemented although not absolutely perfect to support vision 4000 peacekeepers. the achievements of the involvement of the military in the un peace mission (unpko) in region lebanon year 20142015, based aspect results achievement and benefits quite successful, though not absolute perfect to support vision 4000 peacekeepers, still need to strengthen inter-sectoral coordination of each agency related a. the achievements of the involvement of the military in the un peace mission (unpko) in region lebanon year 2014-2015, based aspect results achievement and benefits program; tni involvement program implementation in the un peace mission (unpko) in region lebanon year 2014-2015, based on the implementation aspects of the budget support act need to be made about the involvement of citizens of the republic of indonesia in the un peacekeeping mission (unpko). why should an indonesian citizen because in permenlu no. 05 of 2015 involvement in peace mission is not only military but also including the police and civilian experts. with this law is expected to not only be able to prepare sbf but also can prepare personnel for unpcrs standby consisting of military, police and civilian experts / civilian expertise at any time if the un requested. references arikunto, suharsimi, dan safruddin, cepi abdul jabar. evaluasi program pendidikan. 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(2011) diunduh dari www.files.eric.ed.gov/fulltext/ej957107.pdf (diakses pada 04 januari 2016) http://www.core.ac.uk/download/files/392/11788560.pdf http://www.files.eric.ed.gov/fulltext/ej957107.pdf international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 2 (2), december 2018 1 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 2, no.2, december 2018, p 1-8 entrepreneurship education in higher education fahmi idris state university of jakarta email: idrisfahmiunj@gmail.com abstract unemployment, economic growth, and low entrepreneurial ratio has become current problem in indonesia. entrepreneurship education is an important form of intervention to overcome these problems.this article reviews the concepts and developments in the field of entrepreneurship education in the literature.furthermore, this study critically examines the development of entrepreneurship education in indonesia and implement the existing theoretical framework to recommend a number of improvements that can be taken by higher education and other stakeholders to enhance the quality of entrepreneurship education in indonesia. keywords: entrepreneurship, entrepreneurship education, higher education, critical theory . introduction indonesia has a very high unemployment rate, low economic growth, and low total entrepreneurial activity. although statistic data show that the open unemployment rate in 2006-2018 is decreasing, it still higher than the late 1980 era rate. as seen in figure 1, from at least 1986-1993, the unemployment rate in indonesia only reached around 2%, while in 2013-2018, the unemployment rate in indonesia was not lower than 5%. figure 1: open unemployment rate in indonesia 1986-2018 (bps, 2018b) the same thing applied in economic growth rate where 2014-2018 era rate was actually lower than the 2009-2013 era. in 2014-2018, average economic growth was 4.96% per yearwhile in the 2009-2013 era was 5.84% per year.not to mention when compared with economic growth in 1992-1996 which reached 7.20% per year. u n e m p lo y m e n t r a te (% ) year mailto:idrisfahmiunj@gmail.com international journal of human capital management, vol. 2 (2), december 2018 2 | p a g e figure 2: development of indonesia economic growth 1986-2018 (bps, 2018a) in the other hand, the growth of entrepreneurial activities is quite encouraging. entrepreneurship which was only carried out by 0.24% of indonesians in 2009, rise to 1.56% in 2014 (mopangga, 2014). in 2017, the percentage of entrepreneurship has reached 3.1% of the total population. it is relatively higher than the minimum threshold of the proportion of entrepreneurs in developed countries which is 2.0% (kominfo, 2017). however, this percentage is still far behind compared to other developed countries such as malaysia (5%) (tempest, 2017), united states (12%), or india (7%) (berita satu, 2016). these are a big challenge for the government and the private sector because of the impact on the whole national economy. high unemployment has an impact on low productivity while low economic growth will lead to a decline in welfare of indonesianfamilies. the low level of entrepreneurship leads to an undeveloped economy as well. one solution that can be taken to overcome the problem of unemployment, economic growth, and low local entrepreneurial activities is by providing entrepreneurship education in universities. good entrepreneurship education can give a positive impact on the creation of new jobs (hindle, 2007; b. jones &iredale, 2010), the development of key competencies is important for economics (lackus, lundqvist, and middleton, 2016), the ability to overcome social problems (rae, 2010; volkmann et al., 2009), supporting local and national economic growth (kuratko, 2005), and even increasing the involvement of students or students in education in their schools / universities (moberg, 2014). this needs to be done at the higher education level because compared to hight school students, college students are better prepared to work independently and able to be given the responsibility for contributing to the economy for themselves. higher education level students have the cognitive capacity which is importantly needed as competencies in entrepreneurship education. after 1998 reformation, the government's efforts to inisiate entrepreneurship education in universities have intensified. the implementation of presidential instruction no. 4 of 1995 concerning the national movement to promote and cultivate entrepreneurship was a bit slowed down by the 1997 economic crisis. afterwards, various entrepreneurship education programs began to be implemented in various universities in indonesia, starting from a one-day lecture to independent courses, which is required by all students. some even have entrepreneurship study programs for example, ui, itb which opened this program since 2013. however, up until now, problems such as unemployment, low economic growth, and low levels of entrepreneurship as found above are still continue to grow. it shows that the efforts that have been made have not produced the expected results yet. at this point some basic questions arise: is a current entrepreneurship education in indonesian still has a low quality? does it need to add curriculum both in quantity and quality? are there new things that unnotice when entrepreneurship education in universities in indonesia was developed? the following review aims to provide guidance on what needs to be reviewed from the current entrepreneurship education system both locally and nationally in indonesia. e c o n o m ic g r o w th ( % ) year international journal of human capital management, vol. 2 (2), december 2018 3 | p a g e methodology this study reviewed a various development around the concept of entrepreneurship education in the literature. furthermore, a critical approach method is given to review the situation of entrepreneurship education in indonesia. entrepreneurship literatur review is used to formulate the recommendation concerning entrepreneurship education in indonesia. the critical approach method is still rarely used in the field of entrepreneurship (perren & jennings, 2005). therefore, the application of this method to entrepreneurship education in indonesia is able provide a new picture in the study of entrepreneurship. result and discussion the researchers have proposed many notions of entrepreneurship education. some viewd it as "specialized knowledge instilled in learners about the characteristics of risk taking, innovation, arbitration, and coordination of factors of production with the aim of creaeting new products or services for new users and those already in human society" (minniti and lévesque, 2008). heinonen and poikkijoki (2006) defines entrepreneurship education as an activity that aims to develop entrepreneurs and increase their understanding and knowledge of entrepreneurs and companies. another paradigm viewed entrepreneurship education as a "formal or informal learning that encourages students to get the ability to recognize, review, and capture opportunities available in the environment other than to gain skills" (c. jones and english, 2004). bin yusoff, zainol, and bin ibrahim (2015) practically distinguishing entrepreneurial education from entrepreneurship education, where they interpret entrepreneurship education as "a curriculum designed to instill knowledge-based education and the theoretical context of entrepreneurship in an artificial environment", while education entrepreneurship is "a curriculum that emphasizes the development and improvement of tasit knowledge (experience-based through real practice) on students". although there are a lot of definitions, entrepreneurship education can be understood as a program with the aim of encouraging awareness and action to make entrepreneurship a career goal, whether it is generating new business or developing an existing business. entrepreneurship education provides the ability for individuals to be able to recognize business opportunities as well as equip them with the knowledge, skills, and attitudes that are important to exploit these business opportunities. the distinctive characteristics of entrepreneurship education can be seen from the contents ofits curriculum. according to fayolle, gailly, &lassas-clerc (2006), good entrepreneurship education must contain five things: know-why, know-how, know-who, know-when, and know-what. that is, entrepreneurship education teaches someone to know why, how, who, when, and what. know why means that someone who gets an entrepreneurship education must have the attitudes, values and motivations that enable him to know why he must become an entrepreneur. know how relates to the ability to entrepreneurship. know who related to social skills, both short and long term. know when it is related to intuition about when to start a business, which in turn, related to the ability to see opportunities. know what means knowledge of both business knowledge and product knowledge. because of its broad content, it is not surprising that entrepreneurial education emerged in various types. liñán (2004) observed that there were four types of entrepreneurship education implemented in spain. first is an education to starts a business. this education contains a content is limited to business planning. second is education on entrepreneurial awareness. this kind of entrepreneurship education focused more on analyzing the role of entrepreneurial agents in economic development and highlighting its urgency. theoretically, education to starts a business focused more to the technical and international journal of human capital management, vol. 2 (2), december 2018 4 | p a g e business feasibility aspects to run a business, which means that the students themselves have the intention to become entrepreneurs. meanwhile entrepreneurial awareness education is more on the social feasibility aspects of a business so that a student becomes aware, knows about entrepreneurship, and intends to become an entrepreneur. third kind of entrepreneurship education is entrepreneurial dynamism education. this education is focused on the phase after the business exists. it aims to make the business grow and overcome various challenges. fourth, advance entrepreneurship education. this kind of education is related to long-term aspects and is directed at entrepreneurs who have long experience in business. the entrepreneurship education division is also not limited to the stages of one's entrepreneurship but also to the contextual aspects. entrepreneurship education textbooks are often too general, it failed to implicate real new possibilities for doing business (blenker, dreisler, and kjeldsen, 2006). therefore, entrepreneurship education can also be developed contextually and specifically in certain fields. it can be bound to a place, certain demographic groups, certain economic fields, and so on. for example, entrepreneurship education can be packaged specifically into entrepreneurship education in jakarta, online business entrepreneurship education, agricultural entrepreneurship, entrepreneurship for a technician, and so on. education with this contextual curriculum indeed narrows the business oportunity, but is more focused and if given to the appropriate student, it will provide more tangible and relevant actuality to the background of the student. education can be devided into formal and informal, it also applied to the entrepreneurship education. higher education in entrepreneurship is a formal form of education, therefore the pseudo-informal aspects of entrepreneurship is able to be given. for example, students can be invited to study entrepreneurship by taking them to a company or small and successful medium-sized business to conduct interviews, observation, or even become an apretince with real experienced people. even the expert canteen owner on campus can be a source of informal entrepreneurship education for students. the knowledge provided by field people is certainly informal because it is unstructured and may not have an explicit theoretical basis. however, because entrepreneurship is an open field, the tasit and contextual knowledge is also needed to be able to enrich education as well as the impact of education. there are many entrepreneurship education models that can be developed in accordance with the context, students, and stages of entrepreneurship. one model is quite relevant forbeginner in entrepreneurship education. this model was developed by zupan and nabergoj (2016). figure 3 shows this education model. figure 3: entrepreneurship education model (zupan & nabergoj, 2016) international journal of human capital management, vol. 2 (2), december 2018 5 | p a g e the model showed that the ultimate goal of entrepreneurship education is continues, in term that business can emerge and generate sustainable benefits for entrepreneurs. there are three things that determine the continuity of education. first is the significance of the project. this effectiveness related to entrepreneurial awareness of each student. it depends on five things: experimentation, mentoring, results of market research (users), external recognition, and sustainability of previous businesses. after that, the continuity of education also determine by process components. the process component includes field studies, experimentation, interdisciplinarity and market research. lastly, the component of the environment or context can also determine the continuity of education. this component includes tools and space, mentoring process, and external recognition. all of these variables are interrelated and therefore, need to be provided thoroughly by universities that teach entrepreneurship education. process component can be easily provided by the colleges as a part of higher education curriculum. for example, interdisciplinarity is common in higher education because experts from broad research field geather in the university. each experst are able to contribute various aspect of entrepreneurship from their educational background. field studies can be conducted through collaboration with industries, msmes, or business practitioners and entrepreneurs. in addition, student can also conduct experiment and market study. infrastructure is a challenging part at universities environment. higher education institutions need to provide tools, space, mentors, and also recognition of student entrepreneurship profit sharing. many funding programs have been implemented in higher education such as pmw (entrepreneurial student program) and psw (entrepreneurial bachelor program). but mentoring requires one or more dedicated lecturers to support student in running their business. entrepreneurship education is one of the important manifestations of economic democracy as stated in article 33 of the 1945 constitution paragraph 4. according to ruslina (2012), economic democracy must be realized in the form of participation and economic emancipation. that means the community has the right to participate in the economy, including in the form of creating its own employment through entrepreneurship. economic democracy favors poor and weak people so that they get special attention and treatment in order to experience empowerment (ruslina, 2012). without this partisanship, the economy only belongs to individuals, especially conglomerates who have large capital and are able to create large-scale businesses that are not friendly to small and new businesses that are more considered as rivals than as partners. the role of pasal 33 of undang-undang dasar ri (uud) 1945 to support entrepreneurship has also been recognized through the 1999 gbhn which emphasized that economic democracy works by developing the capabilities of cooperatives and small and medium enterprises (mpr, 1999). also note that the mpr in this gbhn mentions entrepreneurship by placing it in the youth and sports section. in point d of this section, it is stated that the government must "develop entrepreneurial interest and enthusiasm among young people who are competitive, superior and independent" (mpr, 1999). meanwhile, in the education department, one of the points is that the government must "develop the quality of human resources as early as possible in a directed, integrated and comprehensive manner through various proactive and reactive efforts by all components of the nation so that the younger generation can develop optimally accompanied by the right of support and protection in accordance with its potential ". entrepreneurship education is in line with the goals of national education, one of which is to create creative and independent human beings (law no. 20 of 2003 concerning the national education system article 3) (president of the republic of indonesia, 2003). however, indonesia has long been dominated by entrepreneurs. throughout the orde baru, entrepreneurs get a fresh breeze. small businesses grow but without support from the government. on the other hand, large companies get substantial support with various facilities and incentives. economic democracy is defined as the benefit of individuals and international journal of human capital management, vol. 2 (2), december 2018 6 | p a g e individuals here of course are people with great power and funds. during that time, education functioning only to produce employee to work in these companies. indonesia’s education isn’t familiar to make a student creating their own company. that’s lead to famous term among the entrepreneur which are, "it's useless for college to only be an employee" or "don't need school to be rich".this is because the education system at that time functions to serve entrepreneurs, while entrepreneurs are forced to grow hard from real-life trial errors. some of them, fall and cannot rise again, may fall into poverty or be forced to become employees of large companies. what indarti and rostiani (2008) found when comparing factors that influence students' entrepreneurial intentions in indonesia to japan and norway is not suprising. the study found that only in indonesia educational factors became significant in determining the intention of entrepreneurship. even stranger, the significant influence is negative. that is, the more students are taught business and economics, the lower the intention of student to become enterpreneur.this contrasts with the situation in singapore, where student lean more about economic and business also increase their motivation to become entrepreneur. the worst part is, these negative influences contributed in addition to self-efficacy, in the intention of entrepreneurship by 28.2%, the highest compared to japan (14.2%) and norway (24.8%). it is also natural for the two researchers to conclude that indonesia curriculum has encouraged the student to become employees, rather than entrepreneurs, even though entrepreneurship is an inseparable field of economics and business. indeed, most of the big entrepreneurs start their own business from the beginning. but they did not learn this in the indonesian education system. the decision comes from various backgrounds and their life dynamic as a process that were not captured in entrepreneurship education in indonesia. since indonesia did not develop in the economic democratic system, these conglomerates lost the important spirit of togetherness and saw that other people with the same business, although far smaller, were competitors, instead of an aprentice to inherit knowledge or friends to share entrepreneurial experience. the emergence of the concept of economic democracy in amendment to pasal 33 of uud 1945 is a major advance in enterprenualship. this concept has been supported by principles such as togetherness, efficiency, justice, sustainability, environmental insight, independence, and maintaining a balance of progress and unity of the national economy. economic democracy guarantees that the economy is run together and together. ideally, all citizens are given the opportunity to participate with his choice to become an entrepreneur or as an employee and other profession. with this choice, they can contribute to the maximum with the right choice and according to their background. this is what can be interpreted from the principle of efficiency brought by pasal 33 of uud 1945 paragraph 4. unfortunately, often one door or all the doors are closed. for unemployed, the door as an employee has been closed. while for a scholar, perhaps the door of entrepreneurship has been closed, because during education they get a subjective norm if entrepreneurs are only for drop-outs, wasting higher education they have traveled, or because they cannot see opportunities due to various factors, including institutional factors. therefore, the progress brought about in pasal 33 of uud 1945 paragraph 4 must be seen as a hollow step if the sense of togetherness and kinship implied by economic democracy is not felt by all nations. these entrepreneurs now have a responsibility to be involved in entrepreneurship education. it has become their responsibility because of the economic system and the advantages they’ve get back when the principle hasn’t adopted in the system. they have lo actualize the togetherness by contributing to the creation of new entrepreneurs armed with the knowledge they have acquired and benefits. it would be very helpful if these big entrepreneurs become mentors for students or at least become partners for universities to serve students in entrepreneurship education programs. ciputra is an exemplarysucsess story. he is a figure who continues to spread the entrepreneurial spirit in indonesia. he was very intensive in developing entrepreneurship education in the colleges he built. this is an important example of how economic democracy international journal of human capital management, vol. 2 (2), december 2018 7 | p a g e should work in the spirit of brotherhood in indonesia, in accordance with pasal 33 uud 1945 paragraph 4. employees have played an important economic role. without these employees, entrepreneurs will not be able to grow big. they are the economic unsung heroes. becoming an entrepreneur is a logical option to honor their hard work. similarly, an entrepreneur must also be taught to appreciate his employees. this should be part of entrepreneurial education content, especially in developing and advanced types of entrepreneurship. entrepreneurship education that is currently developing at the national and local level still needs to be improved in order to produce maximum effects for reducing unemployment, increasing economic growth, and increasing the number of entrepreneurs for the common good in economic democracy. various entrepreneurship education which is currently held in universities is still very fixated on theoretical and knowledge aspects, rather than aspects of experience. education has been conducted masively so that students do not get individual guidance even if they really feel the need to take the path as an entrepreneur. they do not know when (know-when) and do not know who (know-who), and also do not know (knowhow). they only know (know-why) and what (know-what), as taught partially by entrepreneurship education in universities today. the education that is taught is still very common, not focusing on the typical aspects of the millennial generation that are information technology literate but impatient. judging from the zupan and nabergoj entrepreneurship education model (2016), entrepreneurship education in indonesia is only able to provide process components. entrepreneurship education in indonesia needs to be supported to be able to provide a component of the environment, which is a condition for student entrepreneurship continuity. conclusion entrepreneurship education in indonesia has still not been able to produce the situation of unemployment and economic growth that indonesia has achieved in the orde baru era. meanwhile, the proportion of entrepreneurs is still far below neighboring countries and developed countries. therefore, it is very necessary for entrepreneurship education to be encouraged better. the traditional mindset that still focuses on industrialist and individualistic perspectives needs to be increasingly directed at the principles of economic democracy that are passionate about family and mutual cooperation. the theoretical framework reviewed can be used to improve the current situation of entrepreneurship education in indonesia. references berita satu. 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(2009). educating the next wave of entrepreneurs a report of the global education initiative at the world economic forum. zupan, b., & nabergoj, a. s. (2016). incorporating design thinking in entrepreneurship education. european conference on innovation and entrepreneurship, (2004), 876–883. international journal of human capital management, vol. 3 (1), june 2019 international journal of human capital management, vol. 3 (1), june 2019 27 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 3, no.1, june 2019, p 27-38 the effect of coach leadership, team cooperation, and achievement motivation on the performance of the depok city athlete muhammad fahmi state university of jakarta email: muhammafahmi_im13s3@mahasiswa.unj.ac.id wibowo state university of jakarta email: wibowo303@yahoo.co.id dedi purwana state university of jakarta email: dpurwana@unj.ac.id abstract the objective of this research was to examine and analyze the effect of coach leadership, teamwork, and achievement motivation on the performance of depok city’ athletes. it was a quantitative research with associative approach, conducted at depok national sports committee (koni). the data were collected through questionnaire involving 203 samples of respondent of athletes and coach among depok national sports committee. data collection techniques carried out in this study were using questionnaire instruments. the items were derived from such variables (coaching leadership, teamwork, achievement motivation, and athlete’s performance) using a likert scale which is used to allow the individuals to choose an answer in order to expressing how much they agree or disagree in such statement. the data analysis and interpretation indicates that: (1) coach’ leadership has no direct effect on athletes’ performance. (2) coach’ leadership has no direct effect on achievement motivation. (3) coach’ leadership has direct effect on teamwork. (4) teamwork has direct effect on achievement motivation. (5) teamwork has direct effect on athletes’ performance. (6) achievement motivation has direct effect on athletes’ performance. (7) coach’ leadership has no indirect effect on athletes’ performance through achievement motivation. (8) coach’ leadership has an indirect effect on athletes’ performance through teamwork. (9) coach’ leadership has an indirect effect on athletes’ performance through teamwork and achievement motivation. the implications in this study have the potential to contribute to a deeper understanding of things that can affect athlete performance; which consists of theoretical implications, research implications, policy implications, and practical implications. from several previous journals, research on the object under study, namely athletes is still relatively small. even if there is, it only examines athletes in one sport. while in this study the object of his research was in many sports. keywords: coach leadership, teamwork, achievement motivation, athlete’s performance introduction the indonesian national sports committee (koni) of depok is a government partner organization formed in order to carry out the mandate of the national sports system law no.3 of 2006, where koni is the only national sports organization authorized and responsible for managing, fostering, developing and coordinate every and all implementation of achievement sports activities for each member in the jurisdiction of the unitary state of the republic of indonesia. koni is a non-profit, independent non-governmental organization, and is not affiliated with any political power. west java regional sports event (porda) is a sports event attended by all cities / regencies in west java, held every four years with the aim of finding outstanding athletes in west java who can be trained and prepared for national and international sports week titles . to support this goal, the koni depok city in the period mailto:muhammafahmi_im13s3@mahasiswa.unj.ac.id mailto:wibowo303@yahoo.co.id mailto:dpurwana@unj.ac.id international journal of human capital management, vol. 3 (1), june 2019 28 | p a g e 2012-2016 in the porda xii event in bekasi, facilitated 24 sports, 110 athletes and 24 athletes coaches by providing stimulant funding for organizing and participating in events. however, the result of the medal of the koni athletes in depok city is still far from the planned target. of the 12 sports facilitated by the depok city koni, only two achieved the targets of athletics and karate, seven sports did not reach the target, and three sports did not qualify for porda. performance is a measure of success in carrying out a job. (robbins, 2017). performance in the context of management is expressed as a process of communication carried out continuously in the framework of cooperation between an employee and his immediate supervisor (bacal, 2014). in the case of athletes, the athlete's performance is the work that has been achieved in the activities following the training process in order to contribute to achieving the goals of the sports organization, namely achievement. mcclelland argues that humans in interacting with their environment are often influenced by various motives. the motive is related to his existence as a biological being and social being that is always related to his environment. one of the motives put forward by mcclelland is motivation for achievement. marks et al (2016: 357) explain that what is meant by team work is what the team does physically or mentally to achieve team goals, while teamwork is how the team does it. in terms of this research, teamwork is the collaboration of coaches of athletes and athletes and between athletes and other athletes. in this study, coach leadership is the process (activity) of a person by using charisma, intelligence, wisdom, and political skills and the ability of his art through the communication process to open up the potential competency of a person or group organized, guided, disciplined and empowered that potential towards greater competence in its efforts to set and achieve certain goals. previous studies of zardoshtian et al (2014), narwal (2014), alfermann et al (2015), rajabi (2012), and weathington et al (2015) prove empirically that there is an influence of coach leadership on athlete performance. previous studies of barić and bucik (2016), soleimani et al (2014), homayoniizad et al (2016), olympiou et al (2018), and soyer et al (2014) proved empirically that there was influence of coach leadership on achievement motivation. previous research by chao (2016), duygulu and çıraklar (2016), cormier et al (2015), and aldoshan (2016) proved empirically that there was an influence of coach leadership on achievement motivation. c. previous research by irfan and lodhi (2015) proved empirically that there was an effect of teamwork on achievement motivation. previous research on agwu (2015). khan and mashikhi (2017), manzoor et al (2017), ahmad and manzoor (2017), mcewan et al (2017), and mcewan and beauchamp (2014) empirically prove that there is an influence of teamwork on athlete performance. previous research bhatti and haider (2014), ngima and kyongo (2013), mili (2016), adeyeye et al (2013), and zuber and conzelmann (2013) proved empirically that there was an effect of achievement motivation on athlete performance. the purpose of this study is to find out and obtain a clear picture of whether or not there are: (1) direct influence of coach leadership on athlete performance. (2) the direct influence of coach leadership on achievement motivation. (3) direct influence of coach leadership on teamwork. (4) direct influence of team collaboration on achievement motivation. (5) direct influence of teamwork on athlete performance. (6) direct influence of achievement motivation on athlete performance. literature review performance is a measure of success in carrying out a job. (robbins, 2017). performance in the context of management is expressed as a process of communication carried out continuously in the framework of cooperation between an employee and his immediate supervisor (bacal, 2014). in terms of personality, a person's performance in an organization is related to the personality of that person (robbins, 2017). judging from vroom's motivational theory, it can be said that individuals will be motivated to do their best if he believes that his efforts will result in good performance appraisal, namely: good performance appraisal will receive rewards in the form of bonuses, salary increases, international journal of human capital management, vol. 3 (1), june 2019 29 | p a g e promotions so that the service is rewarded will satisfy or fulfill his personal goals: (robbins, 2001). while kreitner and kinicki in northouse (2013) state that leaders encourage higher performance by providing activities that influence subordinates to believe that valuable results can be achieved with serious effort. in the case of athletes, the athlete's performance is the work that has been achieved in the activities following the training process in order to contribute to achieving the goals of the sports organization, namely achievement. organizational behavior is a field of study devoted to understanding and explaining the attitudes and behavior of individuals and groups of individuals in the organization. in short, focus on why individuals and groups of individuals in an organization act like that. the final result of the study of organizational behavior is organizational performance and commitment, which is influenced by various factors including individual mechanisms, individual characteristics, group mechanisms, and organizational mechanisms. (colquitt et al, 2015: 8) individual mechanisms include job satisfaction; stress; motivation; trust, justice and ethics; learning and decision making. individual characteristics include ability; and personality and cultural values. the group mechanism includes leadership style and behavior; power and leadership negotiations; team process and communication; team characteristics and variety. organizational mechanisms include organizational culture and organizational structure. in this study performance was influenced by motivation, leadership, and teamwork. mcclelland argues that humans in interacting with their environment are often influenced by various motives. the motive is related to his existence as a biological being and social being that is always related to his environment. one of the motives put forward by mcclelland is motivation for achievement. (djiwandono, 2012) motivation for achievement is a motive that encourages a person to achieve success in competing with a standard of excellence, both from the standard of achievement (autonomous standards) in the past or other people's achievements (social comparison standard). marks et al (2016: 357) explain that what is meant by team work is what the team does physically or mentally to achieve team goals, while teamwork is how the team does it. team collaboration is a group of individuals who are interdependent in completing tasks, have the same goals and responsibilities, interact and connect with other groups in an organization. in terms of this research, teamwork is the collaboration of coaches of athletes and athletes and between athletes and other athletes. according to sukadiyanto (2012: 4) "the trainer is a person who has professional abilities to help reveal the potential of sportsmen to be optimally tangible abilities in a relatively short time" the trainer is one of the human resources in sports that plays a very important role in the achievement of the athletes who are trained (budiwanto 2014: 6). the trainer is the key that must understand the correct training procedures, namely by mastering the training knowledge or training theory and methodology that can be used as a basis for conducting training activities (irianto, 2012). in this study, coach leadership is the process (activity) of a person by using charisma, intelligence, wisdom, and political skills and the ability of his art through the communication process to open up the potential competency of a person or group organized, guided, disciplined and empowered that potential towards greater competence in its efforts to set and achieve certain goals. methodology the study was conducted in the koni city of depok, involving 203 samples of athletes, coaches and sports coordinators. the total sample size of 203 respondents was represented proportionally by 33 sports, 134 male athletes, 69 female athletes. thus it can be concluded that the characteristics of the research respondents have been attempted to represent the characteristics of the population proportionally.this study uses a quantitative approach, a survey method with causal analysis, which can be described as follows: international journal of human capital management, vol. 3 (1), june 2019 30 | p a g e figure 1. research hypothetic model the indicators of each variable are as follows: variable dimension indicator reference coach leadership (x1) people centered emphasizes the importance of meeting the needs of athletes northouse, 2013; stogdill, 2014; carlyle, 2015 prioritizing good interactions with athletes and people around motivating athlete's fighting spirit task oriented focus on achieving victory generally successful in carrying out tasks maintain harmonious relationships with team members team cooperation (x2) team's success commitment to team success and shared goals johnson, 2017; beal, 2013; delarue and prins, 2014; o’leary et. al, 2014 positive interdependence team management skills open communication and positive feedback adequate team composition commitment to team processes, leadership and accountability. achievement motivation (x3) intrinsic factor possibility of success mccelland, 2018; zanobini and usui, 2014; bernstein and maier, 2015 self-efficacy value fear of failure extrinsic factor relationship coach with athletes relationship between fellow athletes coaching and training system welfare system physical environment where to practice athlete status administration and policy of koni depok athlete performance (y) personality prestigious ambition brown, 2015; greenleaf, gould & dieffenbach, 2015; orlick, 2016 hard work persistent commitment mandiri intelligent self-control coach leadership (x1) h1 h2 achievement h6 athlete h3 motivation performance (x3) (y) h4 team work h5 (x2) international journal of human capital management, vol. 3 (1), june 2019 31 | p a g e data collection techniques carried out in this study were using questionnaire instruments. the questionnaire used consisted of questionnaires, variables of coach leadership, teamwork, achievement motivation and athlete's performance. the type of questionnaire is a closed questionnaire where the questionnaire distributed to respondents has provided the answer in the form of five answer choices, so the respondent just has to choose one of the five answers provided. the measurement scale of the coach leadership questionnaire, teamwork, achievement motivation and athlete's performance used a likert scale with the following alternative answers: "strongly agree" was given a score of 5; "agree" is given a score of 4; "disagree" is given a score of 3; "disagree" is given a score of 2; and "strongly disagree" was given a score of 1. primary data collected later through the estimated error normality test, linearity test and significance test. then analyzed and tested the hypothesis using path analysis. data analysis techniques in this study include: (1) descriptive data analysis, (2) requirements test, (3) inferential data analysis. result and discussion the data description is the questionnaire answer score variable athletes performance (y), coach leadership (x1), teamwork (x2), and achievement motivation (x3). the results of data collection will be processed using descriptive statistical techniques which consist of calculating the average value, standard deviation, median variance, mode, minimum value, maximum value, range and frequency distribution accompanied by histograms. table 1. frequency distribution of athlete performance scores (y) figure 2. histogram of data frequency athletes performance variables (y) class f %f f kum %f kum 47.5 60.5 28 13.79 28 13.79 60.5 73.5 21 10.34 49 24.14 73.5 86.5 23 11.33 72 35.47 86.5 99.5 24 11.82 96 47.29 99.5 112.5 28 13.79 124 61.08 112.5 125.5 21 10.34 145 71.43 125.5 138.5 19 9.36 164 80.79 138.5 151.5 12 5.91 176 86.70 151.5 165 27 13.30 203 100.00 203 100.00 international journal of human capital management, vol. 3 (1), june 2019 32 | p a g e table 2. distribution of frequency of coach leadership scores (x1) figure 3. histogram of data frequency coach leadership variables (x1) table 3. distribution of frequency of team cooperation scores (x2) figure 4. histogram of data frequency variable teamwork (x2) class f %f f kum %f kum 47.5 55.5 18 8.87 18 8.87 55.5 63.5 20 9.85 38 18.72 63.5 71.5 20 9.85 58 28.57 71.5 79.5 30 14.78 88 43.35 79.5 87.5 31 15.27 119 58.62 87.5 95.5 29 14.29 148 72.91 95.5 103.5 21 10.34 169 83.25 103.5 111.5 18 8.87 187 92.12 111.5 120 16 7.88 203 100.00 203 100.00 class f %f f kum %f kum 57.5 67.5 17 8.37 17 8.37 67.5 77.5 23 11.33 40 19.70 77.5 87.5 24 11.82 64 31.53 87.5 97.5 29 14.29 93 45.81 97.5 107.5 35 17.24 128 63.05 107.5 117.5 27 13.30 155 76.35 117.5 127.5 18 8.87 173 85.22 127.5 137.5 21 10.34 194 95.57 137.5 147.5 9 4.43 203 100.00 203 100.00 international journal of human capital management, vol. 3 (1), june 2019 33 | p a g e table 4. frequency distribution of achievement motivation score (x3) figure 5. histogram of data frequency variable achievement motivation (x3) table 5. summary of descriptions of research data statistics in this study, the analysis requirements testing used was the normality test, homogeneity test and significance test. the description of the results of testing the requirements of the analysis are as follows: normality testing is done statistically using the liliefors formula, with the following results: class f %f f kum %f kum 65.5 76.5 24 11.82 24 11.82 76.5 87.5 18 8.87 42 20.69 87.5 98.5 21 10.34 63 31.03 98.5 109.5 24 11.82 87 42.86 109.5 120.5 27 13.30 114 56.16 120.5 131.5 24 11.82 138 67.98 131.5 142.5 18 8.87 156 76.85 142.5 153.5 20 9.85 176 86.70 153.5 165 27 13.30 203 100.00 203 100.00 cl tw am ap valid 203 203 203 203 missing 0 0 0 0 82.75 100.01 115.68 103.09 82.00 100.00 118.00 102.00 80 87 69 a 107 18.821 22.745 28.600 34.463 354.239 517.327 817.961 1187.725 72 86 99 117 48 58 66 48 120 144 165 165 16798 20302 23483 20927 statistics n mean median mode std. deviation variance range minimum maximum sum international journal of human capital management, vol. 3 (1), june 2019 34 | p a g e table 6. summary of normality test results linearity testing uses anova (analysis of variance) and significance test with f test; with the following results: table 7. summary of regression linearity test the results of the calculation of the path coefficient by manual and using spss version 17 software, produce the following results: table 8. summary of path coefficient calculations table 9. summary of hypothesis testing results variable regression equation f-value deviation from linierity conclusion f-count f-table y onx1 y = -47.858 + 1.824 x1 20.69638 1.402516 linier y on x2 y = -48.080 + 1.512 x2 13.58237 1.392397 linier y on x3 y = -36.045 + 1.203 x3 11.72119 1.388573 linier x2 on x1 x2 = 0.18276 + 1.206 x1 5.781471 1.402516 linier x3 on x1 x3 = -9.5331 + 1.513 x1 23.62238 1.402516 linier x3 on x2 x3 = -9.6853 + 1.254 x2 12.47582 1.392397 linier substructure effect path coefficient manual spss 1 coach leadership on athlete performance -0.001 -0.001 teamwork on athlete performance 0.412 0.412 achievement motivation on athlete performance 0.588 0.588 2 coach leadership on achjevement motivation 0.178 0.178 teamwork on achievement motivation 0.819 0.819 3 coach leadership on teamwork 0.998 0.998 analysis path coefficient t-count t-table test conclusion x1 on y -0.001 -0.017 1.972 x1 has no direct effect on y x1 on x3 0.178 1.891 1.972 x1 has no direct effect on x3 x1 on x2 0.998 58381 1.972 x1 has direct effect on x2 x2 on x3 0.819 8.705 1.972 x2 has direct effect on x3 x2 on y 0.412 5.580 1.972 x2 has direct effect on y x3 on y 0.588 12.444 1.972 x3 has direct effect on y variable n l-count l-table conclusion x2 on x1 203 0.042309 0.062325 normal x3 on x1 203 0.033635 0.062325 normal x3 on x2 203 0.040198 0.062325 normal y on x1 203 0.058135 0.062325 normal y on x2 203 0.056437 0.062325 normal y on x3 203 0.031865 0.062325 normal international journal of human capital management, vol. 3 (1), june 2019 35 | p a g e thus the final model of path analysis can be seen in the following figure below: figure 6. final path analysis model based on the description of the results of the analysis and testing of the hypothesis it can be identified that of the six hypotheses put forward in the study it was proven four direct influences and two no effect. in detail, the discussion of the analysis and testing of the research hypothesis can be described as follows. effect of coach leadership on athlete performance. research conducted on athletes in the koni neighborhood of depok city turned out to show that the leadership of the coach did not directly influence the performance of athletes. so this condition is contrary to the expressions of previous researchers and the opinion of gary collins in stoltzfus (2005) which states that training is the art and practice of guiding a person or group of people from their initial existence to greater competence and fulfilling their desires. the empirical results of the absence of direct influence of coach leadership on the performance of the koni athletes in depok made an explanation why the porda title in the koni city of depok could not reach the planned gold medal target (from 12 sports facilitated by koni depok city, only 2 reached the target) namely athletics and karate, 7 sports did not reach the target, and 3 sports did not qualify for porda). the results of research that show no influence of coach leadership on athlete performance are indications that there are problems in the leadership aspects of the trainers, or the competency aspects of the trainers, or a combination of the two aspects. the indication of the coach leadership's problems is an input for the koni in the city of depok so that in the future it can improve and give more attention to efforts to improve the leadership of the coach in order to improve the performance of athletes. effect of coach leadership on athlete achievement motivation. in this study it was found that the leadership of the coach did not or did not influence the formation or increase of achievement motivation of athletes. so that this condition is contrary to the expressions of previous researchers and the opinion of stoltzfus (2005) which states that training is to practice the discipline of trusting the community in order to empower them to change. the empirical results are not significant, the direct influence of coach leadership on achievement motivation of koni athletes in depok city again makes the explanation why in the 2017 porda title koni depok city cannot reach the planned gold medal target. there is no or less significant influence of coach leadership on achievement motivation of koni athletes in the city of depok indicating that there are problems with the relationship of coaches and athletes or problems with the system of coaching and training, or a combination of these two motivational aspects of motivation. this indication of the coach leadership's problems is an input for the koni in the city of depok so that in the future it can improve and give more attention to efforts to improve the coach's leadership in order to increase athletes' achievement motivation. effect of coach leadership on teamwork. in this study, it was found that the leadership of the coach had a direct effect on teamwork. the results of this study are in line with coach leadership (x1) -0.001 0.178 achievement 0.588 athlete 0.998 motivation performance (x3) (y) 0.819 teamwork 0.412 (x2) international journal of human capital management, vol. 3 (1), june 2019 36 | p a g e previous studies and in line with the opinion of northouse (2013) which states that leadership is a process where individuals influence a group of individuals to achieve a common goal. the results of this study also prove that trainers in the koni city of depok are open in communication and can receive positive feedback from all parties, and have formed an adequate team composition that can satisfy all parties. effect of teamwork on athlete achievement motivation. in the study of athletes in the koni neighborhood of depok, it was found that teamwork had a significant direct effect on the athletes' achievement motivation. the results of this study are in line with the previous research mentioned above and in line with the opinion of mcclelland (1985) which states that achievement motivation is influenced by two factors, namely intrinsic factors and extrinsic factors. extrinsic factors that affect achievement motivation include the relationship of the coach and athlete, and the relationship between fellow athletes; or in other words how teamwork is built. the results of this study indicate that the collaboration of teams built in the depok city koni between athletes and other athletes and between athletes and coaches has been able to increase the achievement motivation of athletes individually and as a team, which in turn will improve athletes' performance. effect of teamwork on the performance of athletes. in the study of athletes in the koni neighborhood of depok, it was found that team collaboration had a significant direct effect on athletes' performance. the results of this study are in line with the previous research mentioned above and in line with the opinion of luca and tarricone (2001) which states that the success of team collaboration depends on the existence of synergy between team members creating an environment where they want to contribute and participate to promote and maintain a positive team environment and effective. the results of this study indicate that the collaboration of teams built in the depok city koni between athletes and other athletes and between athletes and their coaches has been able to improve the performance of athletes individually and as a team. effect of athlete achievement motivation on athlete performance. in the study of athletes in the koni neighborhood of depok, it was found that achievement motivation had a significant direct effect on athlete performance. the results of this study are in line with the previous research mentioned above and in line with expectancy theory developed by vroom (robbins, 2001) which states that individuals will be motivated to try as much as possible if he believes that his efforts will produce good performance evaluations, namely: good performance will receive rewards in the form of bonuses, salary increases, promotions so that these services will satisfy or fulfill their personal goals. the results of this study indicate that achievement motivation of athletes in the koni environment in depok city is believed to be able to improve the performance of athletes individually and as a team. conclusion based on the results of the analysis and discussion of the results of the research analysis; can be identified research findings with conclusions as follows: 1. coach leadership does not directly influence the athlete's performance. 2. coach leadership does not directly influence athlete achievement motivation.3. coach leadership has a direct effect on teamwork. 4. team collaboration has a direct effect on achievement motivation.5. team collaboration has a direct effect on the performance of athletes.6. motivation for achievement directly influences the performance of athletes. the findings of this study are expected to provide the following benefits: 1. the results of this study are expected to provide benefits to the development of science in the field of human resource management in general and the performance of sports organizations in particular. 2. the results of this study are expected to enrich the references and literature in the world of literature about the application of human resource management studies in 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“the impact of the achievement motive on athletic performance in adolescent football players.” european journal of sport science, university of bern, bern, switzerland, 2013, hh 1-9 international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 5 (1), june 2021 1 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 5, no. 1, june 2021, p 1-11 extent and justifications for strike proneness in the nigeria public sector industries idowu, taofik a. department of employment relations and human resource management, university of lagos, lagos, nigeria e-mail: idowutaofik@yahoo.com anekwe, chigozie department of employment relations and human resource management, university of lagos, lagos, nigeria e-mail: darcsaintrock@gmail.com balogun, aminat department of employment relations and human resource management, university of lagos, lagos, nigeria e-mail: a.kennybalogun@gmail.com abstract strike has become one of the most effective tools used by workers to drive home their demands and the intensity of this varies from one sector to another. therefore, the objective of this study is to investigate strike proneness and why public sector industries are more strike prone in nigeria. the study takes an exploratory approach by reviewing extant literatures as a focal point of analysis to determine the extent of strike intensity among industries in the public sectors with a view towards drawing up relevant justifications. the findings of the study shows that in comparison with other sectors, education as sub sector of public sector are more strike prone and the reason generally for public sector strike proneness is because government is the highest employer of labour as well as the umpire ensuing the behaviour of an employer and at the same time involve in the regulatory framework that guides the employment relations between the employer and employees in the private and public sector which often leads to unilateral decisions in the face of collective bargaining ; unfair treatment of employees and anti-union activities appears to be factors responsible for more industrial strike in the public sector among others. therefore, the study recommend that government should practice unbiased democracy that is just, fair and deal equitably with the respective organized union so as to prevent conflict and not control conflict because of the after math consequences. keywords: strike proneness, public sector, nigeria. received: 7 march 2020 ; accepted: 13 december 2020 ; publish; june 2021. http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 5 (1), june 2021 2 | p a g e how to cite: idowu, t.a., anekwe, c., & balogun, a. (2021). extent and justifications for strike proneness in the nigeria public sector industries. international journal of human capital management, 5 (1), 1-11. https://doi.org/10.21009/ijhcm.05.01.1 introduction as there are divergent opinions and orientations among workers and management in the workplace , industrial conflict becomes endemic and as a result, industrial conflict could exist in the form of strike, sabotage, absenteeism, presenteeism , offensive and defensive lock-out, ban on over time, personnel quits or exit among others. it is important to know that the literatures on industrial conflict in industry identifies two broad types of interests (a) disputes of interest (disputes over interests) and (b) disputes of rights (disputes over rights) and in nigeria, the following factors appear to be important in explaining the nature and types of disputes which are: sector of the economy i.e. whether public or private sector; the subsector of each sector i.e. for the public sector, whether industrial, service or commercial subsectors; presence or absence of unions and the type of workers involved (white collar, junior workers, essential service, etc) (otobo,2016). however, it is becoming an undisputed fact that the obvious and spectacular manifestation of industrial conflict in the nigeria private and public sector is strike. however, this is also noted by chidi(2010) that strike action is really the most common and costly apparent indication of conflict of interests between the workers and the employers, he further stated that it is because strike is seen as a last resort for protecting the employees’ interest and welfare against the policies and actions of the employer. this is perhaps an indication that both employer and employee either in the private sector or public sector has exhausted all the internal mechanism of settling dispute regarding their terms and condition of employment. in view of this, clark (2012) claimed that strike action is as a result of unfair treatment that workers receive from their employers’ that is, when employees perceived that they are not being treated fairly with respect to pay and condition of service, there is bound to be disagreement between the employees and the employers. this is why fashoyin (1992) viewed strikes as enduring power struggle between workers and employers. in the context of an organized trade union, strike actions are seen as a tool used by union leaders in registering their grievances concerning pay and conditions of employment (adavbiele,2015). however, the intensity of strike actions often varies from one sector to another; and from one country to another (adavbiele, 2015). this implies that some sectors or industries are more strike prone. objectives of the study it is within the purview of the above that the study aim: i. to investigate strike proneness and ii. why public sector industries are more strike prone literature review strike proneness strike proneness is a situation where an industry or a group of workers display a high propensity to engage in industrial actions. strike propensities refer to the extent to which union members are willing to engage in strikes( james, martin & robert ,2001). strike proneness can be measured in a number of different ways, including the number of strikes, the number of working international journal of human capital management, vol. 5 (1), june 2021 3 | p a g e days lost through strike action, the number of workers involved and number of working days lost per thousand workers employed. in nigeria public and private sectors, the following industrials are prone to strikes; agriculture, automobile, shipyards, transportation, chemical and non-metallic, construction industry, food, beverage and tobacco, hotels and personal services, metal products, iron and steel, paperboard and paper products, petroleum and natural gas, solid minerals, textile, civil service, parastatals etc(otobo,2016). ran (1982) argue that in a highly strike-prone organizations, negotiations are usually handled by representatives equipped with limited authority who are less prepared for a strike situation, and their ideology is less critical of promoting union leaders to managerial positions and less favourable of opening recruitment to out-of-plant competition. similarly, michele, robert and douglas(2005), study shows that( i)experience with strikes made bargaining units less likely to strike in the future and (ii) the longer a strike lasted, the greater was the probability of settling and that small bargaining units were less likely to strike than were larger units, but had longer strikes when they did strike. although, jimmy (2002) argued that it is not the practise of organising union or unionism that causes strikes but unionising just makes disputes easier to manage. on the basis of individual experience to strike propensity, ignace ng( 1993) study shows that faculty members who have attended the study session, and those who have been active in past union meetings were more likely to get involved in picketing and in picket organizing during the course of the strike actions. this indicates those organisations that practice ‘employee voice mechanism’ are prone to other forms of industrial conflict such as employee turnover, absenteeism, etc. this why gill , john and keith (2008) stated that the more opportunities employees have to air their grievances, especially through employee ‘voice’ mechanisms, the more they are likely to ensue their grievances and in the absence of these opportunities and structures, conflict is likely to become overt in much higher levels of employee turnover or absenteeism. in terms of the motives for strike propensity, ifeanyi and femi (2001) argues that the critical issues that gave the strike its essential characters originated from the social and economic spheres vis-a-vis critical governance issues that cannot be explained simply by 'political motivates’. also, james, martin and robert (2001) study identifies four motivational explanations for individual propensity to strike, these are: social exchange relationships between member and union, and member and company, economic circumstances, and social status. chidi (2010) note that the consequence of strike prone country is that such country is not likely to attract foreign investment from foreign industrialists or the transnational corporations because such an economy would be seen as unstable and venerable to industrial crisis and he argued that strike propensity has become a very important input in the calculation of international credit rating among other political factors such as stability of government in all countries. the extent of strike propensity will not be known without adequate and accurate data, unfortunately, the paucity of strike data has also been a challenge to determined strike propensity, and robert (2018) has argued that employers and unions should be required to report exact strike threats, lockouts, and other strike-related activities. also, variables to be used should be well suited for calculating strike propensity , that is why ed (1973) stated that the variables used is an assumption that time spent in striking would otherwise have been spent working and this may not always have been the situation. he argued that some of the workers involved may have been retrenched, become ill, or engaged in work slowdowns. another assumption is that time lost in strikes cannot or will not be made up after the strike actions. he said this is apparently incorrect, since production losses in many strikes are soon regained by working overtime couple with the use of excess productive capacity. synthesizing the above views, strike propensity could be shaped as a result of bargaining units, experiences of those involved in strike and motives behind the strike actions, thus this can be expressed as bargaining units + experiences of the ‘strikers’+ motive(s) could be equal to(=) strike proneness international journal of human capital management, vol. 5 (1), june 2021 4 | p a g e theoretical perspectives on strike pronness robbins (2003) cited by chidi (2010) stated three theories of conflict which are: the classical or traditional theory, the human relations theory and the interactionist theory. the classical or traditional theory views conflict as dysfunctional, violent, destructive, irrational, bad or evil and must be discouraged or avoided. the human relations theory advocates that conflict is a inevitable, functional and cannot be eliminated. the interactionist theory is similar to the human relations perspective, but goes a step further to encourage conflict on the bases that harmonious, peaceful and cooperative group is prone to becoming static and non-responsive to the needs for change and innovation. in view of the assumptions of the above theories, industries who shared the ideology of the human relations especially the interactionist perspective have the tendency to be more strike prone than industries that tend towards the classical ideology or believes. in other words, industries or sectors that adopt the human relations and the interactionism ideology are more prone to industrial actions or strikes. variables of measuring strike incidence fajana (1995) argued that there are considerable overt variations in the incidence of strikes among industries and among nations, and also in distinctive profiles or shapes of strikes. citing poole (1986), he identified the following strike profiles: duration, breadth, frequency, and impact. i. frequency: this implies the number of work stoppages in a given unit of analysis over a specified time period. this is measured as number of stoppages per 100,000 wage/salary earners. ii. breadth: refers to the number of workers who participate in work stoppages. this is measured as involvement per 1000 wage/salary earners. iii. duration: is measured as the length of the stoppages usually in man-days of work lost. this is measured as average length of stoppages in working days. iv. impact: refers to the number of working days lost through stoppages. this is measured as the number of working days lost per 1000 wage/salary earners. data on general overview of strike proneness and sector and subsector involvement disputes in nigeria data on general overview of strike proneness the data column on work stoppages provides us an overview of the strike frequency, breadth and duration so as to give a statistical evidence that generally strike are frequent in terms of years and dispute involved, it is within this purview that the table below shows the frequency of disputes and work stoppages from 1946-2007and the table 2 and chart below displays the extent of strike incidence of each industry in terms of their sector and sub sector. table 1 strike incidence year disputes work stoppages workers involved man-days lost 1946 16 10 6485 132000 1947 59 28 17721 132000 1948 21 6830 1949 86 46 50043 577000 international journal of human capital management, vol. 5 (1), june 2021 5 | p a g e 1950 46 19 35573 286351 1951 59 38 6930 20243 1952 59 26 12455 59847 1953 54 33 9990 26874 1954 54 34 6473 12200 1955 76 43 89522 901000 1956 98 30 23623 61297 1957 137 49 21797 63410 1958 129 53 19046 73095 1959 115 54 23250 70862 1960 140 69 36667 157373 1961 127 58 18673 57303 1962 153 45 53039 1963 62 45409 96621 1964 968 195 21710 1300000 1965 308 125 36201 238679 1966 234 89 41344 100300 1967 150 59 14878 59761 1968 133 31 11767 35356 1969 170 53 28524 56074 1970 165 44 14784 27072 1971 296 165 77104 208114 1972 196 64 52748 145125 1973 173 60 33963 115371 1974 338 129 62565 144881 1975 775 346 107489 435493 1976 230 125 52242 148141 1977 172 93 59270 136349 1978 142 78 105525 875137 1979 155 755 204742 2038855 1980 355 265 221088 2350998 1981 258 234 323700 2218223 1982 341 253 2874721 9652400 1983 184 131 629177 404822 1984 100 49 42046 301809 1985 77 40 19907 118693 1986 87 53 157165 461345 1987 65 38 57097 142506 1988 156 124 55620 230613 1989 144 80 157342 579968 1990 174 102 254540 1339105 1991 204 117 460471 2257382 1992 221 124 238324 966 611 1993 160 90 880224 6192167 1994 199 110 1541146 234307748 1995 46 26 193944 2269037 1996 29 24 19826 94664 1997 31 31 59897 539801 1998 16 11 9494 47631 1999 52 27 173858 3158087 2000 49 47 344722 6287733 2001 19 18 57188 1727123 2002 24 11 24737 370 318 international journal of human capital management, vol. 5 (1), june 2021 6 | p a g e 2003 77 28 249697 5690952 2004 36 26 127377 2737399 2005 20 11 29152 760553 2006 30 9 5642 74077 2007 2 2 875 12950 source: cbn, federal ministry of employment, labour and productivity, chidi(2010) and fajana (2002) propensity years chart above is further illustrating the pattern of work stoppages source: author the table below shows the summary of explanation of table 1 and the chart: date frequency reason 1970-1983 high inflationary trend engendered by the civil war of 1967-1970 1985-1989 low the use of coercive strategies and policies at putting industrial actions in safer channels within the purview of revamping the ailing economy 1990-1998 high structural adjustment programme of 1986 as well as the annulment of the 1993 presidential election by the then military regime of general ibrahim badamosi babangida 1999-till date low transition to civil rule i.e democratic dispensation were organised unions are allowed to air their views source: author in the light of the summary of explanation of the table above, it is important to note that despite this democratic dispensation till date, the public sector is still prone to strike. for instance strike actions during this period is usually occasioned by incessant hikes in the prices of petroleum products by the federal government likewise the education sector, specifically academic staff union of universities(asuu) have been going on strike over earned academic allowances, 1970-1983 1985-1989 1990-1998 1999-tilldate international journal of human capital management, vol. 5 (1), june 2021 7 | p a g e conditions of work and funding of the university system. at the moment of writing this paper, asuu is in a serious negotiation with the federal government over the integrate personnel and payroll system (ippis) . from the perspective of asuu, it is being considered as violating the university autonomy and the integrated personnel and payroll system (ippis) is not taken into consideration the peculiarity of the university system while the federal government is said to introduce this automated to curb corruptions( such as ghost workers among others) in the federal government higher institutions. it is on this basis that federal government has threaten to stop salary if asuu did not join the ippis platform and asuu threaten with ‘’no pay no work’’ policy making them strike prone in the event that both parties failed to come into agreeable terms. data on strike incidence in industrial sector and subsector a sectorial and sub sectorial presentation of data to show the extent of strike proness in nigeria is being considered below. fajana(2006) stated the inter-industry comparison of strike profiles between the years of 19761988. this is stated below: table 2 inter-industry differences in strike profiles: nigeria 1976-1988 industry frequency duration breadth impact manufacturing 35.33 2.39 20.08 88.16 construction 27.32 3.98 72.28 56.03 community & social services 27.22 15.25 172.41 317.00 other activities 16.33 1.59 11.97 83.25 financial institution 10.55 4.2 10.34 49.62 transport 10.11 8.12 18.92 100.33 mining and quarrying 7.55 1.14 1.64 8.04 agriculture and forestry 7.33 12.07 4.25 44.33 distribution, restaurant and hotels 6.77 0.83 2.48 5.88 electricity & water 2.88 3.98 1.49 9.24 source: fajana (1995). also, a survey carried out by cipmn gave a sectorial involvement in industrial dispute. this is display below: source: chartered institute of personnel management, nigeria (2012) international journal of human capital management, vol. 5 (1), june 2021 8 | p a g e from the table and chart above, it can be seen that the manufacturing sector had the highest frequency of strike (35.33 per 100,000 workers) as at 1995 from table 2 while the survey by cipmn (2012) which shows that manufacturing industry took a third posit ion in dispute involvement as the public sector and its subsector (education) are more strike prone than the manufacturing industry. justifications for public sector strike proneness there is no gay saying that the public sector and its subsector are more prone to strike than any other sector as stated by otobo (2016), that the most strike prone groups of workers are found in the public services and include school teachers, civil servants, and local authority administrators. the reasons for public sector in nigeria being more prone to strike include: i. government is the highest employer of labour as well as the umpire ensuing the behaviour of an employer and at the same time involve in the regulatory framework that guides the employment relations between the employer and employees in both the private and public sector which often leads to unilateral decisions in the face of collective bargaining couple with unfair treatment of employees and anti-union activities. ii. historically, nigeria strike action started in the industries in the public sector. example in 1847, the artisan workmen in the public works department in lagos embarked on a 93 days strike to protest against their hours of work. also, the organized form of strike started at a time when the first union in nigeria was formed in the public sector known as the southern nigeria civil service union in 1912. (fashoyin,1992) iii. there is absolute managerial prerogative in the industries in the private sector than industries in the public sector because the company is being financed by the capital contributed by the owner(s) of the business while the industries in the public sector are financed by the tax payer money which made it more easy for the workers to question the managerial prerogatives of the management of the industries in the public sector, as a result, the unions in the industries in the private sector are not formidable like the union in the industries in the public sector. this is because, in the public sector, unionism is tends to be encouraged but in many private organizations, management may stifle the formation of workers’ union in order to maintain its control over work related issues affecting workers iv. there are more contract staff in the industries in the private sector than industries in the public sector as a result of the fact that temporary contract staff are not eligible to form a union according to trade union act and this does not give room for more organised strike actions v. the loop hole in the trade union act that allow 50 persons to form a union has given the industries in the private sector the opportunity to reduce the number of workers to 49 so as to avoid organised unionism that can make the industries to be strike prone. research method for the purpose of this research work, a qualitative research design with exploratory research approach was adopted which involve the review of extant literatures because the secondary data was from empirical journals, articles, publications, texts written by various authors relating to the study. this method is being adopted because it will give interpretation of existing phenomenon or construct within the purview of its various patterns and dimensions. international journal of human capital management, vol. 5 (1), june 2021 9 | p a g e result and discussion findings also reveal that the global outlook of a country that are strike prone will be affected because factors influencing strike propensity might be beyond political motives and other factors such as socio-economic variables, social status and critical governance issues play a very critical role for strike propensity (james, martin & robert,2001; ifeanyi &femi,2001)). also, strike propensity is dependent on the bargaining units and the experiences of the ‘strikers’ (michele, robert & douglas,2005) but strike is not the only variables that determines propensity for industrial conflict. likewise in measuring strike proneness or propensity as indentified, findings shows that there are paucity of data on strike actions and other related activities, and that assumptions on variables of calculation are sometimes based on unrealistic assumptions (ed,1973). the justifications for strike proneness shows that the origin, ideology(human relations/interactionist), state as the highest employer of labour, and the labour acts /trade union act culminated into the reasons for strike proneness in the public sector. conclusion in realizing the fact at hand, it is obvious that the only language that employer of labour really understand for employees to drive home their demands is strike, invariably industries that ensue this philosophy are prone to going for strike actions at the slighted provocation with their respective employer. in view of this, it became apparent that public sector and its subsector are more strike prone due to its antecedent and the current happenings in the industry. the study recommend that actors especially government in employment relations should work towards preventing strike tendencies or actions by practicing unbiased democracy that is just, fair and deal equitably in its actions and policies with the respective organized union so as to prevent conflict and not control conflict because of the after math consequences. limitation of the study the limitation is that failure of strike recorders to pay attention to those members of the workforce who do not participate in strike actions (fajana, 1995) and the variables for computing the strike stoppages or disputes involved are sometimes based on false assumptions couple with the fact that there are no up-to-date statistics showing the extent of strike stoppages in the private and public sector. references adavbiele, j.a. (2015). implications of incessant strike actions on the implementation of technical education programme in nigeria.journal of education and practice, 6(8), 134-138. borjas, g. (2005). labour economics. (3rded). new york: mcgraw-hill. central bank of nigeria (2014).annual reports and statements of accounts. chidi o. c. (2010). managing industrial conflict for sustainable development in nigeria: an inclusive stakeholders’ approach. nigerian journal of management studies,10(2), 46-68. christensen b.j., lentz, r., mortensen, d.t., neumann, g.r. &werwatz, a. (2005).on-the-job search and the wage distribution.journal of labour economics, 23(1), 31-58. cipm (2012).industrial actions in nigeria. cipm hand book. clark, a. o. (2012). business management. suffolk: arima publishing. ed, f. (1973). beyond the strike statistics. relations industrielles / industrial relations, 28, (4), 826-841 international journal of human capital management, vol. 5 (1), june 2021 10 | p a g e ehigie, b.o. (1998). the role of information and aspiration bargaining power behaviour.the nigerian journal of economic and management studies, 3(1&2), 74-80. fajana, s. (2000).industrial relations in nigeria: theory and features. (2nded). lagos: labofin& co. fajana s. (2006). industrial relations in nigeria: theory and features. (3rded). lagos: labofinand company fashakin, o.o. (2005). trade union and government relations.the guardian, nov.10, 33 &43. fashoyin, t. (1992).industrial relations in nigeria.(2nded).ikeja: longman ltd. gill, d., john, f., & keith, s. (2008). conflict at work: the pattern of disputes in britain since 1980. niesr discussion paper, 316,1-28. hyman, r (1975). industrial relations: a marxist introduction. london: macmillan press ltd hornby, a.s. (2001). oxford advanced learner’s dictionary (6thed.). new york: oxford university press. ifeanyi, o. and femi, a. (2001). the remote causes of the oil workers' 1994 strike in nigeria. africa development / afrique et développement, 26, (3/4), 43-65. ignace, n.( 1993). strike activities and post-strike perceptions among university faculty. relations industrielles / industrial relations, 48, (2), 231-249 imberman, j. ( 1979). strike cost more than you think.harvard business review, 57(3), 13 james, e. m. & robert, r. s. (2001). a multiple motive perspective on strike propensities. journal of organizational behavior, 22(4 ),387-407. jimmy, b.(2002). nigeria labour unrest. international union rights, 9(1), 8-9 kornhauser, a., dubin, r. & ross, a. (1954).industrial conflict. new york:mcgraw-hill. kornhouser, a. & durbin, r. (1985).industrial conflict. new york: mcgraw-hill mas, a. (2004).labor unrest and the quality of production: evidence from the construction equipment resale market. industrial relations/labor economics seminar, berkeley: princeton university. michele c., robert h. & douglas, h. (2005).strike incidence and strike duration: some new evidence from ontario. ilr review, 58(4) ,610-630. mosadomi, w., abayomi, a. &arenyeka, l. (2013).asuu calls off 6-month-old strike. retrieved from http://www.vanguardngr.com/2013/12/asuu-calls-6-month-old-strike/accessed on 18/06/2017. nyong, m.o. (1998). june 12 strike activity and economic development in nigeria.the nigerian journal of economic and social studies, 40(3), 351-369. odimotu o., annastashia i.a. & solomon a. a. (2018). effect of strikes on management and planning of educational activities in nigerian universities. global journal of educational research, 17, 1-8 olakitan, o. o. (2011). an examination of some determinants of industrial conflict in employeeemployer relationship.retrieved from http://www.ilo.org/public/english/ iira/documents/congresses/regional/lagos2011/5thsession/session5b/conflictsemp.pdf.assessed on 22/06/ 17. osabuohien, e.s.c., &ogunrinola, i. o. (2007). causes and effects of industrial crises in nigeria: some empirical clarifications. labour law review, 1(4), 75-93. retrieved from http://eprints.covenantuniversity.edu.ng/4400/1/causes%20and%20effects% 20industrial%20crisis%20%20in%20nigeria%3b%20some%20empirical%20clarificatio ns%20njlir.pdf. accessed on 18/06/2017 otobo, d. (2016). essentials of labour relations in nigeria. lagos: malthouselimited. otobo, d. (2000). industrial relations: theory and controversies. lagos: malthouse limited. ran, c. (1982). strike proneness and characteristics of industrial relations systems at the organization level: a discriminant analysis. journal of management studies, 19(4), 413 435 robert, o. (2018). counting strike threats, monthly labor review , 1-4 international journal of human capital management, vol. 5 (1), june 2021 11 | p a g e tongo, c.i. &osabuohien, e.s. (2007). emergent and recurrent issues in contemporary industrial relations: pathways for converging employment relationships. journal of management and enterprise development, 4(2), 41-50. yesufu, t.m. (1982). an introduction to industrial relation in nigeria. london: oxford university press. ubeku, a.k. (1983). industrial relations in developing countries: the case of nigeria. london: macmillan press ltd. international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 5 (1), june 2021 59 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 5, no. 1, june 2021, p 59-67 the evaluation of logistics workforce implementation on the indonesian national army (tni) human resources development policy bambang kustiawan state university of jakarta email : bambangkustiawan_7647157932@mhs.unj.ac.id kazan gunawan state university of jakarta email : kazangunawan@ymail.com maruf akbar state university of jakarta email : maruf.akbar@unj.ac.id abstract the condition of the use of the logistics workforce in the development of human resources of the tni can still occur imbalances resulting from the aspects that’s not synergized well affecting the improvement of the quality of human resources of the tni. the purpose of this study is to gather information related to the implementation evaluation results of the use of the logistics workforce in the construction of human resources in tni with its evaluation by using william dunn policy evaluation with evaluation criteria such as effectiveness, adequacy, alignment, responsiveness and accuracy. the qualitative method is used under the design of case study research. the data was obtained through interview session, with the personnel from tni headquarters, especially in the logistics assistant for the tni commander and staff, also though the observation and literature review. this research shows that from the evaluation of the implementation of the logistics workforce usage in the construction of tni human resources in supporting the main tasks of the indonesian national army headquarter with the findings: (1) the effectiveness of the use of logistics workers has a strategic function in achieving the performance of the tni logistics workforce (2) the efficiency of the use of logistics workforce with diverse contributions, starting from planning, implementation and evaluation of logistical support, (3) adequacy is interpreted to achieve conducive policy results, (4) alignment/justice leads to the issue of balance of results obtained will be comparable to the contribution given, (5) responsivity cultures optimal service as tni logistics staff, and (6) accuracy of carrying out work by the respective task areas is in lined with the objectives of the implementation of activities to support the main tasks of the tni keywords: policy evaluation, labor use, human resources development of the tni. http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 5 (1), june 2021 60 | p a g e received: 5 october 2020 ; accepted: 2 february 2021 ; publish; june 2021. how to cite: kustiawan, b., gunawan, k., & akbar, m. (2021). factors in building employee commitment: mediating role of job satisfaction at bank central asia. international journal of human capital management, 5 (1), 59-67. https://doi.org/10.21009/ijhcm.05.01.5 introduction the constitution no. 3 of 2002 on state defense defined as the all efforts to defend the sovereignty of the state, the integrity of the territory of the unitary state of the republic of indonesia, and the safety of all nations from threats and interference to the integrit y of the nation and the state. then, the constitution no. 34 of 2004 about the tni article 7 paragraphs (1), states that the main duties of the tni are to uphold the sovereignty of the state, maintaining the integrity of the territory of the unitary state of the republic of indonesia based on pancasila and, as well as protecting all indonesians from threats and disturbances to the integrity of the nation and the state. in order to ensure the successful implementation of the main task of the tni, the use of the tni workforce must be increased in terms of the capabilities power, skills by adding science and technological advances, in order to support and meet the needs of units or organizations that have a high risk in the implementation of tasks. todays condition of the use of the logistics workforce in the development of tni human resources may lead to imbalances resulting from the aspects that is not well synergized then affecting the improvement of the quality of human resources of the tni. the key concept of tni human resources development is expected to create the balance of all aspects that affect the quality of tni human resources. tni human resources coaching includes the construction, maintenance, separation and administration of tni logistics personnel. the current conditions related to the use of logistics workforce on the construction of tni human resources namely the provision of personnel still needed to be improved both quality and quantity. the problems resulted on a lack of maximum readiness and operational materiality to meet the demands of operational and training tasks while fostering and improving skills. tni logistics staff should have conducted a routine evaluation on every use of its workforce in the human resources coaching of the tni. the evaluation will also measure the stability of each implementation that has been implemented. based on the explanation, it is very important to conduct evaluation research on the implementation of the use of the logistics workforce. thus, the use of logistical manpower that is directly related to the task of increasing the readiness of defense equipment and tni materials, including empowering the national defense industry based on user-oriented and operational requirements. logistics human resources who are ready to carry out their duties along with the completeness of facilities and infrastructure by prioritizing interoperability, communality and family systems in order to realize efficiency and effectiveness of budget use from planning, procurement, storage and distribution of logistics to supervision and control in supporting tni's main tasks. from the description above, it can be concluded that if the use of logistics manpower is optimized through the fulfillment of the quality and quantity of human resources, adequate infrastructure, availability of software and coordinated work mechanisms, so the implementation of logistics management can be supported and the tni's main tasks will be carried out successfully. international journal of human capital management, vol. 5 (1), june 2021 61 | p a g e literature review policy implementation evaluation concept in this literature review, researchers presented the concepts of evaluation of policy implementation, logistics human resources coaching theory, evaluation model used, the reason for model selection, and analysis results, which will then be used as material to conduct analysis in the form of a theoretical framework that serves as "theoretical argument" or "conceptual framework". on another occasion, based on the emzir (2018) said that the existence of theory was vital because the theory was an abstract concept system that identified a relationship between these concepts that helped researchers to understand a phenomenon. according to stufflebeam & coryn (2014), evaluation is a process to provide an independent and competent statement of opinion or consideration of conformity with established criteria for things such as reliability, effectiveness, cost, efficiency, safety, ease, and honesty. robert (2010) suggests that evaluation is the pursuit of know/edge about value. dunn (2014) expressly states the evaluation has a related meaning, each points to the application of several scales of value to the results of policies and programs, in general, the term evaluation can be likened to appraisal, rating, and assessment, words that state efforts to analyze policy results in the sense of a unit of value. the policy of tni logistics workforce usage policies usually last long without review and refinement. policies are a set of concepts and principles that are the guidelines and foundations of a plan in the implementation of a job, leadership, and way of acting and directing actions to achieve goals in ways and instructions that must be followed. more specifically the policy is a guideline for implementing action. anderson & buckley (2017) said that "public policies are those policies developed by governmental bodies and officials." according to johannessen j.-a (2018) policy evaluation is carried out to know about: 1) policymaking process; 2) implementation process; 3) policy consequences and 4) effectiveness of policy impacts. therefore, public policy evaluations are distinguished in two types. first, the type of outcomes of public policy implementation is research that bases itself on policy objectives. second, the type of process of public notice implementation, which is evaluation research that bases itself on implementation instructions and technical instructions. implementation of the use of manpower in the construction of tni paul & daniel (2010) argues that "implementation is the carrying out of basic policy decision, usually incorporated in a statute but which can also take the form of important executives orders or court decisions. ideally, that decision identifies the problem(s) to be addressed, stipulates the objectives(s) to be persuaded, and, in a variety of ways, 'structures' the implementation process." according to tachjan (2006), that implementation as a public policy is a process of administrative activities carried out after the policy is established / approved. research related to the evaluation of employee coaching policies is interesting to be reviewed. blucer (2015), stated that "evaluation of individual performance management policy examination of the financial examiner board of the republic of indonesia (case study: at bpk ri provincial representative dki. jakarta)". the results of the study consisted of facts found and discussions containing the researchers' decisions on the facts that had been analyzed based on the appropriate criteria, then obtained conclusions and produced recommendations containing suggestions for improving the quality of the policies studied. international journal of human capital management, vol. 5 (1), june 2021 62 | p a g e signé (2017) stated that implementation focused on how one can produce change through special interventions. the main challenge in dealing with policy issues was analytical. policy success in realizing policy changes is determined by the capacity to work against different types of uncertainty. walker in his research entitled policy transfer in a corporatist context: agents, adjustments and continued innovation (walker, 2019), stated that collaboration was an increasingly important pathway in the development of policy reform and innovation. model of evaluation of labor use implementation in human resources development of tni according to william dunn, the evaluation includes factors: effectiveness, efficiency; adequacy (accuracy in answering problems); equity, responsiveness, and appropriateness. these needs include achieving significant goals, priorities, and assessments of outcomes. for this purpose, the input is needed, namely an assessment of alternative approaches that can be used for fulfillment by way of program planning and allocation of resources. in this case, the process in the evaluation serves to assess the implementation of the planning to get to the activities, then explain the results achieved. based on the results of the researcher's analysis, the selected evaluation model is the dunn evaluation model (2014). this model is in lined with the characteristics of hr logistics coaching. william dunn's evaluation model has a holistic approach to evaluation, aimed at providing a very detailed and broad picture of the recruitment program, from its context to the implementation process and helping to make improvements during the program, as well as providing final information. thus, william dunn's evaluation model in its implementation is more widely used by evaluators. the selection of the evaluation of this implementation is as follows: 1) fulfillment of the provisions of the law and its implementation regulations, 2) measuring the effectiveness and efficiency of the program, 3) measuring the influence, side effects of the program, 4) accountability of the implementation of the program, 5) accreditation of the program, 6) the tool of controlling the implementation of the program, 7) the means of communication with the program stakeholders, 8) decision-making regarding the program whether it is continued, changed, repaired, and discontinued. table 1 evaluation approach approach objectives assumption main forms pseudo evaluation use descriptive methods to generate valid information about policy results the benefit measure or value is self-evident or not controversial social experiment system accounting social examination research and practice synthesis formal evaluation using descriptive methods to produce reliable and valid information about policy results formally announced as the goal of policy programs. the goals and objectives of policy makers and administrators who are officially announced is an appropriate measure of benefit or value. development evaluation, experiment evaluation, retrospective process evaluation, retrospective evaluation of results. international journal of human capital management, vol. 5 (1), june 2021 63 | p a g e approach objectives assumption main forms evaluation of theoretical decisions using descriptive methods to produce reliable and valid information about the policy outcomes explicitly desired by various policy actors. formally or tacitly announced goals and objectives of various actors are precise measures of benefit or value. judgements about whether or not they can be evaluated multiattribute utility analysis. (source : william n. dunn, 2004:612) the criteria set forth as a benchmark in determining whether or not a policy is successful. dunn's opinion on the criteria can be explained as follows: a. effectiveness concerning whether an alternative achieves the expected outcome(consequences) or achieves the objective of the implementation of action. effectiveness, which is closely related to technical rationality, is always measured by the unit of its product or service or monetary value. b. efficiency concerns the amount of effort required to produce a certain level of effectiveness. efficiency, which is a synonym for economic rationality, is the relationship between effectiveness and effort, the latter generally measured by monetary costs. c. adequacy concerns how far a level of effectiveness satisfies the needs, values or opportunities that foster problems. the adequacy criteria emphasize the strong relationship between policy alternatives and expected outcomes. d. equity is closely related to legal and social rationality and points to the distribution of consequences and efforts between different groups in society. these alignment-oriented policies are policies that are consequently (e.g., monetary) or business (e.g., monetary costs) are fairly distributed. e. responsiveness concerns how far a policy can satisfy the needs, preferences, or values of a particular community. responsiveness criteria are important because analysts who can satisfy all other criteria of effectiveness, efficiency, adequacy, alignment still fail if they have not responded to the actual needs of the group that should benefit from the absence of a policy. f. the appropriateness of the accuracy criteria is closely related to substantive rationality, as the question of policy accuracy does not concern individual criteria units but two or more criteria together. accuracy refers to the value or price of the purpose of the program to the strong assumptions that underlying those objectives. research method the place or location in this study is focused on the environment of the indonesian national army headquarter, cilangkap, which represents the conditions of use of logistics human resources in conducting the process of evaluating the human resources development policy of the tni. the implementation of research was carried out from december 2019 to may 2020, data collection in the form of interviews, observations, and research subjects selected purposively according to the needs and topics selected on the environment site. this research is intended to find out how to evaluate the implementation of the use of manpower in the tni logistics human resources development policy in supporting the main tasks in the indonesian national army headquarter. therefore, the research method used is qualitative, namely understanding something from a part of human social life based on a holistic and complex picture; international journal of human capital management, vol. 5 (1), june 2021 64 | p a g e processed through words; recording, interpreting, and conveying the informant's views in detail, conducted naturally, which by several individuals or groups of people is considered to stem from cresswell's social or humanitarian problems (1994) purposive informant determination technique, in which the informant is selected according to the needs and objectives of the research to obtain the necessary data. they are logistics assistant for the tni commander and staff who have accurate information about the implementation of the use of logistics workforce based on the consideration of the authority, have a lot of information, and have a connection, both individually and institutionally, with the implementation of the use of logistics workforce in the tni human resources development policy. the data then compared with the various sources of data to strengthen the stance of the data obtained. result and discussion the results of this study show that in supporting the basic tasks of the tni requires the availability of quality human resources to support the availability of materials that are appropriate, precise, and targeted. about the evaluation of the implementation of the use of tni logistics workforce, concerning dunn's opinion (2014), there are 6 (six) criteria that must be met, namely: (1) effectiveness, (2) efficiency, (3) adequacy, (4) equity, (5) responsiveness, (6) appropriateness. the six things are interconnected in the patterns and systems that the author describes in the following description: effectiveness aspects tni logistics staff are required to always be appropriate, targeted, on time, and the spot because the availability of adequate logistics personnel is essential for logistics staff. the effectiveness of the logistics workforce is tailored to the ideal workload, work capability, and uptime. in general, the goal has been achieved, but on the other hand, there needs to be improved such as the coordination between the tni ad organizational unit, the navy, and the air force as the head of the tni force. efficiency aspects the efficiency aspect is meant to know how much effort is needed to achieve the desired results. in this study, efficiency was interpreted as an effort in the form of support provided by stakeholders and other relevant parties towards the implementation of the decree of the commander-in-chief of the indonesian national army no. 19, dated april 20, 2005, on the basic instructions for the construction of manpower and manpower of the indonesian national army. the result of deepening the efficiency aspect is certainly supportive of the enactment of policies on the development of manpower and human resources of the indonesian national army. the efficiency aspect can also be considered where they support the policy on personnel who are involved in the use of the logistics workforce because of the policy as a rule to regulate the structuring, human resources coaching of the tni. the results revealed that in general, all informant groups support the enactment of policies on the development of manpower and manpower of the indonesian national army. contributions are tailored to the infrastructure of various forms of support provided, ranging from preparing planning, implementation, and evaluation of logistical support. the efficiency of the use of labor to avoid inefficient waste of costs and the productivity of the tni support logistics. adequacy aspect aspects of adequacy to observe how far policy results go in solving problems. in this study, interpreted as a form of policy leaders in determining the achievement of policy results in solving international journal of human capital management, vol. 5 (1), june 2021 65 | p a g e labor problems such as the implementation of this policy can realize a conducive labor source climate, thus providing positive results to logistical support in supporting the basic duties of the tni. in this case, it is focused on meeting the need for exercise and surgery. aspects of adequacy with informant representatives have a positive impact on the progress of distribution development and logistical support. evaluation of the implementation of the use of labor in the human resources policy of the tni. in supporting the main task of the tni aspects of the adequacy of the logistics workforce becomes a very important element by the quality and quantity of work in the preparation of material supplies for the operation of the tni so that the implementation of the use of labor in the policy by the workload assigned so that logistics support becomes optimal and targeted. alignment/justice aspects to see to what extent logistical support in the framework of tni operations duties evenly to different groups for border areas and outer islands. for this, william n. dunn provides a reference to more criteria leading to the issue of balance or equalization in terms of receiving benefits in the field of economics. this research is interpreted as an aspect of preparedness of tni combat operations, where the workforce that fills the field of logistics of the tni can prepare and distribute according to the needs of operation both for military operations of war and military operations in addition to war. the equity aspect of this study gives an idea that the results obtained will be comparable to the contribution given in logistics support activities. aspects of responsivities this aspect is intended to monitor the results of labor use policy that can satisfy the needs logistics of tni. in this case, it is interpreted as conformity between the policy objectives and the wishes, needs, or choices of stakeholders or the groups themselves. the suitability of the use of logistics workforce with the implementation of activities both implicit and explicit, where the performance of logistics workforce is better by the principles, rules, and policies of human resources coaching of the tni with evidence of a strategic plan in the form of annual reports in the form of evaluation and plan of work and budget programs. from the responsiveness aspect of the use of logistics workforce seeks to respond and culture optimal service as a tni logistics staff in charge of carrying out staff functions in the field of tni logistics coaching, logistical support in the framework of coaching and use of force, as well as assisting the implementation of mobilization and demobilization of material, facilities, and services in the framework of state defense. accuracy aspects aspects of accuracy in the use of logistics workforce are the accuracy in carrying out the work by the field of duty of each of them is planning, support for general supplies, equipment, construction, health, transportation, reporting, and logistics training so that there is a suitable between logistics planning and the target or objective stipulated namely the implementation of logistics activities, both to support the development activities of the ranks unit and in the framework of the use of tni force. one of the previous study by peter cathy s & helen de cieri (2015) stated that the retention to training, capacity building, career management and team development indicated the lower allocation to the human resources that make their lack accuracy in working. conclusion based on the results of the analysis and discussion that has been presented, the following conclusions are obtained: (1) the effectiveness of the use of logistics workers has a strategic function in achieving the performance of the tni logistics workforce optimally.in accordance with international journal of human capital management, vol. 5 (1), june 2021 66 | p a g e the duties, functions and objectives, (2) the efficiency of personnel who are reviewed in the use of logistics workforce in general support for the enactment of policies on human resources development of the tni with diverse contributions, ranging from preparing planning, implementation and evaluation of logistical support, (3) adequacy of the use of logistics workforce is interpreted as a form of leadership policy in determining the achievement of policy results in solving labor problems by realizing a workforce source climate conducive to adjusting the coaching budget, thus providing positive results in supporting the main duties of the tni, (4) equalization/justice of the use of logistics workforce more leads to the issue of balance or equalization interpreted as aspects of operational preparedness that provide an overview that the results obtained will be comparable to the contribution made in logistics support activities , (5) responsiveness of the use of logistics workforce seeks to respond to and culture optimal service as tni logistics staff in charge of organizing logistics support in order to foster and use force, and assist in the implementation of mobilization and demobilization of materials, facilities and services in the framework of state defense, and (6) the accuracy of the use of logistics 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(2007). manajemen kinerja. in pt. raja grafindo. pt. raja grafindo persada. international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 2 (2), december 2018 9 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 2, no.2, december 2018, p 9-17 the influence of transformational leadership, interpersonal communication, and organizational commitment of public service quality in bnp2tki abdul ghofar state university of jakarta email: abdghofar_im11s3@mahasiswa.unj.ac.id wibowo state university of jakarta email: wibowo303@yahoo.co.id 2 burhanuddin tola state university of jakarta email: burhanudiin.tola@gmail.com abstract the purpose of this research is to measure direct and indirect influence of transformational leadership, interpersonal communication, and organizational commitment for public service quality in bnp2tki. this study used survey method, and included in quantitative research. sample is calculated using slovin method, is set minimum sample for 140 people, taken by systematic random sampling. method of data collection by dissemination research instrumens to selected respondents. method of data analysis using path analysis. the result of the research shows that there are positive direct influence of transformational leadership, interpersonal communication and organizational commitment toward the quality of public service in bnp2tki. transformational leadership and interpersonal communication has the positive direct influence for organizational commitment. transformational leadership has the positive direct influence for interpersonal communication. transformational leadership has the biggest direct influence for the quality of public service of bnp2tki. keywords: the quality of public service, transformational leadership, interpersonal communication, organizational commitment. introduction good governance is a fundamental in suistanability of every instituition (aras, güler & david crowther;2008). good governance able to increase the public trust. in the middle of global competition that becomes more strict, government institution is demanded to able applying the system of good governance more and more good (good corporate governance). the national board of placement and protection of indonesian migrant worker (bnp2tki) as one of the government institution is expected to able increase the productivity of performance from time to time. to be able to increase the productivity of performance, bnp2tki has to have good strategic plan and right on target according to vision and mission that has been set. strategy bussines plan that is done will create bussines process activity performance and the distribution and resource utilization that can be applied to create vission and mission of bnp2tki. bnp2tki in the effort to increase public service quality for sure, is not easy, because not regardless from instituiton internal dan external influence. internal influences of bnp2tki involve employee work motivation, leader behavior and power, interpersonal communication, organizational commitment, working culture, mindset, birocracy behavior, birocracy performance, employee ability, employee competency, employee experience, employee responsibility, disposition and birocracy structure and also organization communication climate and information flow, organization restructurisation, facility mailto:abdghofar_im11s3@mahasiswa.unj.ac.id mailto:wibowo303@yahoo.co.id2 mailto:burhanudiin.tola@gmail.com international journal of human capital management, vol. 2 (2), december 2018 10 | p a g e planning, radical changing, restructurisation, information technology utilization and service efficiency, emporwement birocracy official, changing process, conflict management, working design and working stress (hardiansyah, 2014). external factor that influence public service quality of bnp2tki could come from government policy, government regulation, government intervention, implementation of service integration policy, social control and society monitoring, politic party, external culture, consumer data and other stakeholder generally, society opinion measures that public service quality of birocracy official is not maximal, it could be seen from epmolyee performance at working the task is not maximal, complicated public service procedure, complex, strict, slow, wasting time, there is no solving matter, paying, not transparent, unresponsive employee behavior or friendly to society and etc, including society appreciation to bnp2tki performance. therefore researcher want to know whatever factors that could influence public service quality in bnp2tki seen by internal factor i.e, transformational leadership, interpersonal communication, and organizational commitment. mudji rahardjo and purbudi (1997) explain the succesfull and the failure of an organization or instituion are determined by leadership, effective leadership form will impact to company/organization advance, meanwhile communication factor that is not running well (include to interact or having relation with data user/consumer) could cause service quality decline, and also organizational commitment factor that show how an individual identify him/herself within organization and attached within organization purpose” (robert kreitner dan anggelo kinichi, 2003) include vision and mission and also target of bnp2tki that have been set. this research aim to measure causality realitionship between transformational leadership, interpersonal communication and organizational commitment to public services quality in bnp2tki related to the placement and protection services of indonesian workers. literature review public service qualitiy public service quality has been explained by some expertises such as fandy tjiptono (2001:51), kotler (2002:83), kuno schedler dan jurg felix (2000:125). model of service quality measurement is developed by parasuraman, zeithaml dan berry (1990), and also gronroos (1984). model parasuraman states a service that is offered begin from management perception by it consumer expectation, then this management perception is designed to become current specification quality and is delivered to consumer through service and also external communication. model that was explained by gronroos (1984) stated this model relate to expereince to service by consumer and is compared to its expectation. service qualities according to parasuraman, and partners (1998) were measured through 5 (five) dimenton i.e tangible, reliability, responsiveness, assurance dan empathy. transformational leadership the definition of leadership refer to daft (2002:51), stoner in nanang fattah (2008:88), irham fahmi (2002:8), colquitt (2011:499), george r. terry that are quoted by miftah thoha (2010:5), a. dale timpe (2008:8), kartini kartono (2003:48), gary yukl (2007:3), andrew j. dubrin (2009:4), bertocci (2009:7) and allan lee et. al (2015). transformasional leadership is developed for the first time by james macgregor burns (1978), then is developed by bernard m. bass and ronald e. reggio (2006:3), robbins and coulter (1999:508), ancok (2012:130). leadership according to robbins and coulter (1999) is that as leaders which give their own consideration, intelectual stimulation, and have charisma. researcher synthesizes transformational leadership is leader that could stimulate and inspire its follower so cause the awareness to achieve the maximal result and also develope leadership capacity through indicators : (1) idealized influence, (2) inspirational motivation, (3) intellectual stimulation, and (4) individual consideration. international journal of human capital management, vol. 2 (2), december 2018 11 | p a g e interpersonal communication agus m. hardjana (2003:5) state interpersonal communication is face to face interaction within two people or some pepople, sender could deliver message directly, and message receiver could receive and respond directly. according to arni muhammad (2007:159) interpersonal communication is a process of changing information between someone within less then a person or other, or usually between two person that directly are known its reversed. researcher synthesizes interpersonal communication is a social process which peoples that are involved influence, and are the more effective communication in changing behavior, idea, opinion, thought, or someone behavior in organization, through indicators : (1) transparancy, (2) emphaty, (3) support, (4) positive behavior, and (5) equality. organizational commitment l. mathis-john h. jackson (2012), organizational commitment is a level which employee is sure and accept organizational purpose, and also willing to stay together or leave the company at the end are reflected in absence and employee rotation number. the definition of organizational commitment also is developed by meyer and allen (1993), curtis and wright (2001), fred luthan (2005) and s.g.a. smeenk, et al., (2006). based on the opinion of experts, researcher synthesizes organizational commitment is concerness that is shown by certain person to organization and willingnes to stay in an active participate at that organization through indicators : (1) affective commitment, (2) continuity commitment, and (3) normative commitment. earlier research research about the influence of transformational leadership to public service quality had been done by aladeen mah’d alloubani, mohammad almatari, and mohammad musa almukhtar (2014), susanne braun, claudia peus, silke weisweiler, & dieter frey (2013:270-283), waqas umer malik, muqaddas javed, & syed taimoor hassan (2017:146165). research about the influence of interpersonal communication to public service quality had been done by research of r. surya saptaraharja (2012). research about the influence of organizational commitment to public service quality had been done by ogunnaike, olaleke. oluseye (2011), mohammad reza azadehdel, mehrdad goudarzvand chegini, dan mahyar delshad (2013). research about the influence of transformational leadership to public service quality had been done by susi milwati (2013). research about the influence of interpersonal communication to organizational commitment had been done by tiur asi siburian (2013), benyamin situmorang (2012). generally the result of research show that transformational leadership, interpersonal communication and organizational commitment take a real effect to quality of some services (public service quality). methodology research use quantitative approach. population in research is divided into two, i.e external and internal. external population is all visitor that come to public service unit, internal population is monitoring officials (eselon iv) of bnp2tki, bp3tki/lp3tki/p4tki. population of eselon iv official of bnp2tki total 214 officials, so are obtained the sample amount in this research is 140 respondents. sampling method that is used is systematic random sampling. analyze method in this research is determined to two i.e descriptive and inferential statistics through path analysis. t test is used to test the influence of independent variable to dependent variable. f test is used to test appropriateness level from result model. international journal of human capital management, vol. 2 (2), december 2018 12 | p a g e variable is defined as whatever it could differentiate or take variation to value. value could be different from time to time for object or same people or at the same time to different object (sekaran, u. & bougie, r., 2010). variable in this research is divided into 4 (four) variable i.e public service quality, transformational leadership, interpersonal communication and organizational commitment. table 1. operational variable no. variable indicator reference 1 public service quality tangible reliability responsiveness assurances empathy parasuraman, zeithaml, and berry in journal of retailing (1998) 2 transformational leadership idealized influence inspirational motivation intellectual stimulation individual consideration bass and avolio (1993) 3 interpersonal communication transparancy emphaty support positive behavior equality devito (2011) 4 organizational commitment affective commitment continuity commitment normative commitment robbins and judge (2014 hypothesis h1: transformational leadership (x1) take a direct effect to public service quality (y2). h2: interpersonal communication (x2) take a direct effect to public service quality (y2). h3: organizational commitment (y1) take a direct effect to public service quality (y2). h4: transformational leadership (x1) take a direct effect to organizational commitment (y1). h5: interpersonal communication (x2) take a direct effect to organizational commitment (y1). h6: transformational leadership (x1) take a direct effect to interpersonal communication (x2) h7: transformational leadership (x1) take an indirect effect to public service quality (y2) through organizational commitment (y1) h8: interpersonal communication (x2) take an indirect effect to public service quality (y2) through organizational commitment (y1) result and discussion amount of respondent for each category is 140 respondents. internal respondent characteristic is based on gender, age, marital, education, working period and the amount of dependent. majority respondent is man (56,4%), age 30-45 year (74,3%), has been married (91,4%), undergraduate education background (73,6%) with working period more than eight years (86,4%). table 2. internal respondent profile note frequency percentage respondent gender man 79 56,4% woman 51 43,6% respondent age < 30 year 4 2,9% international journal of human capital management, vol. 2 (2), december 2018 13 | p a g e note frequency percentage 30-45 year 104 74,3% > 45 year 32 22,9% marital status bachelor 7 5% married 128 91,4% not married 5 3,6% latest education background diploma 1 0,7% undergraduate 103 73,6% post graduate 36 25,6% working period < 4 year 3 2,1% 4-8 year 16 11,4% > 8 year 121 86,4% the amount of dependants 1 person 44 31,4% 2 person 45 32,1% > 2 person 51 36,4% external respondent characteristic is based on gender characteristic, age, marital status and latest educational background. this research show that the majority of external respondent is man (70,7%) within age less than 30 year (50,7%), has married (59,3%) and latest educational background is senior highschool/equal (72,1%). table 3. external respondent profile note frequency (respondent) percentage (%) responden gender man 99 70,7% woman 41 29,3% respondent age < 30 year 71 50,7% 30-45 year 58 41,4% > 45 year 11 7,9% marital status bachelor 54 38,6% married 83 59,3% not married 3 2,1% latest educational background < senior high school/religion senior high school 101 72,1% diploma 10 7,1% > undergraduate 29 20,7% eight hypothesis are tested in this research. hypothesis is tested to measure direct influence and indirect influence independent variable to dependent variable. test statistic that is used is t test. independent variable is stated having significant influence to dependent variable if having t-count value bigger than t table or having significant less then α value = 0,05. the result of hypothesis testing is served at table 1. international journal of human capital management, vol. 2 (2), december 2018 14 | p a g e table 4. hypothesis testing no. direct influence path coefficient db tcount ttable α = 0,05 1. x1 to y2 0,343 136 5,13 1,98 2. x2 to y2 0,300 136 4,51 1,98 3. y1 to y2 0,293 136 4,25 1,98 4. x1 to y1 0,280 137 3,52 1,98 5. x2 to y1 0,273 137 3,43 1,98 6. x1 to x2 0,262 138 3,19 1,98 the result of this kind testing shows that the testing result at hypothesis 1 to hypothesis 6 is proven. the value of t-count is bigger than the value of t-table, so could be concluded that there is a positive direct influence and significant from independent variable to dependent variable. 1. transformational leadership has direct influence and positive to public service quality, with influence coefficient in the amount of 0,343. 2. interpersonal communication has direct influence and positive to public service quality, with influence coefficient in the amount of 0,300. 3. organizational commitment has direct influence and positive to public service quality, with influence coefficient in the amount of 0,293. 4. transformational leadership has direct influence and positive to organizational commitment, with influence coefficient in the amount of 0,280. 5. interpersonal communication has direct influence and positive to organizational commitment, with influence coefficient in the amount of 0,273. 6. transformational leadership has direct influence and positive to interpersonal communication, with influence coefficient in the amount of 0,262. 7. transformational leadership has indirect influence and positive to public service quality through organizational commitment with influence coefficient in the amount of 0,082 (0,280x0,292=0.082). 8. interpersonal communication has indirect influence and positive to public service quality through organizational commitment with influence coefficient in the amount of 0,067 (0.23x0.293=0.067). path analysis is divided into 3 model. first is the influence of transformational leadership model (x1), interpersonal communication (x2) and organizational commitment (y1) to public service quality (y2). second is the influence of transformational leadership model (x1), interpersonal communication (x2) to organizational commitment (y1). third is the influence of transformational leadership model (x1) to interpersonal communication (x2). the result of this kind modelling at first model could be obtained determination coefficient value (r-square) in the amount of 0,479 and path equation: y2 = 0,343x1 + 0,300x2 + 0,293y1 + ε1. first model show that public service quality (y2) in bnp2tki is mostly influenced by transformational leadership (x1) with influence coefficient in the amount of 0,343, then is followed by interpersonal communication (x2) with influence coefficient in the amount of 0,300 and organizational commitment (y1) with influence coefficient in the amount of 0,293. the result of this kind modelling at second time could be obtained determination coefficient value (r-square) in the amount of 0,193 and path equation: y1 = 0,280x1 + 0,273x2 + ε2 the second model show that organizational commitment (y1) in bnp2tki is more influenced by transformational leadership (x1) with coefficient in the amount of 0,280 and then interpersonal communication (x2) with coefficient in the amount of 0,273. the result of this kind modelling at the third could be obtained determination coefficient value (r-square) in the amount of 0,0688 and path equation: x2 = 0,262x1 + ε3 international journal of human capital management, vol. 2 (2), december 2018 15 | p a g e third model shows interpersonal communication (x2) is influenced by transformational leadership (x1) with path coefficient in the amount of 0.262. path model at this research is served at figure 1. figure 1. diagram empiric path of all research model the result of first hypothesis produce a finding that transformational leadership has direct influence and positive to public service quality. the increasing of transformational leadership will cause the increasing of public service quality. the result of this research is as the same of the opinion from some experts, one of them is sondang p. siagian (2012), leadership is factor motor then all resources and tool that are given for organization. leadership is main idea, purpose, plan, organize, drive and control all resource that is owned, so the goal from organization could be achieved with and also effective and efficient. bnp2tki leader is demanded to always able create a condition that satisfy subordinate in working period. public service quality is influenced positively by interpersonal communication. the increasing of interpersonal communication will cause the increasing of public service quality. the result of this research is as the same of the opinion from some experts, one of them is joseph devito, (2010) "the effectiveness of interpersonal communication in a humanistic view contains elements of openness, empathy, supportive attitudes, positive attitudes, and similarities". interpersonal communication that is created between bnp2tki employee with public is important term in building the perception of service quality that is given by bnp2tki to public. hypothesis test conclude that public service quality is influenced positively by organizational commitment. the increasing of organizational commitment will cause the increasing of public service quality. the result of this research is as the same of the opinion from syed muhammad azeem (2014) in his research explained: "organizational commitment due to the opportunities for the public sector employees to advance their career". every employee has a different base and behavior depend on organizational commitment it owned. employee that has a high commitment will do maximum effort and strong willingness to achieve the purpose of organization. employee that has a low commitment will do minimum effort and also full of compulsion. organizational commitment is influenced by transformational leadership. strong transformational leadership will cause the increasing of organizational commitment. the result of this research is as the same of the opinion from wibowo (2012) basically a manager could do operational commitments and transformational commitments. by running public service quality organizational commitment transformational leadership interpersonal communication py21 = 0,343 py2y1= 0,293 py22 = 0,300 py11 = 0,280 py12 = 0,230 p21 = 0,262 international journal of human capital management, vol. 2 (2), december 2018 16 | p a g e operational commitments, a manager maintain status quo, such as budget aggrement, working task, or consumer guarantee. organizational commitment is influenced positively by interpersonal communication. the increasing of interpersonal communication will cause the increasing of organizational commitment. the result of this research is as the same of the opinion from some experts, one of them is onong uchjana effendy (1986) that stated interpersonal communication is communication betwee manager and other communicant inside organization i.e employee reciprocally.interpersonal communication is influenced positively by transformational leadership. the increasing of transformational leadership will cause the increasing of interpersonal communication. the result of this research is as the same of the opinion from some experts, one of them is siagian (2012) that, “leadership role consist of : interpersonal, informational, and decision making”. transformational leadership is the key and main priority in the effort to increase public service quality in bpn2tki. beside having the highest direct influence to public service quality also having indirect influence through interpersonal communication and organizational commitment. conclusion the result of hypothesis testing become basic in organized conclusion at this research. the research of this research as follows: transformational leadership has direct influence and positive to public service quality, interpersonal communication and organizational commitment. transformational leadership that has been good applied could cause the increasing of public service quality, interpersonal communication and also of organizational commitment at bnp2tki institution. interpersonal communication has direct influence and positive to public service quality and organizational commitment. it means that interpersonal communication that has been good applied could cause the increasing of public service quality and also of organizational commitment at bnp2tki institution. organizational commitment has direct influence and positive to public service quality. organizational commitment that has been good applied could cause the increasing of public service quality at bnp2tki. transformational leadership has indirect influence and positive to public service quality through organizational commitment. it means that transformational leadership that has been good applied could cause the increasing of public service quality to bnp2tki directly or indirectly. interpersonal communication has indirect influence and positive to public service quality through organizational commitment. the good interpersonal communication from all leader and employee could cause the increasing of public service quality to bnp2tki directly or indirectly. references allen, natalie j. and john p. meyer, (1993). organizational commitment: evidence of career stage effects?. journal of business research, 26. alloubani, aladeen mah’d, mohammad almatari, 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(2010). research methods for business: a skill-building approach (5th ed.). haddington: john wiley & sons. siagian, sondang p. (2012). teori dan praktek kepemimpinan (5th ed), jakarta: rineka cipta. wibowo. (2012). manajemen perubahan (3th ed). jakarta: pt rajagrafindo persada. http://dx.doi.org/10.1016/j.leaqua.2015.10.%20003 international journal of human capital management, vol. 3 (2), december 2019 international journal of human capital management, vol. 3 (2), december 2019 10 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 3, no.2, december 2019, p 10-16 the occupational diseases workers’ protection as a important aspect on occupational safety and health program (in the ministry of manpower of republic of indonesia) sudi astono state university of jakarta email: sudiastono_im13s3@mahasiswa.unj.ac.id ma’ruf akbar state university of jakarta email: marufakbar@unj.ac.id moch. asmawi state university of jakarta email: asmawi.moch@yahoo.co.id abstract the objective of this study are to get answer the question: "why is the attention to protection of workers against the occupational disease (od) is less than occupational accident/injury (oa/oi)?" until 2017 in indonesia, there was very few data of od cases when compared to occupational accidents (oa) cases. the method of study is evaluation research using the stake countenance evaluation model. the data and information relating to od in the current osh program were collected and analyzed with the stake countenance evaluation model. the number of informant are 30 persons consist government official and keys stakeholder. the results of the study that have been conducted show that there are six main factors contributing to workers’ lack of protection from od, as compared to oa cases: 1) lack capacity of stakeholder; 3) inapropriate of policies and regulations; 4) lack of law enforcement; 5) poor function of osh services; and 6) poor od case handling, data management. keywords: occupational accident/injury, occupational diseases, worker’s protection, occupational safety and health, work compensation. received: 18 july 2019 ; accepted: 12 august 2019 ; publish; december 2019. how to cite: astono, s., akbar, m., & asmawi, m. (2019). the occupational diseases workers’ protection as a important aspect on occupational safety and health program (in the ministry of manpower of republic of indonesia). international journal of human capital management, 3 (2), 10-16. https://doi.org/10.21009/ijhcm.03.02.02 mailto:sudiastono_im13s3@mahasiswa.unj.ac.id mailto:marufakbar@unj.ac.id mailto:asmawi.moch@yahoo.co.id international journal of human capital management, vol. 3 (2), december 2019 11 | p a g e introduction workers are socio-economically active populations and almost a third of their time is used in the workplace so they are at risk of having oa/oi and od which both often cause pain, disability and fatality (boschman, brand, frings-dresen, & van der molen, 2017). the occurrence of oi and od among the workers has a very detrimental effect not only for the workers themselves but also for their families, also for the companies where they work, considering that workers are basically support their family financially and are human capital assets for companies. unhealthy workers give tremendous pressure to an organization (armstrong, n.d. 2012) (muraga et al., 2015). the osh program is a program with the main purpose of preventing oa and od. based on the perspective of human resource management (hrm), osh programs are part of the efforts to manage workers as human capital assets for a company or organization (campo et al., 2015). health and well-being in the workplace is a fundamental business elements for a productive, happy and healthy workforce (holt & powell, 2015). if the osh program is not being implemented, it usually resulted in various losses due to occupational accident and diseases that afflicted workers' human resources which were often accompanied by property damages, environmental damages, and economic losses. literature review there are three important issues of occupational diseases workers’ protection as bellow. a. occupational diseases protection as part of osh program protection of workers from the od is an important aspect and also being the main objective of the osh program along with the protection of workers from oa. the emphasis of the osh program for od protection is carried out through occupational health (oh) and work environment sub-programs as an inseparable part of the osh program (roberts, 2015). this concept is in line with the concept of total worker health (twh) program developed by the national institute for occupational safety and health (niosh). twh program aims to integrate the osh protection with health promotion, to prevent oi, od and to advance health and well-being (campbell & burns, 2015; grossmeier et al., 2016; kopias, 2001; pronk et al., 2016; schill & chosewood, 2013; sorensen et al., 2013). basically, workers face a double risk (double burden) of health, in the form of risks and expenses due to general illness and risks and burdens due to specific diseases, namely od (pa & leigh, 2011; parran, n.d.). among the two problems of the disease, there is a big issue in diagnosing the od since the symptoms often similar. some people use the same term for od with work related diseases (wrd). thus workers basically face three disease risk groups, namely: 1) general illness, 2) od (specific), and 3) disease combination of common diseases with occupational diseases. the accidents is sudden, through a brief process of events and the accident/injury can be immediately seen by many people. unlike the oa, the process of od runs gradually or called “chronic” (long time process), so that the disease is not seen easily and often loss the attention. if it is proven as od, then the workers should receive the work compensation (crook & feyer, 2006). b. the losses that caused by occupational disease the level of risk of oa/oi and od is increasing along with economic growth and industrialization (hassard et al., 2012; loewenson, 1998; pa & leigh, 2011). in 2003, the ilo estimated that the number of oi cases in the world was 270 million (62.8%), while the number of cases of od was 160 million (37.2%) per year. hence, the cases of illness and injuries which causing death/fatality reach 2.33 million people in 2014 and currently increase to 2.78 million people annualy. the od mortality is a 2.4 million (86.3%) of the total estimated deaths and fatal accidents is a 13.7% (jukka, tan, & kiat, 2017). this condition is estimated to cause global economic losses due to failure in implementing osh international journal of human capital management, vol. 3 (2), december 2019 12 | p a g e program especialy by od and oi cases on average by 3.94% of global gross domestic product (gdp) per year, or 2.99 trillion us dollars. (snapshots on occupational safety and health (osh) the ilo at the world congress on safety and health at work 2017 content, n.d.; verbeek, 2013). data also shows that 40% of oi and od occur in young workers. other data in 2007, medical costs related to oi and od in the united states were estimated at $ 67 billion plus indirect costs which almost reached $ 183 billion (“osh global ction ” n d pa leigh szeszenia-da browska wilczy ska . in the uk, the annual economic costs of sickness absence and workless associated with ill-health is over £100 billion. in these tough economic times, occupational health is a vital resource to ensure that companies remain productive (theorell, 2015). according to the estimation of the international labor organization (ilo), economic losses due to oa and od can reach 4% of a country's gross domestic product. this condition can a burden which is quite significant for a country (fitzenz, 2000; money, carder, hussey, & agius, 2015; pa & leigh, 2011). furthermore, this condition will be a challenge for achieving quality and sustainable development goals. c. social security issues for workers who suffered occupational disease workers who experience oi and od must be given social security as work compensation to treat the injury (due to oa) or illness (due to od), and compensation in the form of money for those who experience permanent disability or death (loewenson, 1998). by giving work compensation to workers who experience oi or od, they can reduce the burden of suffering and socio-economic conditions of workers and their families, and can optimize their existing work capabilities through the return to work program (hudson & hall, 2013). in accordance with the regulations in indonesia (employment and , the provision of compensation due to oi and od generally includes several components, namely: 1) transportation costs for evacuation or obtaining health services; 2) the cost of health services for injury or disease, starting from first aid medication to optimal/complete treatment; 3) temporary wages unable to work or sementera tidak mampu bekerja (stmb); 4) medical rehabilitation; 5) disability compensation; 6) giving the program back to work; 7); giving occupational accident and diseases preventive and promotive programs; 8) educational scholarships. components number 1 to 6 are given to workers who experience oi or od, component number 7 is given to companies to prevent oi and od so that similar cases do not re-occur. component 8 is scholarship for one children when worker’s die or totally disabled due to oi or od if their children is still in the age who needs education. methodology this article was prepared from data analysis in the qualitative approach research was carried by methodology of countenance stake evaluation model that consists of three main components of evaluation: antecedents (input), transactions (process), and outcomes. the number of informant are 30 persons consist government official in the occupational safety and health division, indonesian ministry of manpower (mom) jakarta and their keys stakeholder in the occupational diseases protection measures. government officials consist line manager, senior labour inspector and occupational environment laboratory in the head quarters of mom. the keys stakeholders informant are some occupational health doctor in the companies and senior labour inspector in regional offices (provincial office). by questioner and interview already get many information around the policy, regulation, planning, programs and evaluation, data reporting system and case handling related to occupational diseases by activities at mom. the data and information about how effectives the occupational diseases protection measure has got from labour inspections, occupational doctors, and workplace environment laboratory. the data and information are obtained from informant by questioner, deep interview, round table discussion. another data and information gain by observation and document analysis from various policy/regulation and program instruments as well as the results of activities/programs in the form of meeting reports or summaries in the mom office for the international journal of human capital management, vol. 3 (2), december 2019 13 | p a g e period 2015 2017. the data and information obtained are recorded, analyzed and drawn conclusions in the matrix of stake countenance evaluation model by grouping in antecedents (input), transactions (process), and output/outcomes components. according to stake countenance evaluation models, the process of data analysis and drawing conclusions (judgement), use of congruency and contingency analysis approach. in this process, author also refers to the theories in the literature, the results of previous studies and the published studies in national and international journals which discuss or study in the occupational diseases. result and discussion based on the results of this study, the researcher found various relevant documents and information, general conditions and certain special conditions regarding the implementation of od protection efforts for workers through the osh program that conducted by the mom and their keys stakeholders. in general, there were only a small number of osh program that has been implemented and put attention to the od aspects. this condition is described in the data from the implementation of work compensation programs organized by the social security administering agency or badan penyelenggara jaminan sosial (bpjs). until 2017, the number of od cases that given work compensation as jaminan kecelakaan kerja (jkk) in indonesia only 25 (0.02%) compared to oi cases reached 106.889 (99.98%) annualy, showed in the table below. table of the number of work compensation to occupational accident and occupational diseases source: annual report of bpjs ketenagakerjaan (2018) the conditions above are influenced by the some factors, namely: 1) lack of stakeholder understanding, competency, commitment, and participation to involve in the od aspects in the osh program; 2) inadequate planning and budgeting of osh program; 3) inapropriate of policies and regulations on osh; 4) lack of law enforcement of the labor laws; 5) poor function of osh facility services; and 6) poor od case handling, data collection, and management. discussions the od issue is an important aspect of the osh program in indonesia, has a strategic value because it covers the protection of workers as a productive and economically active population, which accounted to 121 million people (47.4%) or almost half of the total population of 255.2 million people (bps, 2016). on the other hand, indonesia's population growth has led to a demographic issue because it is dominated by young people, so the proportion of the number of workers will be even greater in the future. young workers work in all types of enterprises – formal, informal, small and medium enterprises, and in all sectors, so they face ir much greater vulnerability to experiencing workplace harm (rohlman, parish, elliot, montgomery, & hanson, 2013; snapshots on number work compensation for occ. accident and occ. diseases 2015 to 2017 year number of workers compensation occ accident occ diseases total 2015 89.297 25 89.322 2016 102.916 13 102.929 2027 128.454 37 128.491 total 320.667 75 320.742 average 106.889 25 106.914 ( 99,98 %) (0.02 ) (100 %) international journal of human capital management, vol. 3 (2), december 2019 14 | p a g e occupational safety and health (osh) the ilo at the world congress on safety and health at work 2017 content, n.d.). based on the various findings in this study, od is misdiagnosed very often by doctors who do not understand occupational diseases, wrong treatment, and no have work compensation. this condition also indicates that the implementation of the osh program has not been carried out comprehensively, because most of the programs dominated by the oa aspects and only a few which put attention to the od aspects. therefore, an comprehensive evaluation is needed to determine the factors that hinder efforts to protect workers against the od in order to improve the quality of workers' protection through the osh program. until 2017 the od cases number reported, handled, and given work compensation only 25 (0.02%), in contrast to oi cases number up to 106.889 (99.98%) annualy. if this kondision compared to the ilo data survey, the proportion of od cases more than 50% of the number of oi cases reported. as in the case of an ilo report that the od case is more in silent epidemic. hence, it can be assumed that the number of hidden od cases in indonesia is quite large. these hidden od cases predicted did not treat appropriately and those who suffered did not receive any work compensation (ilo, 2013; rosenman et al., 2006). thus, it can be concluded that the mom's osh program has not been implemented comprehensively, because it still dominated by oi aspects and put a little attention to od aspects. based on these results, the od protection program for workers must be improved along with the protection of workers from oi through the comprehensive implementation of the osh program (campbell & burns, 2015; guzman et al., 2015; rantanen, 2005). prevention of od is very important to create awareness in the general public on the severity of the silent epi-demic of occupational diseases, which is estimated to cause 86% of deaths at work. in other hand, according to twh program, osh program also must be integrate with ph program at work to protect the workers from od and oi, and to increase the workers health and well-being (ilo, 2013; verbeek, 2013; who, 2018). give workers protection from od is equal with give attention to osh program comprehensively, and give benefit in large (agustina et al., 2018; kogi, 2010; pronk, 2013; schill, 2017). conclusion although the osh program is basically aimed at protect the workers from oi and od both in terms of prevention, handling and providing work compensation, the mom still put a little attention to the od protection and prevention program. losses due to od are most happened to the workers. losses that happened to the workers have an impact to the company and subsequently become a loss for the country. evaluation is needed to identify the causes and problems of the issue more comprehensively to provide recommendations and appropriate solutions so that the quality of workers' protection will increase. references gustina r dartanto t sitompul r susiloretni k suparmi chadi e l … khusun, h. 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(2018). world health statistics 2018: monitoring health for the sdgs. world health organization, geneva. international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 4 (1), june 2020 74 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 4, no. 1, june 2020, p 74-81 the influence of protean career attitude on proactive work behavior with passion for work and career self management as mediator milennial employees dki jakarta provincial government ade maya saraswati universitas negeri jakarta email: ademayahasan@gmail.com dedi purwana universitas negeri jakarta email: dpurwana@unj.ac.id henry eryanto universitas negeri jakarta email: henry@feunj.ac.id abstract the purpose of this study is to determine and analyze the influence of protean career attitude toward proactive work behavior with passion for work and career self management as a mediators. the sample determination uses purposive sampling technique. there are 389 respondents used as the samples in this research and are analyzed using structural equation model (sem). the result from this research is that protean career attitude has a significant positive effect to proactive work behavior. protean career attitude has a significant positive effect to the passion for work. passion for work has a significant positive effect to proactive work behavior. protean career attitude has a significant positive effect to career self management. career self management has a significant positive effect to proactive work behavior. protean career attitude has a significant effect to proactive work behavior through passion for work. protean career attitude has a significant effect to proactive work behavior through career self management. keywords: proactive work behavior, passion for work, protean career attitude career self management. received: 19 january 2020 ; accepted: 2 march 2020 ; publish; june 2020. how to cite: saraswati, a.m., purwana, d., & eryanto, h. (2020). the influence of protean career attitude on proactive work behavior with passion for work and career self management as mediator milennial employees dki jakarta provincial government. international journal of human capital management, 4 (1), 74-81. https://doi.org/10.21009/ijhcm.04.01.06 http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 4 (1), june 2020 75 | p a g e introduction from time to time, generation gap will always develop. in the work environment, generation gap becomes an object that will always exist in the development of human resources management. according to noe (2016), there are five generations of the workforce in an organization based on year of birth. the first generation is traditionalist or silent generation who was born in 1925-1945. the second is baby boomerss generation who was born in 1946-1964. the next generation is x generation who was born in 1965-1979, next is millennial generation who was born in 1980-1999. the last is z generation with the year of birth between 2000-2020. twenge (2010) stated that millennial generation was born in the era of information technology and education is developing, so that they have very different characters compared to the previous generations. gallup (2016) stated that millennials in the world of work have different characters compared to the previous generations, like millennials work is not just to get a salary but also to achieve their dreams, millennials don’t prioritize work satisfaction too much, but what they want more is self development in their work, millenials don’t like leaders who are bossy and likes watching them, millennials don’t like annual assessment, millenials don’t think to fix their weaknesses, millenials think more about developing their strengths. based on the data from regional staffing agency of dki jakarta, the total number of millennial generation employees in the government of dki jakarta province in january 2019 reached 14.756 employees or 22 percents from the total of employees in dki jakarta province with the total of 65.952 employees. and it is predicted that the total number of millennial employees will continue to grow, because 30% of the employees of dki jakarta province are baby boomerss generations with the age above 55 years old who will soon retire. according to lynch (2008) x generation and baby boomerss are not easy to employ millennial generations who have different meaning and hopes for career compared to the previous generations. so it is with millennial generations who are required to have a work attachment to things that are not in accordance with the believed values, like the existence of authority from stagnant leader and work. crant (2000) argued that those changes caused the institution to be under pressure in order to adjust with dynamic circumstances. the work becomes more dynamic, making proactive behavior to be regarded as more critical determintant than the success of an organization. maden (2015) stated that institution expected the employees to exceed the work limit. parker & collins (2010) revealed that proactive behavior was very important in a decentralized workplace this time, which competition is greater and pressure is increasing to innovate. however, based on the pre survey results which have been propagated to 30 respondents of millennial generations in dki jakarta province shows that the average value of responses about the questionnaires are in the lacking category. most of the employees are inactive to do career planning, the employees tend to just follow the instructions in overcoming problems, and also reluctant to express an opinion when in or outside the forum. in the presence of low proactive work behavior, then the factors that affect it need to be observed. according to gulyani (2016) the aspect of protean career attitude is one of the factors that affect proactive work behavior. research hall in gulyani and bhatnagar (2017) current career paradigms depended on the individuals who undergo. this type of career is called protean career. the attitude of protean career is described as an attitude which someone, who manages his own career and understands the meaning of the success gained is internal or psychologic success, not external and also responsible for individual career decision making. magdalena (2018) argued in it’s development that the relationship between protean career attitude and proactive work behavior is also affected by the employee’s passion for work. forest et al (2012) defined passion for work as a strong individual inclination for his beloved job and the assumption that the work is a very important part from himself which an individual can invest his large amount of time and energy into the work. according to briscoe et al (2006) and also the research of de vos and segers (2013) other factors also affected proactive work behavior nowadays, one of them was career self management. kossek et al (2006) defined career self management as a tendency of employees to international journal of human capital management, vol. 4 (1), june 2020 76 | p a g e collect information systematically and make problem solving planning and make decisions. based on the phenomenon that occus to millennial employees related to the attitude of protean career, career self management, and passion for work to proactive work behavior to become the research background of the researcher to conduct research. the description of research from those variables will provide benefits to the institution management to consider the preparation of a career system that is adjusted to the condition of employees in dki jakarta province. literature review millennial generation according to noe (2016) y generation or millennials who were born between 1980-1999. or at this time are in the age of 20-39 years old. according to the survey conducted by manpower group (“millenials careers: 2020 vision”, 2016), millennial generations will dominate one third of the workforce in the world in 2020. 35% of the workers in the world will be dominated by millennial generations, the same percentage by x generation, 24% of z generation and 6% of baby boomerss. or at this time are in the age of 20-39 years old. according to generation y changing with the times (2011), the characteristics attached to the millennial generation are very affected by the changing social and economic environment. those changes affect on the characteristics of millennial generation generally or in the work place, the characteristics that are so attached to millennial generations have different meaning about the success of a career, millennials defines success based on what they have learnt and the skills they have acquired, work life balance also becomes an important factor for millennials in a career. proactive work behavior tummers et al (2015) stated that the changes in the nature of work and organization occurred, causes the organization to be under pressure to adapt with changing circumstances. therefore, proactive work behavior is considered very important in a decentralized workplace this time, which the competition is greater and the pressure continues to grow to innovate. according to robbins (2009) who revealed that proactive work behavior was the employees who initiate to improve the situation or make new initiatives when other employees are passive in dealing with various situations that exist. proactive employees tend to be able to see opportunities, dare to act, and persevere so that success to achieve significant goals. according to parker et al (2006) there were two dimensions included in it like implementation of ideas and proactive problem solving, first career initiative, career initiative is defined as employees who have high initiative to improve his own career without waiting to be facilitated by the company they work for. besides that, career initiative also shows a number of strategies used by the employees who wants to advance their career goals. second, personal initiative, personal initiative refers to when the employees have problems or difficulties to achieve their career goals, the employees will be active and fast trying to overcome the problems. protean career attitude grimland et al, (2012) occurred a shift between career path model which previously traditional became protean career. current career paradigm is more dependent on the individuals who undergo. this type of career is usually called protean career. protean career attitude is more active and determined by own self compared to passive traditional career. volmer & spurk (2010) stated that the word protean was synonym from the word flexible, adaptive, and changeable. hall and mirvis (2014) argued that protean career was a formula or new orientation from career which the individual was more responsible and not the organization of the transformation of it is own career path. hall (2006:201) revealed that employees with protean career attitude had their own career choice. the need for self-fulfillment is an important part in his life, success criteria for himself is from within (psychological success), not criteria that are visible from the outside. in short, protean career is formed in an individual, not carried by the organization, and might be formed from time to time to fulfill individual needs. international journal of human capital management, vol. 4 (1), june 2020 77 | p a g e then, briscoe & hall (2006) does conceptualization to protean career by dividing into two dimensions. the first dimension are self directedness, self directed refer to the individual’s ability to be more adaptive, self directed, and also refer to how far the employees manage their own careers systematically, the employees play an independent role without other people or organization intervention in managing their attitude towards work in order to achieve the success they want in their careers. second, values driven is defined as the employee’s attitude which align decisions that will be taken by them for their career with their own values and objectives, the individuals prioritize their personal values and make them as the parameter of a career success. passion for work passion for work has an important role for employees, to facilitate or maintain the quality of work, because employees who have a passion tend to be interested in work based on their skills and desires. and can interact with leaders with a sense of comfort without fear and pressure. forest et al (2012) passion for work is interpreted as a strong tendency of individuals to work that is loved by them and the assumption that the work is a very important part of themselves where an individual can invest a large amount of time and energy he has into the work. meanwhile, according to hasibuan (2009) passion for work is the enthusiasm or enthusiasm of employees in completing their work properly and discipline in achieving optimal work performance. vallerand et al (2010) reveals the dualism model of passion for work that includes two dimensions, namely harmonious passion refers to an autonomous process which on its own volition completes work significantly without external factors such as pressure from the leadership, and others. second, obsessive passion is characterized by pressure from outsiders or coercion to increase recognition from the work environment. this emphasis on obsessive passion can control people, who then feel they have to pursue activities in order to maintain self-esteem. career self management according to kossek et al. in chiaburu, baker and pitariu (2006), career self management was defined as employee’s tendency to collect information systematically and make problem solving planning as well as make decisions. sturges et al (2002:733) revealed that career self management was done through information search about that person, networking activities, and receiving awards in order to success in his work. noe (in cline and kisamore, 2008) stated that there was a dimension place of self management, such as creating career opportunities was the employees explore unknown things in potential things and try to get new skills to add ability; self nomination is an employee’s effort to emphasize the result and performance to achieve his career goals. career support which the employees try to get support from various parties to reach a clear level in the career he wants; networking is developing network expansion with various forms of relationship for potential career changes. h1: there is a positive effect between protean career attitude and proactive work behavior; h2: there is a positive effect between protean career attitude and passion for work; h3: there is a positive effect between passion for work and proactive work behavior; h4: there is a positive effect between protean career attitude and career self management; h5: there is a positive effect between career self management and proactive work behavior; h6: passion for work mediates the effect between protean career attitude and proactive work behavior; h7: career self management mediates the effect between protean career attitude and proactive work behavior. international journal of human capital management, vol. 4 (1), june 2020 78 | p a g e research method the population of this research are government employees from millennial generations of dki jakarta province. which are based on regional personnel agency with the total of 14.504 employees. the sampling used in this research is purposive sampling, which is sampling method is based on the criteria predefined. the sample criteria used in this research are government employees with the year of birth between 1980-1999 in dki jakarta province, with functional position. in order to make the samples of this research able to represent the population, then the number of samples can be determined by using umar (2009 :78) formula as follows. n = information : n = total sample n = population size e = percentage of leeway for inaccuracy 5 % based on that sampling technique, the sample below is obtained : n = ( ) = 389 the method used in this research is quantitative method. the data collection is done by using questionnaires, the structured questionnaires are divided directly to the respondents to be filled. the data used later is processed by using structural equation model (sem). the data is processed with amos 22 software to test reliability, validity, structural model data estimation in testing hypothesis. this research is also conducted by sobel test, sobel test aims to know the effect of mediation variable which are passion for work and career self management. result and discussion the influence of protean career attitude on proactive work behavior protean career attitude has a significant positive effect on the proactive work behavior of millennial employees in dki jakarta province. this is shown by probability value of 0,000 (0%) which is under alpha of 5% (0,05). therefore, hypothesis h1 is proved in this analysis. the results of this study support previous research conducted by magdalena (2018), gulyani and bhatnagar (2017), baruch (2015), rahim (2015). international journal of human capital management, vol. 4 (1), june 2020 79 | p a g e the influence of protean career attitude on passion for work protean career attitude has a significant positive effect on passion for work of millennial employees in dki jakarta province. this is shown from it is significance of 0,002 which is under alpha of 5% (0,05). therefore, hypothesis h2 is proved in this analysis. this is in line with research conducted by ramadhan (2018), gulyani and bhatnagar (2017), issanti (2018) which proves that the protean career attitude influences passion for work. the influence of passion for work effect on proactive work behavior passion for work has a significant positive effect on proactive work behavior. this is shown from it’s significance value of 0,004 which is under alpha of 5% (0,05). therefore, hypothesis h3 is proved in this analysis. these results are in line with research conducted by ramadhan (2018), magdalena (2018), issanti (2018), gulyani and bhatnagar (2017) where passion for work influences proactive work behavior. the influence of protean career attitude on career self management protean career attitude has a significant positive effect on career self management. this is shown by probability value of 0,008 which is under alpha of 5% (0,05). therefore, hypothesis h4 is proved in this analysis. this result is in line with research conducted by ramadan (2018), soens and de vos (2008), chiaburu et al (2006) which states that the protean career attitude has a positive effect on career self management. the influence of career self management on proactive work behavior career self management has a significant positive effect on proactive work behavior. this is shown by probability value of 0,000 (0%) which is under alpha of 5% (0,05). therefore, hypothesis h5 is proved in this analysis. this result is supported by research conducted by chiaburu et al (2006), de vos and segers (2013) which states that career self management has a positive effect on proactive work behavior. the influence of protean career attitude on proactive work behavior from passion for work protean career attitude has a significant effect on proactive work behavior from passion for work. based on the test result with three methods such as sobel test, aroian test, and goodmen test, it shows that t statistic is greater than t value of table 1,960 so that it can be said that there is an effect of protean career attitude to proactive work behavior from passion for work. these results are in line with research conducted by ramadhan (2018), issanti (2018), gulyani and bhatnagar (2017). so it can be concluded that the protean career attitude influences proactive work behavior through passion for work. the influence of protean career attitude on proactive work behavior from career self management protean career attitude has a significant effect on proactive work behavior from career self management. based on the test result with three methods such as sobel test, aroian test, and goodmen test, it shows that t statistic is greater than t value of table 1,960 so that it can be said that there is an effect of protean career attitude on proactive work behavior from career self management. this result is in line with research conducted by ramadan (2019). so it can be concluded that career self management mediates the relationship between protean career attitudes and proactive work behavior. international journal of human capital management, vol. 4 (1), june 2020 80 | p a g e conclusion and recommendation conclusion from the results of this research, it can be concluded that 1) behavior in millennial employees of the dki jakarta provincial government, 2) protean career attitude has a positive and significant effect on passion for work for millennial employees of the dki jakarta provincial government, 3) passion for work has a positive and significant effect on proactive work behavior of millennial employees in the dki jakarta provincial government, 4) protean career attitude has a positive and significant effect on career self management on millennial employees of the dki jakarta provincial government, 5) career self management has a positive and significant effect on proactive work behavior in millennial employees of the dki jakarta provincial government, 6) protean career attitudes have a significant effect on proactive work behavior through passion for work for millennial employees of the dki jakarta provincial government, 7) protean career attitude has a significant effect on proactive work behavior through career self management in millennial employees of the dki jakarta provincial government. recommendation from the conclusions obtained then it can be known that there is an effect of protean career attitude, proactive work behavior, passion for work, career self management to the millennial employees of dki jakarta province, these efforts should be made in order to increase proactive work behavior: 1. operational for institutional interests a. institution needs to identify modern career perspectives, especially protean career attitude to millennial generations, so that the institution can provide appropriate career management. this will have an effect to the millennial generation employees’ proactive work behavior in a career. in this thing, it is important for the institution to give emphasis that career success or failure is personal responsibility, and increase the employees’ trust to be able to be proactive and dare to voice their ideas or opinions. b. institution needs to build employees’ awareness that the responsibility of a career success or failure is based on the employees themselves, this will increase independence of the employees’ career. c. company is expected to increase the employees’ spirit at work, by giving enough salary, provide adequate facilities, give reward as well as opportunities to be able to develop their career. d. company needs to support and facilitate the employees to get information needed as wide as possible in order to help them to develop their career. 2. academic based on the research result and discussion, then the researcher gives some advices as follows: a. in this research, proactive work behavior is only reviewed from protean career attitude, passion for work, career self management. for future researchers, it is advice to add some other variables so that it can be known that proactive work behavior is also affected by other factors which are not covered in this research, like human resource practices, work attachment. b. further researches should be able to use other research methods except questionnaires, like interview method, so that two way communication can be intertwined with the respondents. c. further researches are expected to be conducted in other places, like private companies, and for all generations of the workforce. international journal of human capital management, vol. 4 (1), june 2020 81 | p a g e references briscoe, j. p., hall, d. t., & frautschy demuth, r. l. (2006). protean and boundaryless careers: an empirical exploration. journal of vocational behavior, 69(1), 30–47. https://doi.org/10.1016/j.jvb.2005.09.003 chiaburu, d. s., baker, v. l., & pitariu, a. h. (2006). beyond being proactive: what (else) matters for career self‐management behaviors? career development international, 11(7), 619–632. crant, j. m. (2000). proactive behavior in organizations. journal of management, 26(3),435-462. educated limited. kossek, e. e. (1998). career self-management: a quasi-experimental assessment of the effects of a training intervention. personal psychology, 51, 935–962 forest, jacques., lavigne, genevieve., crevier-braud, laurence. (2012). passionat work and burnout: a two-study test of the mediating role of flow experiences. european journal of work and organizational psychology. 21:4, 518-546 grimland, s., vigoda-gadot, e., & baruch, y. (2012). career attitudes and success of managers: the impact of chance event, protean, and traditional careers. the international journal of human resource management, 23(6), 1074-1094 gulyani, g., & bhatnagar, j. (2017). mediator analysis of passion for work in indian millennials. career development international, 22(1), 50–69 lynch, a. j. (2008). roi on generation y employees. bottom line conversations, 28 maden, c. 2015. linking high involvement human resources practices to employee proactivity.personal review, 44 (5),720 – 738. magdalena, s. l. (2018). pengaruh protean career attitude terhadap proactive work behavior dengan mediasi passion for work pada generasi milenials di dki jakarta. prosiding working papers series in management, 10(2). parker, s. k., & collins, c. g. (2010). taking stock: integrating and differentiating multiple proactive behaviors. journal of management, 36(3), 633–662. robbins, stephen p. & timothy a. judge. 2009.organizational behavior. 13 threeedition, usa: pearson international edition, prentice-hall. soens, n., & de vos, a. (2008). protean attitude and career success: the mediating role of selfmanagement. journal of vocational behavior, 73(3), 449–456. sturges, j., guest, d., conway, n., & mackenzie d. k. (2002). a longitudinal study of the relationship between career management and organizational commitment among graduates in the first ten years at work. journal of organizational behavior, 23(6), 731-748. twenge, j. m., ciarocco, n. j., baumeister, r. f., & bartels, j. m. (2007). social exclusion decrease prosocial behavior. journal of personality and social psychology 2007, vol. 92, no. 1, 56–66.the american psychological association. vallerand, r. j., paquet, y., philippe, f. l., & charest, j. (2010). on the role of passion burnout: a process model. journal of personality, 78(1), 289–312. volmer, j., & spurk, d. (2011). protean and boundaryless career attitudes: relationships with subjective and objective career success. zeitschrift für arbeitsmarktforschung, 43(3), 207-218. vos, a., clippeleer, i., & dewilde, t. (2009). proactive career behaviours and career success during the early career. journal of occupational and organizational psychology, 82(4), 761-777. https://news.gallup.com/opinion/chairman/191426/millennials-live-work.aspx, diakses pada 20 juni 2019. international journal of human capital management, vol. 3 (2), december 2019 international journal of human capital management, vol. 3 (2), december 2019 27 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 3, no.2, december 2019, p 2741 human resource architecture transformation case study in construction company wikumurti state university of jakarta email: wikumurti_im12s3@mahasiswa.unj.ac.id muchlis r. luddin state university of jakarta email: muchlisrluddin@unj.ac.id thomas suyatno state university of jakarta email: thomassuyatno@unj.ac.id abstract this study focuses on the transformation of the architecture of human resource construction services companies into toll road development companies, to get the right model in the implementation of the human resources system towards employee engagement and satisfaction which is reflected in the improvement of company performance. the study used a qualitative approach through case studies in construction service companies with data collection methods using observation, interviews, document observation and surveys of company employees by questionnaire. the research informant is human resources construction services company division. the results of the case study show that the implementation of a human resource system in a company that is transformed from a construction services company to a toll road development company includes establishing the company's vision and mission from a construction company to a toll road developer, changing company organizations from a construction services business organization to a road development organization toll road, employee recruitment system, employee development and training, career management, reward system and termination / retirement system have been well applied in the process of transformation from construction service companies to toll road development companies. this has an effect on increasing the value of employee engagement and satisfaction and is reflected in the improvement of the company's performance over the past 4 years from 2015 to 2018. keywords: transformation, human resources systems, employee engagement and satisfaction, performance company. received: 1 august 2019 ; accepted: 9 september 2019 ; publish; december 2019. how to cite: wikumurti., luddin, m.r, & suyatno, t. (2019). human resource architecture transformation case study in construction company. international journal of human capital management, 3 (2), 27-41. https://doi.org/10.21009/ijhcm.03.02.04 international journal of human capital management, vol. 3 (2), december 2019 28 | p a g e introduction transformation of human resource architecture at construction company is a transformation process carried out due to changes in the company's business from the construction services business to the toll road developer business, where companies get assignments from the government to build and operate the trans sumatra toll road. this case study research transformation of human resource architecture at company aims to find a transformation model that can be used as an example in changing the company's business, especially in the construction industry. this case study is a research on the process of business transformation from a construction service company to a toll road developer company that is focused on transforming human resources architecture. the right company human resources can increase employee value added and professionalism-based employee work spirit that is measured in competency-based performance assessment so that it can improve company performance. the company must carry out a transformation in order to achieve the expected target of succeeding as a construction industry company with the main task of completing the task of the government in completing the sumatra toll road, so the main factor that is crucial in this transformation is the human resource factor. based on previous research, it is important to consider who will be involved in the transformation of the hr field and how the process must be carried out and what targets to achieve must be answered in the formulation of appropriate problems. the novelty of this case study research is to get the right model in the transformation of human resources from the construction services business into toll road developers in terms of implementing human resource management systems starting from the establishment of company vision and mission, establishment of company organizations, recruitment, development and training, career management, reward system and termination / retirement program to the level of attachment and employee satisfaction reflected in the improvement of company performance. different from general transformation where organizational transformation tends to make organizational reforms to do efficiency and downsizing so that employees will get high resistance in this case study, corporate transformation is a business change from a special business of construction services to a toll road developer with a broader scope of business so that the transformation carried out will actually expand the opportunity employee to enter the broader business world with a choice of more competent fields, so that the application of appropriate socialization and involving employees in the transformation process can provide positive values that can increase motivation, attachment to the company and employee satisfaction, so as to improve company performance better. literature review basic research related to architecture human resources have been carried out by several experts. these studies will be a consideration and guideline for researchers in formulating thinking concepts and research hypotheses. relevant research related to architecture human resources are research conducted by becker, huselid and ulrich (2001). mention that dynamic organizations are basically always undergoing change and must be able to face these challenges stemming from external and internal organizational factors as happened in construction company getting an assignment from the government to transform business from a construction service company into a development company. thus it can be said that motivation is basically a mental condition that encourages an action (action or activity) and provides strength that leads to achieving needs, giving satisfaction or reducing imbalances. campell, j.p. et.al., (1970: 346) stated that "motivation is related to: 1) the influence of behavior. 2) strength of reaction (meaning work effort), after an employee has decided the direction of actions. 3) persistence of behavior, or how long the person concerned continues to carry out behavior in a certain way ". of the two types of motivation theory is known as the concept of hygiene, which the scope is: international journal of human capital management, vol. 3 (2), december 2019 29 | p a g e 1) fill in the job directly related to the nature of the work that is owned by the workforce where the contents include: achievement, work effort where the employee as a long-term asset to produce positive things in his work, recognition, responsibility, work itself, and development of individual potential. 2) hygiene factors a motivation can be realized from several things such as: salary or wages, working environment conditions, company administrative policies, work relations between personal, quality of supervision. in this theory work planning for employees must show a balance between the two factors. (robbins, stephen p. dan coulter, 2010) in the two-factor theory frederick herzberg conveyed intrinsic factors related to job satisfaction, while extrinsic factors related to job dissatisfaction. in this case herzberg wanted to know the conditions when employees felt very comfortable (satisfied) / uncomfortable (not satisfied) with his job. according to herzberg the data shows the opposite of satisfaction is not dissatisfaction, but eliminating characteristics that do not satisfy a job does not necessarily make the job more satisfying or motivating according to stephen robbins p's book (2001: 170) based on hezberg, policy factors, company administration, and salary according to the work will reassure and satisfy employees. from the results of herzberg's research three important things to motivate employees are: the driving aspects of the employee, namely the challenges of the work which include achievement, sense of responsibility, self-improvement, being able to enjoy work as an employee in the company and recognition of its existence. a. disappointing aspects of company employees are only factors that are complementary to employees such as work regulations, rest, lighting, work space and so on. b. company employees are disappointed if their opportunities for achievement are limited. employee engagement and employee satisfaction are the main factors in achieving a better company performance. for, career management for employees that can provide challenges for employees in achievement, awards given to employees, benefits obtained at termination or retirement for employees. methodology this study uses a qualitative approach in the form of case studies of human resource architecture at construction company where the study material will be compared between the handling of the human resources architecture system at construction company in meeting employee engagement and satisfaction with the performance produced by the company within a few years. in accordance with design and research methods case study from robert k. yin robert k. yin. case study research. design and methods. fifth edition. applied social research method series volume 5. sage publications. california, 2009. the method and procedure of this study is through the following process: figure 1. research process: (source: robert k. yin, 2009) international journal of human capital management, vol. 3 (2), december 2019 30 | p a g e for the case study research process through the process above in the following order: a. planning phase: sase study methods according to predetermined topics, namely topics: transformation of human resource architecture at construction company. b. design stage: 1) determine the unit of analysis and possible cases to be studied. in this case the unit is defined as the division of human resources at construction company. 2) develop theories and problems that underlie anticipated studies. the theory used is in accordance with the literature review in chapter ii above with the underlying problem is how the process of transformation of human resources is carried out in construction company. 3) identifying case study designs, in this study the case study design was single carried out in the construction industry company construction company. 4) establish procedures to maintain the quality of case studies. the implementation procedure below is a survey result from the implementation of the transformation from 2014 to 2018. c. preparation stages: 1) developing skills as a case study researcher, in this stage the researcher explores the various literature and input from the supervisor or from other resource persons regarding the intended case study. 2) train for certain case studies, researchers focus on case studies in the company construction company. 3) develop a case study protocol in the construction company environment. 4) conducting pilot cases as a comparison from literature or examples in other companies. d. stages of data collection. 1) following the existing case study protocol. 2) using various sources of evidence from the company construction company especially from the human resources division. 3) create a case study database. e. stages of data analysis. 1) relying on other theoretical propositions and strategies. 2) consider analytic techniques in analyzing data obtained through interviews, surveys or observations. 3) using quantitative or qualitative data or both. f. stages of sharing (sharing). 1) defining the audience. 2) arrange textual and visual. 3) showing sufficient evidence for the reader to reach his own conclusions. 4) review and rewrite it until it has finished well in the form of the results of the dissertation research. based on the case study research process mentioned above in conducting this research, observations were carried out in 4 years, starting from the stipulation of a business change policy because the government's determination to construction company became a toll road development company from a previous business in construction services. as well as fulfilling the process of implementing architectural transformation of the company's human resources starting from the determination of the company's vision and mission, company organization, recruitment, development and training, career paths, employee awards and termination / retirement. which is the sub focus that is researched and surveyed is associated with the level of attachment and satisfaction of employees and by using the results of the company's performance in 4 years, namely 2015 to 2018 as an indicator of the success of the intended transformation. the research method used is a qualitative method with data collection techniques through interviews with implementing authority in the field of human resources in this case is international journal of human capital management, vol. 3 (2), december 2019 31 | p a g e the team of human resources division of construction company, observation of company data, supported by surveys to employees in the form of attachment surveys employees and employee satisfaction surveys in 4 years, namely 2015 to 2018. to enrich the data needed to support the completion of the intended dissertation research. to complete the required data, the results of the company's performance are also displayed supported by the existing human resources architecture. based on the results of the data obtained from the input of interviews with the human resources division team and several employees as well as the survey results for employees coupled with comparison of company performance obtained in 4 years, namely 2015 to 2018 conclusions and recommendations can be taken as the closing of this dissertation. the procedure used in the study is in the form of research steps in accordance with the research design that has been set out above with a drafting sequence that can be summarized concisely starting from the implementation study, qualitative transformation process and survey carried out to benchmarking the results of company performance, discussion of results the research will be obtained by conclusions and suggestions as shown in the following chart: figure 2. procedure for research case studies of architectural human resources construction company data analysis is a combination of the results of observations, interviews and questionnaires to employees where research findings are obtained which results are compared with company performance, so that it can be analyzed for conclusions and recommendations needed result and discussion the recapitulation of the results of the employee engagement survey and dance employee satisfaction from 2015 to 2018 provides an overview of the improvement that signifies the success of the transformation of human resources in construction company as follows: a. the value of employee engagement and satisfaction based on a questionnaire towards the employees of construction company. table 1. results of the employee engagement survey 2015 to 2018 engagement survey 2015 2016 2017 2018 e1 i know what to expect from the work i do at work 81 91 92 96 e2 i have equipment and work equipment that supports my work 59 80 81 84 international journal of human capital management, vol. 3 (2), december 2019 32 | p a g e e3 at work, i have the opportunity to create and do the best bias 65 82 81 87 e4 in the past 5 years, i have received appreciation for the work performance that i have done 26 59 58 63 e5 my boss cares and cares for me as his subordinate well 52 72 75 83 e6 the company provides systematic training that supports my development 31 57 53 77 e7 at work, my advice and thoughts are well accommodated 51 69 76 85 e8 my daily work is very closely related to achieving company goals 78 85 87 94 score value per year (%) 55.4 74 75.4 83.6 table. 2. results of the employee satisfaction survey 2015 to 2018 satisfaction survey 2015 2016 2017 2018 s1 i am satisfied with my involvement in making decisions that affect work 60 76 84 91 s2 work is a reflection of personal achievement 77 85 86 91 s3 my boss gave clear instructions and instructions 62 74 81 86 s4 my boss shows commitment to quality 65 78 86 90 s5 my working group has good cooperation 76 85 86 91 s6 i have the tools and resources to do my job well 59 76 80 85 s7 my work uses a lot of my skills and abilities 75 88 89 94 s8 i am satisfied with the career opportunities that exist in this company 46 72 68 76 s9 the company has provided training that meets the needs of employees 29 65 63 71 s10 the company has provided training to meet the needs of internal employees 31 57 53 66 score value per year (%) 58 76 77.6 84.1 b. company performance in human resource transformation in the 4 years of transformation of human resources from 2015 to 2018, base on hutama karya (persero) data, the company improved performance. this is indicated by the income and net profit (eat) of construction company which tends to increase from 2015 to 2018 likes shown below: international journal of human capital management, vol. 3 (2), december 2019 33 | p a g e figure 3 . performance company from 2015 to 2018 c. discussion of research findings in a transformation case study: human resources transformation process in each sub focus was successfully carried out as indicated by increased employee engagement and satisfaction and in line with the increase in company performance in the last 4 years. based on the results of the above performance, there are several things that can be analyzed related to the transformation model carried out in construction company, namely the transformation of human resources from construction services companies into toll road development companies that can be used as models in human resource management, especially companies who will carry out the transformation in the human resource field as follows: 1. establishment of a new company vision and mission determining the vision and mission of a transformed company becomes very important because the company must be able to set the right goals and directions and be easily understood by all employees, in this case it is necessary to disseminate and involve employees involved in the union of employees in establishing the vision and mission new, so that employees who are members of the company's employees feel involved and feel ownership of the vision and mission. in establishing its vision and mission, construction company has socialized and received input from employees to establish the company's vision and mission. and in the context of transformational change, competition has been contested by the company's song lyrics in a company environment with a more enthusiastic tone besides physically overhauling the company's building that is over 40 years old so that it reflects change and solidity with updates and renovations that provide better facilities for employees. 2. development of company organizations in the development of company organizations use the services of consultants who are experts in the field of organizational development and involve input from employees, especially at managerial level to participate in providing input on new organizational forms. the business change from the construction services company to the toll road development company and holding subsidiary certainly requires a new organization that can be a tool to achieve the company's vision and mission with a clear division of labor in each part of its organization, with clear synergies between parts of the organization. for this purpose the organization is formed in a clear division of tasks where parts as a business unit and other parts as supporting the division of construction services, toll roads and subsidiaries such as the table above in sub b (research findings) so that the organization can run well according with the company's vision and mission set jointly between management and employees. 6,478 8,533 18,091 26,748 251 306 1,071 2,276 5,000 10,000 15,000 20,000 25,000 30,000 2015 2016 2017 2018 performance of construction company from 2015 to 2018 revenue (billion rp) net profit (eat) (billion rp) international journal of human capital management, vol. 3 (2), december 2019 34 | p a g e 3. recruitment the stages of recruitment begin with planning the needs of employees in each work unit, both high urgency needs and long-term needs both from the amount needed and the expected competencies. for cadre employee positions or certain position positions in supporting or business unit units. the recruitment at construction company is carried out in different stages, namely: a. employee recruitment for trainee management, namely fresh graduate recruitment and recruitment of experienced special experts. in recruiting employees the company cooperates with universities throughout indonesia and makes job fair. especially the outstanding students of the company invited a special line of official ties. b. official recruitment, is carried out by determining the employee talent pool needed to pass the assessment conducted by a team of expert consultants. with this concept, the company conducts training on the shortcomings of certain fields of competence possessed by each employee at the managerial level. based on the recruitment method, the company has placed the right person in the right position and of course with the talent pool employees will be in the field of interest so that employees can have higher motivation and enthusiasm in working and achieving. 4. development and training the success of the company in the transformation of human resources can not be separated from the management of development and training for employees. employee development and training starts from when employees are accepted at construction company to employees at the top management level. in the on job training company employees are placed in positions in the business unit and rotational jobs are carried out to gain an understanding of the company and are monitored to present the field of work carried out in the business unit and the innovations that have been carried out. this of course provides a very good space for new employees to be able to open their creativity and innovation welldeveloped. after a year on the job training, the appointment of employees must go through military education to train mentally and discipline, which is done at the indonesian military academy in bogor, this provides mental resilience for new employees so that they have more fighting power in carrying out field assignments, and provide korsa soul and cohesiveness in forming the future team building as "the winning team". for the managerial level, the company provides skills training and special expertise and certification as needed in the talent pool planning and unit and supporting business needs in the company. expertise certification starts at the level of young experts, intermediate experts and key experts according to certain fields such as roads and bridges, smk3l (health and safety management system), investment, building construction, and others. with this training and certification education, employees will be more enthusiastic in their fields of interest and of course they will contribute positively according to the fields they are pursuing in accordance with their competency path, which can provide positive values at the level of attachment and employee satisfaction. 5. career management career management at construction company that is tailored to the company's organization by providing rotational job space for employees can provide increased competency that is good for their skills and expertise both at the staff and managerial level. leveling in the grades given by considering performance award factors provides an opportunity for employees to step up their career paths faster. this achievement award of course can motivate employees to work harder to give their best contribution to the company. from the results of the employee satisfaction survey there appears to be an increase from year to year regarding employee satisfaction related to the development of his career. this of course is one of the keys to the company's success in carrying out the transformation of human resources. 6. award system international journal of human capital management, vol. 3 (2), december 2019 35 | p a g e construction company has established awards and penalties in a guidebook that can be understood by all employees and management. in its implementation it has been carried out with full commitment, where every mistake made must be punished and sanctioned in accordance with the level of error and an internal siding involving the internal control unit. in the implementation in 2015 there were several employees and managerial level levels, namely the head of the project or the business leader of the unit who was removed from his position and some were even expelled for committing procedural violations and serious mistakes that harmed the company. on the other hand the company gives awards to employees who have good achievements and can make a positive contribution to the company, both in the form of bonuses and promotions and positions or in the form of study scholarships abroad or domestically. the company also develops leadership system training where the work unit leaders can assess each employee in his work unit and can appreciate every creative value or value given by each employee in his work unit. this of course contributes positively to the attachment of employees so that the survey shows improvements from year to year. 7. termination or retirement program the management of the pension program at construction company is carried out by dapen hk (hk pension fund). in early 2014 the employee pension value was relatively small compared to the pension value in other similar soes. however, with the company's commitment in the next 3 years, improvements have been made so that in 2018 the value of employee pensions can be in line with other similar soes. besides the value of retirement, the company also provides special training at the staffing level of employees in the form of entrepreneurial training in the period before retirement. so that retired employees can be entrepreneurial both in the form of household businesses and in msme groups. with the hope that the pension funds submitted can be managed properly by each employee who enters full-time service. with the right termination or retirement program, of course, it will provide its own value for employees for their old days that can increase the value of employee engagement and satisfaction so they can better serve the company during their active period. based on the discussion above, it can be seen that there is a correlation between the management of human resource architecture transformation in construction company in the company which includes 7 sub-focus mentioned above with the results of the survey of attachments and employee satisfaction on the results of company performance. the human resource transformation model carried out by construction company can of course be an example for similar companies in making a change. indeed, related to the business change from a construction service company to a toll road development company and holding a subsidiary in an soe environment, the first thing happened and became quite special. incorrect management and management development will certainly have fatal consequences for the company's business continuity. the best human capital for construction company award obtained by the human capital division of construction company at the 2019 indonesia human capital award event organized by economic review magazine in collaboration with perbanas institute, ipmi international business school, nbo group, thomas international, indonesia the asia institute and the ideku group are demonstrating the company's success in managing the transformation of human resources. comparing with previous research related to organizational and human resource management transformation according to what was written by licen indahwati darsono, teaching staff of the faculty of economics, widya mandala catholic university surabaya in the journal of management & entrepreneurship vol 4, no. 2, september 2002: 77-90. with the title "organizational transformation and human resource management: obstacles and implications for recruitment and selection." with keywords: transformation, resistance, organizational culture. there are two points that need to be discussed as a comparison with current research, in the study as follows: a. it is stated in the abstract of the paper that transformation must be comprehensive, and this can lead to resistance from members of the organization that hamper these changes. international journal of human capital management, vol. 3 (2), december 2019 36 | p a g e resistance can cause the change to be canceled, therefore the organization must find a way to reduce these obstacles. b. the causes of resistance to organizational transformation are two factors, namely the culture brought in by employees in the organization, and the absence of efforts to build organizational culture that can support the process of change. the two points mentioned above are indeed related to organizational transformation. this is what needs to be discussed distinguishing from current research, namely: 1) in the previous research, it was stated that the main purpose of transformation is to change the organizational structure to be more flexible and able to compete, with a small structural level, and a smaller number of managers and employees who will certainly get high resistance from employees. while in our current study the transformation of existing human resources which is a business change from construction services to toll road developer and subsidiary holding actually provides greater opportunities for employees to pursue better career paths with the necessary multi competencies that can motivate employees to further develop themselves in internal competition. the career path that was only about construction services can develop more widely in subsidiaries or in the development of toll roads and other investment sectors in the construction industry. 2) employee cultural factors that are often considered as obstacles because of wrong handling can be anticipated by socializing understanding to employees and no less important is involving employees who are members of company employees in each transformation activity so that employees get positive euphoria towards the transformation in question. employee involvement in setting the company's vision and mission, the form of a new organization up to the direction of the welfare policy that they will get or the value obtained by employees at retirement will of course be very attractive to employees who will reduce existing resistance. of course this cannot be separated from the certainty of the development of the business itself. in a business if a company from a single business develops into a multi-business course it will bring a wider sales impact with a better prospect of the organization and career path so that it can be used to channel talent pool from company employees. with a work atmosphere that is in line with the area of interest, of course employees will be more motivated and passionate about working better with ownership of a better future. the company's expansion with greater profit opportunities will of course increase employee payroll. this multi-area perspective is precisely used as a starting point for transformation, so the word transformation is not a frightening thing for employees but instead becomes a new hope that is better than a single business company to be multi-business. jaya employees are prosperous, a good motto in achieving the target of successful transformation. conclusion based on the results of the research and discussion in this dissertation, several things can be concluded as follows: based on government policy regulated in pp no. 100 of 2014 in which construction company received an assignment from the government to develop toll roads in sumatra, which meant that the company had to transform its business from a construction services company into a toll road development company and a subsidiary holding company. the company has carried out transformation steps by implementing changes starting from the vision and mission of the company, organization, to the transformation of its human resources. from the case study research it was found that the transformation of the human resource architecture carried out by construction company showed positive results in accordance with the indicators of increasing value of employee engagement and employee satisfaction surveys, as well as the results of the company's performance in the last 4 years 2015 to 2018 increased significantly. the success of the transformation of the architecture of human resources at construction company is inseparable from the process carried out which involved all elements in the company's organization, especially involving employees and their international journal of human capital management, vol. 3 (2), december 2019 37 | p a g e representatives in the employee union of construction company. obstacles and resistance can be managed properly so that they can provide positive value for both the company and all employees. with case study research at construction company regarding transformation human resource architecture can be recommended as follows: 1. this case study can provide an example of the pattern of transformation of companies undergoing business changes from construction services companies to toll road development companies, from specialized businesses to broader multi-business. 2. obstacles and resistance changes from employees must be managed properly in this case the process of socialization and explanation of understanding of employees is something that must be implemented well and involves all elements of the organization including employees and union representatives of company employees in making decisions related to the transformation that must be done carried out in order to arouse ownership and motivation of employees to actively participate in transformation. 3. transformation must be planned well based on defining together the objectives of the company and employees as stated in the company's vision and mission, and then from the vision and mission described in the form of company organization and management of the organization especially how to fill the organization's personnel through the employee talent pool and assessment that will put the right person in the right position. 4. the success of the transformation must be monitored against the attachment of employees and employee satisfaction in the process of implementing the transformation itself and improving company performance can be an indicator of the success of the transformation towards the improvement and improvement of the company's business. so that the welfare of employees will automatically increase well along with the growth of the company. 5. the success of the company is the success of employees with the company's motto of prosperous employees. 6. construction company as the future bumn will become the leader of the construction holding in charge of several other bumns namely pt jasa marga tbk, pt waskita karya tbk, pt adhi karya tbk, pt indra karya (persero) and pt yodya karya (persero) must first refine the organizational system and transform human resources. so that construction company can become a role model for bumn infrastructure. the steps taken by the company are very positive and can be continued with the improvement of existing programs to become more perfect, especially increasing the competency of all employees to be able to compete at a better level of competency when the merger in the infrastructure holding company is implemented. 7. the ongoing transformation of human resources can be continued by placing the best cadres as agents of change that can transmit and bring positive influence to other employees so that they can further improve the transformation process until the achievement of state-owned holding infrastructure. 8. the award received by divisi human capital as the "best human capital construction company" in the indonesia human capital award-v-2019 is a testament to the success of the company's transformation that must be maintained and enhanced in the future. 9. companies must always involve all elements of the company, especially employees and their representatives in the union of employees in taking strategic policies related to human resources so that employees always feel involved and become part of every decision making so that they avoid the resistance of the transformation program implemented. the transformation model of human resource architecture as a result of this case study research can be illustrated in the following chart: international journal of human capital management, vol. 3 (2), december 2019 38 | p a g e figure 4. image relationship of company performance achievement with the transformation process. with this case study research, hopefully the results of this study can provide benefits for academics, construction industry business professionals generally and in the environment of construction company in particular. involvement active management transformation process includes changes & improvements 1. setting a new vision & mission 2. organizational development 3. recruitment system 4. development & training 5. improved career management 6. reward system 7. termination / pension program business services construction the developer highway trend of increased employee engagement & satisfaction trend of increasing company performance questionnaire annual survey repair 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(applied social research method. 4th edn. united kingdom: sage inc. international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 2 (2), december 2018 30 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 2, no.2, december 2018, p 30-44 the effect of interpersonal communication, self-engagement and organizational commitment toward the employee performance abdul ghofar state university of jakarta email: abdghofar_im07s3@mahasiswa.unj.ac.id muchlis r. luddin state university of jakarta email: rantoni.luddin@unj.ac.id ma’ruf akbar state university of jakarta email: maruf.akbar@unj.ac.id abstract the objective of this reseach was to understand comprehensively the effect of interpersonal communication, self-engagement and organizational commitment toward the employee performance. it was a quantitative research with survey method in the communication and information ministery in jakarta 2016. the data were colected through observation. the data analysis and interpretasion indicates that (1) there is positive direct effect of interpersonal communication toward the employee performance; (2) there is positive direct effect of self-engagement toward the employee performance; (3) there is positive direct effect of organizational commitment toward the employee performance; (4) there is positive direct effect of interpersonal communication toward the employee organizational commitment; (5) there is positive direct effect of self-engagement toward the employee organizational commitment; (6) there is positive direct effect of interpersonal communication toward the employee selfengagement. referring to these findings, researcher can conclude that employee performance is positively influenced by interpersonal communication, self engagement, and organizational commitment. therefore to maintain employee performance, organization must be open in communication, develop up-greading, refreshing dan capasity building, involved in organization, and trust leaders. the findings lead to the recomendation to practice effectively employee performance, organizational commitment and self-engagement, with interpersonal communication. interpersonal communication practice by (1) communication opens, (2) empaty, (3) supporting, (4) positif thingking and (5) equality. keywords: the effect, employee performance, organizational commitment, selfengagement, and interpersonal communication introduction information and communication technology (ict) is now a part of the needs of human life. ict part of the improvement of human resource capabilities in management systems and governance systems. quality of human resources, one of the indicators is the mastery of information technology systems. management human paradigm in addition to the mailto:abdghofar_im07s3@mahasiswa.unj.ac.id mailto:rantoni.luddin@unj.ac.id mailto:maruf.akbar@unj.ac.id international journal of human capital management, vol. 2 (2), december 2018 31 | p a g e mastery in accordance with the field of work directed, also the field of communication and informatics. the ministry of communications and information technology innovated by involving existing and in accordance with the motto "information society", the ministry of communications and information develops it into a strategic plan by establishing a vision, "the realization of a prosperous information society through effective and efficient communication and informatics in using the unitary state of the republic of indonesia. to achieve these objectives, the ministry of communications and information technology establishes ten missions and one is to improve the capacity of human resources in the field of communication and information in order to increase literacy and professionalism. in the ministry of communication and informatics year 2015-2019 compiled by referring to the national long-term development plan year 2005-2025 and the national medium term development plan 2015-2019, which is the elaboration of vision, mission and agenda for development direction in the field of communication and information in the future, preferably that can help achieve food sovereignty, energy security, infrastructure development, management of resources and marine, acceleration of border development, and improvement of tourism and industry sectors, the primacy of human resources and the ability of science and technology. on the other hand, the implementation of performance accountability at the communication and information commission to improve the capacity and accountability of system performance encompassing the system surrounding the apparatus. within the ministry of communications and informatics, this becomes more important given the good liabilities that are internal and national in the framework and work, and allow it to run well. based on the above, then if high employee performance will have an impact on high organizational performance. to achieve individual performance with variables. variables that affect the performance is interpersonal employees. interpersonal communication is inherent in man as a social being. with interpersonal communication, people get information and unite vision, perception, thoughts, views, insights and interests with the other person. thus interpersonal communication is becoming very important in improving employee performance. the problem of the weakness of communication is often a problem caused by people, where as communication is very easy in theory and practice, but for some people to be difficult to apply, the essence of communication is the mutual understanding of communicators to communicant. in addition to interpersonal communication, a very important factor to improve performance is the factor of organizational commitment. commitment psychologically inherent in personal employees, he incarnated in the form of character, principles, values and attitudes, habits and behavior employees. high and low employee commitment to the bright task will affect performance. thereby including commitment to responsibilities, as well as employees relating to the role and function or role. this commitment, can be directed by a variable to provide trust to subordinates. commitment is part of a personal matter that an employee must perform in order to properly perform tasks, functions, roles and powers to produce performance in line with expectations. organizational commitment is also the personal factor of employees in their leadership towards the organization. in other words, the commitment of partisanship, personal employees to the interests of the organization of the interests of the organization. bakker, schaufeli and taris (2005: 230) say that engagement work is a responsible aspect, full of work and characterized by three main dimensions, spirit, and absorption. selfinvolvement by doing someone to improve on the job. international journal of human capital management, vol. 2 (2), december 2018 32 | p a g e factors that affect self-engagement; (1) source of work (job resources); (2) personal resources. source of work (work resources); work done either physically, socially, organization as a medium to achieve goals. personal resources with joy, fun, comfort, tranquility and optimism that can be used to manipulate, control and affect the environment according to will and ability. personal resources that affect job engagement, because personal resources are factors that affect and encourage the environment according to their will and abilities. gareth r. jones (1994: 450) describes someone who already has self-determination, then training those people will have a high attachment to his work. each dimension of selfdetermination that is autonomy, competence and interconnection can be directly related to work involvement. if a work environment that is formed full of fear will lead to frustration of its longlasting settlement, then what can happen is the level of absence of employees will be high, which benefits between work units, even in the end that is for the task of the office and move to another job, different employees, engage, participate, work, work, unite to work, help, become more concerned about effective organizational functions, more loyal and dedicated in doing the work, and make the behaviors it has in doing the job tasks. the regulation issued by the government for that purpose is the regulation of the minister of administrative reforms number per / 09 / m.pan / 5/2007 on guidelines for the establishment of performance of major indicators in the environment of government agencies. in relation to government responsibility is about the level of achievement of the goals or objectives of the work as the elaboration of the vision, mission and strategic plan which is the level of success and failure of activities in accordance with the established programs and policies. another thing that is responsible government in improving the professional performance of its apparatus is education and training employees, enforcement of civil servants discipline and remuneration system in work environment of government institution. training can be in the form of pre-service training or training positions of leadership training, functional training and technical training. the government has a belief that improvements in government performance can be realized in every government agency enforce it. many who are inappropriate for their country's citizenship status are difficult to coach and directed. employees are reluctant to use work time to do other things outside of their work, as well as the fat of employee morale in order to achieve work in accordance with predetermined rules, which have a negative impact on the community that asks employees, such as the task of serving the community. competence-based human resources, required to continue to grow and have the ability to standardize, to answer global challenges, human resource management is required to always perform up-greading, job training and refreshing, so that personal skills and human resources can also be adjusted. human resources within an institution are always tailored to the institutional needs, resulting in increased productivity at all times. institutions that perform educational and functional training services. performance has an important role to measure the productivity of the institution. strategies to improve human resource management. therefore there is no answer to mention. the role of human resource management alone will be compromised on employee performance, as resources are a very important resource. employee performance assessment is the key to increasing organizational productivity. a productive organization is an organization that constantly fosters, develops, and creates, evaluates personal and organizational performance on an ongoing basis. referring to the background above, it is very important to conduct research related to employee performance in the employee environment and it will be one of the first research at the center for employee education and training (pusdiklat) of the ministry of communication and information of the republic of indonesia. international journal of human capital management, vol. 2 (2), december 2018 33 | p a g e performance in this study refers to the level of attainment of tasks that have been mandated, assigned to the person, in accordance with the task, function and authority. thus using personal numbers in the project it carries. to achieve these things, then the object of research used is self-engagement, where an agency or institution needs to run well in different environments. with their employees where they turn back. based on the above description, the researcher is interested to conduct this research with the title: influence of interpersonal communication, organizational commitment, and self-engagement to employee performance center of education and training employees of the ministry of communication and informatics republic of indonesia. literature review 1. employee performance performance is generally defined as a person's success in performing a job. however, some experts provide different understandings related to performance. according wibowo (2012: 7) "performance comes from the word performance, so the performance is defined as the work or work achievement". gibson, ivancevich, donelly, and konopaske (2012: 375) argue that "job performance is the outcomes of jobs that relate to the purposes of the organization of such quality, efficiency, and other criteria of effectiveness". performance is the result of work related to organizational goals such as service quality, efficiency, and other effectiveness criteria. therefore, quality, quantity, timeliness, cost effectiveness, monitoring needs, interpersonal influences, service, and value can serve as a benchmark for achieving effective performance. likewise, lioyd (2011: 214) said that "job performance is the net effect of an employee's effort as modified by abilities and role (or task) perception". performance is a net effect of modified employee effort based on perceptions of ability and role (task). performance is defined as a record of the results produced on a particular job function or activity over a period of time (work effectiveness), so performance is how to do the work and the results achieved from the work so closely related to what is done and how to do it in a certain time . according to ivancevich, konopaske, and matteson (2008: 170) performance is "the desired results of behavior". performance is the expected result of behavior. thus, as a result of behavior, performance can be a function of the capacity to conduct relating to the degree of processual relationships within the relevant individual between tasks with skills, abilities, knowledge and experience, the ability to perform relating to the availability of equipment and technology, and the willingness to perform something related to desire and willingness to use effort to achieve performance. ivancevich (2008: 170) also added that "job performance may be viewed as a function of capacity to perform, the opportunity to perform, and the willingness to perform". performance can be seen as a function of the ability to perform, the opportunity to perform, and the desire to perform. for more details, the following image performance by ivancevich. based on the picture it appears that performance can be seen from 3 dimensions, namely willingness, capacity, and opportunity to work. furthermore, steve m. jex (2002: 88) also said that "job performance is a deceptively simple term at the most general level, it can be defined simply as all of the behaviors employees engage in while at work". performance is a simple term at the most general level, and can be defined as the employee's positive behavior in work. craig c. pinder (2008: 76) states that "job performance is the accomplishment of work related goals, regardless of the means of their accomplishment". performance is the achievement of achievement of work goals with the success of their achievement. on the other hand, according to colquitt (2011: 35) that "job performance is formally defined as the value of the set of employee behaviors that contribute, either positively or negatively, to organizational goal accomplishment". performance is formally defined as international journal of human capital management, vol. 2 (2), december 2018 34 | p a g e values summarized in employee behavior both positive and negative to achieve organizational goals. colquitt mebagi performance into three types, namely: (1) task performance, citizenship behavior as a contribution of positive behavior, and (3) counter productive behavior as a contribution of negative behavior. based on some description above concept can be synthesized that performance is behavior or performance of someone in carrying out its responsibility, with indicator: (1) execution of routine task, (2) ability to perform work, (3) effective in work, (4) efficient in work, and (5) quality work. 2. organizational commitment before a person wants to enter an organization, he tries to get information about the organization he or she will be entering. with the information he obtained he tried to understand the organization as far as possible to ascertain whether the organization he was going to enter could become the foundation of hope he wanted. if not, what to do, whether to enter the job for a while before getting a suitable job or not. the presence of a person's judgment to enter a work indicates that one's actions or work behavior in the organization is determined by the conformity of one's expectations or views with what the organization offers to them. in this case a person identifies whether the goals of the organization are the same or in line with the goals that one will achieve in the work. this identification is known as commitment. mayer and allen (2012: 1-18) divide the organizational commitment component into three forms; first, affective, related to emotionally attached to the organization, identification and involvement based on the same values. second, continuity, is based on the awareness of the costs to be borne if not joining the organization. third, normative, compulsory feeling as a member to stay because of feelings of debt. steers (1984: 123) classify organizational commitment into three factors: (1) identification with the organization that is acceptance of organizational goals, where the recipient is the basis of organizational commitment. the identification of members of the organization is evident from the attitude of approving organizational policy, the similarity of personal values to organizational values, a sense of pride to being part of the organization, (2) involvement that is the willingness to make a genuine effort at the organization. engagement is appropriate to the roles and responsibilities within the organization. highly committed employees will accept almost all the tasks and job responsibilities given to them, (3) loyalty that is a strong desire to maintain membership in the organization. loyalty to the organization is an evaluation of commitment, as well as the existence of emotional ties and involvement between the organization and employees. high-commitment employees feel a sense of loyalty and a sense of belonging to the organization. in accordance with the above description, it is concluded that organizational commitment is the employee's support to the organization indicated by: (1) awareness of achieving the predetermined objectives; (2) a desire to remain a member of the organization; (3) willingness to support organizational value; (4) willingness to act on behalf of the organization: (5) activeness to participate in activities in the organization or agency. 3. interpersonal communication building cooperation and to develop working relationships within an organization required good interpersonal communication. interpersonal communication can be studied starting from the study of communication philosophy. communication philosophy is a discipline that examines fundamental, methodological, systematic, analytical, critical and holistic understanding. the delivery of information and resources to the recipient in the theory and process of communication includes dimensions according to the field, its nature, its order, its purpose, its function, its technicality and its method. international journal of human capital management, vol. 2 (2), december 2018 35 | p a g e communication is made to form a shared understanding, mutual understanding, shared views / perceptions of an information or data and facts communicated within each organization so that information or data and facts are communicated to each person. according to greenwood, organizations have an interest in formal organizational communication, especially regarding command and instruction. 'good order giving' has been studied extensively in the past and can be found a list of prohibitions and orders in performing the process. information from multiple sources with diverse objectives and different uses is communicated through a communication process. stoner argues that in a communication, the organization calls attention to three important things: (1) communication involves people and therefore communication comprehension involves understanding how people relate to each other, (2) communication involves the same meaning, meaning that people can communicate, they must agree on the definitions or terms used, and (3) communicate symbolically, gestures, sounds, letters, numbers, and words can only represent the estimators of the ideas they are about to communicate. these three important things can be found in the communication process proposed by kotter. kotter said that communication as a process consisting of a "sender", which sends messages through "means" to "recipients" who respond.according to stoner and freeman, the communication process consists of the source or the sender, there are recipients, there are materials that are communicated , there is a tool / tool used in the hope that there is feedback for the sender, and there is a similar understanding of the information (see figure 2.), simple communication process. although the communication process can run smoothly as contained in the picture above, it does not mean that messages sent to the recipient of the message can always be understood as desired sender of the message. this happens because in the communication process there can be differences in perception of the material communicated. that is why, ludlow and his colleagues pointed out that in communication there needs to be harmonious perception for effective communication. with this openness can be revealed something that is still foreign to each so that the understanding of things communicated more easily obtained. the broader the area that is linked means the more messages communicators can be conveyed and understood communicant. the importance of cooperation gets done better and the goals will be achieved well. further himstreet (2010: 566-567) argues that every organization needs communication from top to bottom, and from the bottom up. top-down communication is communication from superiors to subordinates, from employee to employee, from policy maker to policy implementer: (1) job instruction. teach new employees or certain employees to do specific tasks, (2) personal. justification of the organization for the purpose of how work and special functions can be accepted by all parts of the organization, (3) information. orienting to the organization both about rules, training, procedures, and history, (4) feedback. about job performance, supervision or performance evaluation of subordinates, (5) ideology. upward communication: feedback from communication to subordinates is part of upward communication. in his statement when presented broadly, feedback is a characteristic of the overall communication upwards. employees discuss with their superiors about themselves, their colleagues, their satisfaction in working. their perceptions of their work and how to solve it, as well as their perceptions of the organization and its purpose. perceptions of work, organization and objectives are closely related to downward information, both oral and written, in the form of group meetings, procedures, manuals, handbooks, newspapers, to the agency concerned, encompassing messages from a higher level. management, receiving feedback in the form of an upward communication message that often criticizes decision-making as the perpetrator of management relationships and this should be able to generate employee courage, where employees often do not prepare clear and free communication up. international journal of human capital management, vol. 2 (2), december 2018 36 | p a g e this theory sees communication as a mechanistic, mathematical, and informative phenomenon: communication as the transmission of messages and how transmitters use channels and communication media. this is one clear example of a process school which sees code as a means of constructing messages and translating them (encoding and decoding). this information theory focuses its attention on a number of signals passing through channels or media in the communication process. this is particularly useful in the application of today's electrical systems that design transmitters, receivers, and codes to facilitate the efficiency of information. communication within the human being is the process of translating information into symbols that will be addressed or informed to others. the successful translation of this message either in encoding when sending messages, or decoding when receiving messages, is the essence of interpersonal communication. if the message can be properly encoded and decoded a misunderstanding can be avoided. inter-group communication takes place within a social system made up of small, interdependent groups that share the task and performance to get a common result. intergroup communication involves a broader level of communication because it is sourced or started from intrapersonal communication, interpersonal communication, and small groups. intergroup communication is the same as that of a large organization because, as with any group communication, members of the organization (of all divisions) coordinate their activities to get results for the organization. because of the immense and complex nature of a modern organization, it seems impossible to organize face-to-face communication among all members of the organization, communication between groups is required. small group communication occurs between three or more humans interacting with the same purpose. like communicating between humans, small group communications usually occur with face-to-face contact but can also be done through communication aids such as teleconferences. communication between groups of people occurs between two people (groups) usually face to face even though they can communicate with aids such as phones to communicate with each other without them having to communicate with themselves, in order to effectively communicate with people other. the level of communication within the human (intrapersonal), will occur when someone meets his interlocutor. people who communicate between human beings using inner communication (intrapersonal) to understand messages sent by others and to create a pesari that will be delivered to others. according to certo (1997: 329), communication between managers in organizations using interpersonal communication is the dissemination of information to members of other organizations. dissemination of information as in the general sense of communication is limited to members of the organization using available media or channels. interpersonal communication takes place either individually with individuals, individuals with groups or groups with organizational groups. based on the above description, interpersonal communication is the accuracy of conveying one's thoughts / information to others when: (1) the delivery of the message is delivered; (2) pengenkokedan occurred; (3) there is a media / channel; (4) a decoding occurs; (5) the recipient of the message received; (6) provide feedback. 4. self-engagement among the psychological factors that are important for the individual in work is selfinvolvement (self-engagement) in work. engagement or work attachment provides positive benefits for employees, employees who are still working in a position may not necessarily have a work attachment. work attachment is a concept that describes the individual has vigor, focus (absorption), and has a dedicated (dedicated) in work. individuals who work in discipline, meet working hours, carry out their work according to their duties and responsibilities in job descriptions may have low work engagement. international journal of human capital management, vol. 2 (2), december 2018 37 | p a g e referring to the theory of the job demands resources model, there are three determinants of engagement factors, namely job demands and job resources consisting of organizational resources and personal resources. job demands are work demands that include hours of work, work shifts, workload, overtime, the standard amount of labor required in doing the job. the heavier job demands, it will cause low work engagement, therefore it takes a buffer that is job resources. organizational resources can be social support from superiors, co-workers, or subordinates. while the personal resources are self-reliance, self-belief, skills, optimism, other personal skills that support the implementation of work to achieve the set targets. one way through self-leadership, the process or effort to regulate and influence yourself, motivate yourself, especially when overcoming difficulties in work, self-control, and self-understanding. with self-leadership the workers will be able to be more capable, forward-looking, responsible, tenacious, and have confidence in work. self engagement deals with the behavior of a person to bind himself to a job. according to bakker and demerouti (2001: 499-512) there are factors that can affect the selfengagement of the source of work (job resources) and personal resources (personal resources). self engagement can also be influenced by job resources ie physical, social and organizational aspects that serve as a medium to achieve the goals of work both physiologically and psychologically to be excluded, as well as stimulate the growth and development of individuals. when a person has self-determination so that they will devote all their efforts to work, from that it tends to the employees who already have self-determination will be more concentrated in working and feel their work is part of their life that is inseparable. this assumption is supported by previous research conducted by meyer and gagne, (2005: 331362) the study explains that self-determination supports the concept of work engagement. engagement is one of the hot topics among well-known consulting firms and business media (saks, 2006). work engagement is becoming a widespread and popular term (robinson, perryman & hayday, 2004) and some mention engagement with the term "old wine in a new bottle" (saks, 2004). the survey results of 665 chief executives of employees in america, europe, japan and other countries mentioned that engagement is one of the top five challenges for management (wah, 1999; sakovska, 2012). the researches have found many benefits and advantages of work engagement. researchers believe that organizations with high levels of engagement produce positive results for the organization (kular, gatenby, rees, soane, & truss, 2008). kahn (1990) states that high levels of engagement lead to positive outcomes for individuals (the quality of people's work and their work experience) as well as organizational level (organizational growth and productivity). work engagement allows individuals to fully engage in work by enhancing self-efficacy and positively impacting employee health that will enhance employee support for the organization (robertson & markwick, 2009). murnianita (2012) states that the term employee engagement with work engagement is often used interchangeably, but work engagement is considered more specific. work engagement refers to the relationship between employees and their work, while employee engagement relates to relationships between employees and organizations (schaufeli & bakker, 2010). the second approach to the concept of engagement comes from the literature on burnout (maslach, schaufeli, & leiter 2001). maslach et al. (2001) defines work engagement as opposed to burnout, where engagement as a persistent emotional state is characterized by levels which is high in activation and pleasure maslach & leiter (1997: schaufeli & bakker, 2003) assumes that engagement and burnout form opposite poles in a welfare-related work continuum, where burnout is negative and engagement as a positive pole. however, even though burnout studies have given rise to the operationalization of the definition of engagement, assumptions about burnout and engagement are opposite poles have not been so accepted and the use of a single instrument, the maslach burnout index (mbi) to prove the concept is still questionable in other studies ( lee, 2012). international journal of human capital management, vol. 2 (2), december 2018 38 | p a g e schaufeli, salanova, gonzalez-roma, & bakker (2002) provide a third approach to engagement by providing a different perspective on the theory of continuum engagementburnout. they define work engagement as a positive state, fulfillment, views of working conditions characterized by the presence of vigor, dedication and absorption. vigor refers to high levels of energy and mental resilience while at work, the willingness to try to be sincere in work and persistent in the face of adversity. dedication refers to feelings of meaning, enthusiasm, inspiration, pride and challenge. absorption is characterized by full concentration, a deep interest in work where time passes so quickly and it is difficult to get away from work. schaufeli et al. (2002) distinguishes the engagement of other work-role constructs, rather than the momentary and specific circumstances, engagement refers to a more persistent and persistent affective-cognitive state, which not only focuses on a particular object, event, individual or behavior. the definition of work engagement by schaufeli, salanova, gonzalesroma, and bakker (2002), is a broader definition and more frequently used in research studies (lee, 2012). in addition, the work engagement model schaufeli et al. (2002) has a strong theoretical basis compared to other engagement theory (chugtai, 2010). based on the above description, it refers to the opinion of schaufeli et al. (2002), the definition of work engagement in this study is a positive motivational state and self-fulfillment in work characterized by vigor, dedication, and absorption. from the above description, it can be concluded that self-engagment is a spirit that reflects: (1) devotion to the organization or institution concerned; (2) energetic in work; (3) solutive in the face of problems; (4) enthusiastic in performing tasks; (5) inspiration in the development of activities; (6) proud of the work; (7) challenged to advance the business; (8) drowned and dissolved in the preoccupation of the work undertaken. methodology the research design used is correlational with the design matrix adapted from jack r. fraenkel and norman e. wallen (2003:241) shown in the following diagram. this research uses quantitative approach, survey method and path analysis technique. the dependent variable is y (employee performance) and the independent variables are: x1 (interpersonal communication), x2 (self engagement) and x3 (organizational commitment) variables. tabel 1. operational variables no variable indicator reference 1 employee performance  implementation of routine tasks  ability to carry out work  effective in work  efficient in work  quality work results colquitt, 2011; amstrong, 2006; craig c. pinder, 2008; ivancevich, konopaske, dan matteson, 2008 2 organizational commitment  awareness of achieving the stated goals  the desire to remain a member of the organization  willingness to support organizational values  willingness to act on behalf of the organization  activity to participate in activities in the organization or institution. mayer dan allen, 2012; kadarisman, 2000; stephen robbins, 1996 3 interpersonal  delivery of messages luthans, 2010; steel, 2001; international journal of human capital management, vol. 2 (2), december 2018 39 | p a g e communication delivered  encoding occurs  there are media / channels  decoding occurs  recipient of the message is received  provide feedback karl dalam bungin, 2007; plunkett, 2012 4 self engagement  energetic at work  solutions to problems  enthusiastic in carrying out their duties  inspiring in developing activities  proud of work  challenged to advance business  sink and dissolve in the preoccupation of the work performed. may, gilson, & harter, 2004; saks, 2006; schaufeli & bakker, 2010; bakker dan demerouti, 2001 the influence between variables was analyzed by path analysis. figure 1. constellations of influence between variables information: y = employee performance x1 = interpersonal communication x2 = self engagement x3 = organizational commitment ρ = path coefficient the target population is the employee of the ministry of communication and informatics of the republic of indonesia and the target population is the employee center of education and training of the ministry of communication and informatics of the republic of indonesia, with a sample of a certain class that will be taken by simple random sampling totaling 56 people. the sample was taken by purposive sampling purposive sampling technique, where this research took sample with a certain strata that some employees of education and training center employees of the ministry of communication and information republic of indonesia are selected to sampling this study as many as 45 people. in the sample selection also involved random sampling to determine the staff of education and training center ministry of communication and information republic of indonesia which will be involved in international journal of human capital management, vol. 2 (2), december 2018 40 | p a g e the research as many as 20 people, and conducted by taking random not individuals but groups having relatively similar characteristics. table 2. summary of research instrument test results variable validity item reliability coefficient amount item not valid amount item amount number performance 36 4 3,25,27,29 32 0,929 interpersonal communication 35 4 5,12,21,28 31 0,900 self-engagement 33 2 4,23 31 0,906 organizational commitment 22 1 17 21 0,850 result and discussion the calculation of path coefficients using the spss 22.0 for windows program, and the coefficients for each path in the model of the structural relationships among variables depicted in the charts and figures below are calculated and tested by t test. the path diagram has 6 path coefficients: py1, py2, py3, p31, p32, p21 so as to obtain 3 structural models as shown below: figure 2. empirical path chart from the results of analysis and calculation process done on the part of direct influence, can be summarized as follows: table 3. direct influence inter-variables num. direct influence path coefficient dk tcount tchart α = 0,05 α = 0,01 1. x1 to y 0,291 62 3,48 ** 2,00 2,66 2. x2 to y 0,285 62 3,41 ** 2,00 2,66 3. x3 to y 0,273 62 3,21 ** 2,00 2,66 4. x1 to x3 0,258 64 2,19 * 2,00 2,65 5. x2 to x3 0,257 64 2,18 * 2,00 2,65 6. x1 to x2 0,251 65 2,09 * 2,00 2,65 * = significant (tcount> tchart at α = 0.05) ** = very significant (tcal> tchart at α = 0.01) international journal of human capital management, vol. 2 (2), december 2018 41 | p a g e discussion of research results 1. direct positive interpersonal communication (x1) on performance (y) the value of interpersonal communication line coefficient on performance of 0.347 with a tcount of 3.20. therefore the value of tcount is greater than tbagan value at dk = 41 for α = 0,01 equal to 2,70 hence direct influence of variable of interpersonal communication to variable of performance is very significant. based on these findings it can be concluded that performance is directly influenced positively by interpersonal communication. increased interpersonal communication will result in performance improvement. the results of this study in accordance with the opinion of some experts of which is prawirosentono (1999: 2) states that the performance of the work that can be achieved by individuals or groups within an organization, in accordance with the authority and responsibility of each, in order to achieve the goal the organization concerned legally, not contrary to law and in accordance with morals or ethics. an employee with good interpersonal communication will affect performance. marjianto (2015: 1) who said that the influence of interpersonal communication (x1) on employee performance (y) yields tobservation number of 14.925 > 1.672 (ttable). interpersonal communication affects employee performance of 79.9%. this interpersonal communication variables has a strong influence on employee performance. this can be understood because interpersonal communication in an organization based on the characteristics of employees who incidentally different background (education or social) affect the performance of each individual and impact on the quality of performance. benny usman (2013: 1) in his research found that there is a significant influence between interpersonal communication on employee performance at the faculty of economics, university of pgri palembang. so the decision is to reject the null hypothesis (ho) and accept the alternative hypothesis (ha) there is a significant influence between interpersonal communication on employee performance at the faculty of economics, university pgri palembang. interpersonal communication of employees has a positive influence on performance. 2. direct influence positive self-engagement (x2) on performance (y) the value of self-engagement path coefficient on performance of 0.339 with a tcount of 3.15. therefore the value of tcount is greater than tbagan value at dk = 41 for α = 0,01 2,70 thus the direct influence of self-engagement variable to performance variable is stated very significant. based on the findings, it can be concluded that performance is directly influenced by positive self-engagement. increased self-engagement will lead to improved performance. the results of this study in accordance with the opinion of some experts among whom are bakker and demerouti there are factors that can affect the self-engagement of the source of work (job resources) and personal resources (personal resources). self-engagement can also be influenced by the job resources of the physical, social and organizational aspects that serve as a medium to achieve the goals of work both physiologically and psychologically to be excluded, as well as stimulate the growth and development of individuals. m. fattah akbar (2012: 456) in his research found that performance is influenced by engagement, "own performance is influenced by several factors, one of which is employee engagement. employees will be able to work more diligently when they feel engaged psychologically to their company. "astrid yuniar nurbaity (2013: 55) in his research found that engaged has a huge influence on employee performance, because if employees or employees have been very engaged with all its organizations and components (including their leaders and co-workers) available, it is certain that their performance will increase. as it is known that engagement involves not only the physical attachment to the organization but also the aspect of the pattern of mind, emotional, mental attitude or konrad that the engagement consists of the totality of cognitive, emotional and behavioral aspects holistically and simultaneously. 3. direct positive influence organizational commitment (x3) on performance (y) international journal of human capital management, vol. 2 (2), december 2018 42 | p a g e the coefficient value of the organizational commitment to performance is 0.332 with a tcount of 2.94. therefore the value of tcount is greater than tbagan value at dk = 41 for α = 0.01 of 2.70 thus the direct influence of organizational commitment variable to performance variable is stated very significant. based on these findings it can be concluded that performance is directly influenced positively by organizational commitment. increased organizational commitment will lead to improved performance. the results of this study are in accordance with the opinions of some experts including robbins (1996: 181), organizational commitment is the level of identifying a person against an organization and its purpose, and willing to remain a member of the organization. this identification is the initial consideration of a person to remain a member of the organization. this identification encompasses the organizational form, organizational objectives, field of organizational operations, which then compares with the goals and expectations of a person to be able to obtain a job appropriate to the career development he wants. performance is the impact that occurs as an individual's organizational behavior. this shows that performance is a behavioral effect that results. if a person works then there will be results, but if a person works does not produce an impact in the form of a work product, meaning that person does not have performance but only works without meeting the demands of work desired from him. the above statement also shows that work as behavior, and the product as a result of work is an element that is judged for one's performance. lindsay and petrick (2010: 245) also states that performance is the contribution of individuals and systems to complete organizational goals. in this case the performance can be measured from the behavior and work results obtained. 4. positive direct influence interpersonal communication (x1) on organizational commitment (x3) the value of interpersonal communication line coefficient on organizational commitment of 0.329 with a tcount of 2.38. therefore the value of tcount coefficient is greater than tbagan value at dk = 42 for α = 0.05 of 2.02 thus the direct influence of interpersonal communication variable to organizational commitment variable is stated significant. based on these findings it can be concluded that organizational commitment is directly affected positively by interpersonal communication. increased interpersonal communication will lead to increased organizational commitment. the results of this study in accordance with the opinion of some experts among them is stoner (1992: 530), in every organization required effective communication. effective communication is necessary for leaders because: (1) communication is the process of managers performing organizational planning functions of leadership and control, (2) communication is an activity that takes up most of the time manager or leader. with communication all the tasks of the organization will be completed properly. plunkett (1983: 68) suggests the meaning of communication: (1) what is communication, (2) communication is a tool for disseminating information and understanding from a person or group of people to another person or group of people; (3) the purpose is to channel information and one person or a group of people to another person or group, (4) the main factor in measuring the effectiveness of communication is mutual understanding, (5) the common sense emerges after the message is delivered, (6) the sense arises when the two parties involved in communication have saiing agreed approval is not only information but also the meaning of the information itself. 5. direct positive influence self-engagement (x2) on organizational commitment (x3) the value of self-engagement path coefficient on organizational commitment of 0.313 with a tcount of 2.26. therefore the value of tcount is greater than tbagan value at dk = 42 for α = 0.05 of 2.02 thus the direct influence of self-engagement variable to organizational commitment variable is stated significant. international journal of human capital management, vol. 2 (2), december 2018 43 | p a g e based on the findings, it can be concluded that organizational commitment is directly influenced by positive self-engagement. increased self-engagement will lead to increased organizational commitment. the results of this study are in accordance with the opinion of some experts among them isrobbins, organizational commitment is the level of individual identification of an organization and its purpose, and willing to remain a part or member of the organization. this identification is the beginning of one's consideration to remain a member of the organization. this identification encompasses organizational forms, organizational goals, organizational operations, which are then compared to the goals and desires of a person to get a job appropriate to the career development he or she wants. 6. positive direct influence interpersonal communication (x1) to self-engagement (x2) the value of the interpersonal communication line coefficient on self-engagement is 0.303 with a tcount of 2.09. because the value of tcount coefficient is greater than tbagan value at dk = 43 for α = 0,05 for 2.02 with the direct influence of interpersonal communication variable to self-engagement variable is stated significant. based on these findings it can be concluded that self-engagement is directly influenced positively by interpersonal communication. increased interpersonal communication will lead to an increase in self-engagement. the results of this study in accordance with the opinion of some experts of which is chaterina (2013: 2) in his research on social media to find customer relationship affect costumer engagement. the higher level of communication content between communicator and communicant will make high level of ownership between communicant and communicator to communications content in progress. self-engagement deals with the behavior of a person to engage in a job. according bakker and demerouti there are factors that can affect self-engagement that is the source of work (job resources) and personal resources (personal resources). self-engagement can also be influenced by job resources are physical, social or organizational aspects that serve as a medium to achieve the goals of work either physiologically or psychologically that must be issued, and stimulate the growth and growth of individuals. conclusion based on the results of research and discussion, both through descriptive statistical analysis and inferential statistical analysis, and findings in this study it can be drawn conclusions, namely: there is a direct positive influence of interpersonal communication on performance of employees of education and training center employees of the ministry of communication and informatics of the republic of indonesia, meaning effective interpersonal communication will improve performance of employees of center for education and training employees; there is a direct positive influence of self-engagement on the performance of employees of education and training center employees of the ministry of communication and informatics of the republic of indonesia, meaning that effective self-engagement will improve performance of employees of center for education and training employees; there is a direct positive influence organizational commitment to employee performance center of education and training employees of the ministry of communication and information republic of indonesia, meaning that effective organizational commitment will improve performance of employees of education center and training employees; there is a positive direct influence of interpersonal communication on the commitment of employee organization of education and training center employees of ministry of republic of indonesia, meaning effective interpersonal communication will improve the performance of employee center of education and training employees; there is a positive direct influence of the employee self-engagement to the employee organization commitment of the center of education and training employees of the ministry of communication and informatics of the republic of indonesia, meaning that effective selfinternational journal of human capital management, vol. 2 (2), december 2018 44 | p a g e engagement will increase the commitment of employees of center for education and training employees; there is a positive direct influence of interpersonal communication on employee self-engagement of education and training center employees of the ministry of communication and information of the republic of indonesia, meaning that effective interpersonal communication will increase the commitment of employees of center for education and training employees. references a.f. james stoner dan r. edward freeman, management. new jersey: prentice-hall international inc., 1992. byars, lioyd l. human resources management. new york: mcgraw-hill, 2011. certo, samuel modern management. new jersey: prentice-hall international, inc., 1997. colquitt, le pine, and wesson, organizational behavior: improving performance and commitment in the work place. new york: mcgraw-hill companies. inc, 2011. davis, ralp currier principles management. new york: alexander hamilton institute, 1973. demerouti, e., bakker, a. b., nachreiner,f. and schaufeli, w. b. . the job demands – resources model of burnout. journal of applied psychology th. 2001 vol. 86. dominik, the dynamics of mass communication. new york: precentice-hall international, 2005. fuller, robert m. the new management. new york: macmillan publishing co, inc., 1983. gall, meredith d. an introduction educational research. boston: pearson, 2007. gibson, donelly, ivancevich, dan robert konopaske, organizations behavior, structure, processes. new york: mcgraw-hill, 2012. hobfoll, “the enfuluence of culture, community, and the nested self in the stress process: advancingconcervation of resources : a new attempt at conceptualizing stress”. journal american psychologist, 2001. vol. 44.. ivancevich, john m. robert konopaske and michael t. matteson, organizational behavior and management. singapore: mcgraw-hill education, 2008. jack r. fraenkel and norman e. wallen, how to design and evaluate research in education. boston: mc graw-hill comapany, 2003. jex, steve m. organizational psychology. new york: john weley & sons, 2002. jones, gareth r. organizational theory. new jersey: precentice-hall, 1994. lindsay, m. dan joseph a. petrick, total quality and organization development. delray beach, florida: st. lucie press, 1997. m., gagné, & deci, e.l., “self-determination theory as a new framework for understanding organizational behavior”. journal of organizational behavior, 2005. vol. 26. mainer, jhon b. the management process:theory research and practice. new york: macmillan publishing co. inc., 1977. n.j. allen and mayer j.p., the measurment and antecedents of affective, continuence and normative comitment to the organization”, journal of occupational psychology, vol. 63. pinder, craig c. work motivation in organizatinal behavior. new york: pshychology press, 2008. robbins, stephen p. organizational behaviour. new jearsey: prentice hall international, inc., 1996. steel, george.interpersonal communication, 2001. http://www.abacom.com/commstudie/interpersonal/indefinition.htm). wibowo, manajemen kinerja (performance management). jakarta: pt raja grafindo persada, 2012. http://www.abacom.com/commstudie/ international journal of human capital management, vol. 3 (2), december 2019 international journal of human capital management, vol. 3 (2), december 2019 1 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 3, no.2, december 2019, p 1-9 continuous improvement post organizational change at official school of meteorological, climatological and geophysical agency ita soegiarto state university of jakarta email: itasoegiarto_im15s3@mahasiswa.unj.ac.id billy tunas suryadarma university email: tunas.billy@gmail.com mahmuddin yasin state university of jakarta email: myasin.myconsulting01@gmail.com abstract the purpose of this research is to find things that must be done to improve the organization after changes in official schools. the main question that guides this research is sustainability efforts that need to be implemented and have an effect on the organization. the research used qualitative methods and a case study approach. the sampling technique was purposive and snowball sampling with 40 informants. based on the research that has been done, found improvements that must be made continuously after organizational changes are divided into two factors. internal factors such as lecturer competency, lecturer availability, and additional composition in the teaching-learning process from theory to practicum. while the factors external regularly curriculum and syllabus review, update technology and digitization. the update in this research, each lecturer is required not only to have a role in the transfer of knowledge but also to instill ethical and moral values. the cadets were prepared as agents of change. as an official school, each graduate not only understands the knowledge gained during education but also must be ready to work at the institution. cadet must be well prepared to work at the meteorological, climatological and geophysical agency. for this reason, the things that need to be done in maintaining sustainability after the change in the official school organization are updating technology. there needs to be "digital culture" in various activities, comparative studies, and participation in national and international seminars so that continuous learning and continuous improvement are always rolling. keywords: sustainability efforts, organizational change, official schools. received: 25 july 2019 ; accepted: 31 july 2019 ; publish; december 2019. how to cite: soegiarto, i., tunas, b., & yasin, m. (2019). continuous improvement post organizational change at official school of meteorological, climatological and geophysical agency. international journal of human capital management, 3 (2), 1-9. https://doi.org/10.21009/ijhcm.03.02.01 international journal of human capital management, vol. 3 (2), december 2019 2 | p a g e introduction the meteorological, climatology and geophysical agency (bmkg) has the status of a non-departmental government institution (lpnd). led by a head of agency who has the task of carrying out government duties in the field of meteorology, climatology, air quality, and geophysical in accordance with the provisions of the legislation listed on law no. 31 year 2009 about meteorological, climatology, and geophysical. in carrying out its duties and functions, bmkg coordinates with the minister responsible in the field of transportation. in an effort to develop human resources in the field of meteorology, climatology, and geophysical, the government requires bmkg to administer the education and training contained in article 85 act number 31-year 2009. the school of meteorological, climatological and geophysical (stmkg) was formerly the academy of meteorological and geophysical (amg), the school of bmkg which has the task of organizing academic education and/or vocational education in the field of meteorological, climatology, geophysical, and meteorological instrumentation, climatological, geophysical. to be aware in the disruption era, educators must have competence on the cadets. stmkg approved its fares with a diploma iv (equivalent bachelor) level, and the teachers must graduate master degree and/or doctoral in accordance with the competencies it teaches. it will make the cadets will get more knowledge and science. it is hoped that the cadets will more update the science and technology that is in bmkg. behind its sophisticated equipment, it is necessary that human resources are able to operate it because in every unit of work is conditioned like mini bmkg, which there is meteorological, climatological, geophysical, and instrumentation. in addition, the school has an obligation to organize education, research, and devotion to the community called tridharma perguruan tinggi under paragraph 9 article 1 act no. 12 year 2012. in the final education phase, it is hoped that the real work lecture (kkn) and field work practices (pkl) programs are expected to be developed its programs in order to implement tridharma perguruan tinggi and change from the world of learning into the workforce to apply their knowledge. in the world of work many things are not found in the world of learning but should be faced, for example the technique of communicating against the media. as stated by rahmah et al. (2018), continual improvement can be realized by performing the process of continuous improvement to be followed the development of the market demand is always changing from time to time. the aim of this research is to determine several improvement efforts that must be carried out continuously after organizational changes which are divided into two factors, namely internal and external factors so that through this research it is expected to be able to realize stmkg into official schools that can realize bmkg's dream of becoming a global player. literature review the rapid era and massive changes has led to the organization to continuously be engaged. that change happened almost in all fields. it cannot be that the organization must be able to be adopted and enter the space of change. therefore, continuous learning and continuous improvement as the product of a learning organization becomes absolutely necessary for the creation of ideal organizational form, in tune with the times. improvement comes from the word improve, which means increasing, where basically increasing is changing for the better. continuous improvement is continuous increasing and improvement (continuous) which leads to better progress or superior (yasin, 2014). after experiencing changes in organizational form it is hoped that graduates will become more skilled according to their capabilities and adaptable to the work environment. the concept of capability is a human quality versatile, according to sir toby weaver described as an act of 'purposive and sensible' (weaver, 1994). ability is the integration of knowledge, skills, personal qualities and understanding that is used appropriately and effectively. the intended ability picture is not only in the context of specialists who are familiar and focused but also in responding to new and changing circumstances (stephenson, 1998). international journal of human capital management, vol. 3 (2), december 2019 3 | p a g e the role of iot in continuous improvement in the world of education has been carried out by constantin -eugen cornel., ph.d (2015) in a study entitled "the role of the internet for things for a continuous improvement in education" hyperion economics journal. the study was conducted by testing a software that can be used in education with a small fee and get high performance to achieve a quality improvement and more competitive. in order to be successful, every company needs to carry out a systematic process and carry out continuous improvements. the prevailing concept here is the pdcaa cycle (plan-docheck-act-analyze) comprising the steps of planning and take corrective action the results obtained (nasution, 200 1). the use of the pdsa cycle (plan-do-study-act) starts with setting the goal of improvement. the first stage of the cycle is to draw up a plan. study/test is carried out at the do stage. the third stage of the cycle is study. the act stage is the last stage of the cycle (tjiptono and diana, 2003). in the law number 14 year 2005 article 45 concerning teachers and lecturers , where as a lecturer must have competent academic qualifications, educator certificates, physically and mentally healthy and fulfill other qualifications required by the higher education unit on duty and have the ability to realize education national. methodology the research used a qualitative approach with case study methods and used purposive and snowball sampling technique sampling techniques against 40 informants. the population of research is the civil apparatus of the state (asn) in the meteorological, climatological and geophysical agency. data is obtained based on the results of observations, interviews, questionnaires, and then analyzed with triangulation. the often-used sampling techniques are purposive and snowball sampling. purposive sampling is a data source sampling technique with consideration. such considerations assume that the person is considered the most important of our subject matter. snowball sampling is a data source sampling technique that at first a little bit, long to large. this is done because of the number of data sources that little has not been able to provide complete data then find others that can be used as a data source. in line with the research conducted by lubis (2018) in the journal of employee working motivation development post organizational changes (case study at female prison class iia east jakarta. method and research flow used for a case study according to yin (2002), including steps as follows: (1) research questions; (2) research theorems or theoretical frameworks (proportion of studies); (3) identification of unit analysis; (4) logical relations of data with theorems or theoretical (interrelationships of logical relationships); (5) criteria to interpret the findings. the following is a picture of the framework of the research methodology: international journal of human capital management, vol. 3 (2), december 2019 4 | p a g e figure 1. research flow result and discussion based on the results of observation, interviews, and literature studies that have been conducted, there are 2 factors that need to be carried out continuously from changes in the organization post. internal factors while performing observations and research found there are still lecturers who do not have the standard competence in accordance with government law regulations. the lecturers should be competent in accordance with the standards as stipulated in the legislation. in article 45 act 14-year 2005 about teachers and lecturers, a lecturer must have a competency academic qualification, educator certificate, healthy physical, spiritual, and other international journal of human capital management, vol. 3 (2), december 2019 5 | p a g e qualifications required for higher education unit of duty and has the ability to realize national education. as stated by ridyantoro, et all in his research titled influence of lecturers competence to student's academic achievement of faculty economics and business telkom university. it is in line with article 2 pp number 37-year 2009 about the lecturer, where the maximum limit to qualify as the article 45 is described in article 39 that is within 10 years. thus after the year 2015 all lecturers must have certification. table 1. lecturer composition certification before and after changes institution study program meteorology climatology geophysics instrumentation amg 6 2 4 4 stmkg 8 3 5 6 source: sub-division of academic administration stmkg, 2019 according to the criteria, the student-lecturer ratio is still appropriate to the competency of the subjects taught (rmd) ideally 27 ≤ rmd ≤ 33. it means 1 lecturer to teach 27-33 students. rmd minimum according to the criteria of ban-pt is 1 lecturer for 69 students are described in standart 4. human resources (diploma assessment matrix accreditation program version 18 may 2010). however, if the ratio of lecturers with students is too large also not good. it can indicate a college shortage of students. table 2. lecturer composition before and after change status amg stmkg permanent lecturer 28 44 non-permanent lecturer 103 71  don't have nidn  few are certified  most lecturers still have nidn; and for non-permanent lecturers there are those who have nidn and nup  already certified source: sub-division of academic administration stmkg, 2019 table 3. composition of cadet each level and major academic period 2018-2019 (person) cadet / major meteorology climatology geophysics instrumentation total level i 113 26 23 88 250 level ii 70 37 31 125 263 level iii 127 31 29 61 248 level iv 218 40 61 143 494 total 528 134 144 417 1. 255 source: sub division of academic administration stmkg, 2019 the curriculum that is the basis of teaching in a college needs renewal and improvement by adding new programs with the aim of being able to produce higher quality college graduates (asmawi, 2010). syllabus and curriculum are routinely examined by observing the curiosity in the outside world, the need for bmkg, the user's need for information (which users want). teaching material syllabus can be updating every year. but to change the curriculum can only be done 5 years. the composition of the curriculum in stmkg is now still using 45% theory and 55% practicum. whereas as a vocational college we apply 30% theory and 70% practicum. the practicum is well arranged. the cadets are taught beginning the preparation of surveys, data retrieval process, and processing to be able international journal of human capital management, vol. 3 (2), december 2019 6 | p a g e to interpret what has been surveyed. the average of the expertise of the cadets is increased compared to the previous graduates, because after the change of the organization of cadets is required to interpret the processing results from the survey data. before the organizational change, the cadets only stopped until processing the data according to the curriculum used. the ability of the taruna in interpreting the processing result has a superior value because in this case the taruna is required to operate technology and applications to process and interpret the data. this kind of demand is necessary because after graduating from stmkg then work in bmkg, cadet will face the working world with stricter competition, one of which rivals from other college graduates. based on observations and interviews on the field there are still material materials that are not in accordance with technology in the workplace. not in the sense that the material is no longer used, the basis of what is now still refers to the foregoing. however, the implementations presented in the teaching materials still use the previous example rather than the present condition. material materials should be adapted to the technology and its era. wawan setiawan, 2017 wrote in "the digital era and the challenge" the development of technology towards digital that all the faster, technology becomes a tool for most human needs, not to be separated from the education world as it is cultural shifts in the delivery of information. based on the criteria of ban-pt, as a body that accrediting majors or colleges. at standart 5 on curriculum, learning, and academic atmosphere, syllabus of the curriculum is good according to the standards of competence oriented to the future or at least oriented to the present (the evaluation matrix of the program accreditation instrument diploma version 18 may 2010). as academics should uphold the tridharma perguruan tinggi, namely teaching, research, and community service related to their sciences. the community service program has been done well in advance. but to archive the activities are not well organized. many activities have been implemented but there is no report file of the activity. almost every time there is a disaster lp2km stmkg team conducting a post-disaster survey conducted with the direction of the head of agency to assist the field work of the bmkg team. for research activities that are still not well underway. this is because the lecturers only focus on teaching due to time constraints and budgets. according to the rules of the lecturer composition as scientists have the task of developing a branch of science and/or technology through reasoning and scientific research and spreading it. the research fund is also one of the standards in accreditation assessment of standard 6. financing, facilities and infrastructure, and information systems (diploma assessment matrix accreditation program version 18 may 2010). external factor in the last few years, stmkg participate to short course at the international institute seismological earthquake and engineering (iisee) japan. the cooperation is intended to introduce the development of science about monitoring and mitigation of earthquakes. in addition, iisee also offers the opportunity to learn s2 for stmkg in accordance with the conditions specified. cooperation with various domestic education institutions is also conducted by stmkg. stmkg cooperation with fmipa ui for s2 program. open thinking to build a network of fellow colleges is still not done. this is due to the field of knowledge studied in stmkg more scientific and special. as done by the faculty of medicine universitas indonesia (fkui) as the main founder of the collaboration of trans-disciplinary research. it is hoped that the form of cooperation between researchers from various sciences, without limits, and comprehensive and holistic will be able to solve problems in a short time and provide benefits to the community. in his speech the dean of fkui at fkui medical research and education exhibition 2015 provides examples of cooperation between disciplines, namely the development of tele-ultrasonography a tool to detect a risky pregnancy. the cooperation that needs to be done is in research project. still the lack of research conducted by lecturers should be resolved by following joint research. so, the costs incurred for the research benefit can be resolved. there are not a few international organizations offering joint research, there are some, including the united states national agency that focuses on ocean and atmospheric conditions, the national oceanic and international journal of human capital management, vol. 3 (2), december 2019 7 | p a g e atmospheric administration (noaa), geological survey united states geological survey (usgs), and british geological survey (bgs). in addition, lecturers or cadet can also conduct joint research with the university/institute in the country. lecturers and/cadets prepare renewable ideas so that research plans are made acceptable and financially supported. the development of technology is very rapidly, in the future digitalization and automation. the observation work will still exist, but the observer is not necessarily the person who has to come the space. data can be recorded and sent to the database with technological advances. in line with the research conducted by zul fahlefi under the title of information technology for the implementation of public services, it was discovered that public services based on technology can facilitate and accelerate the process of making permits for public. the cadets of the instrumentation prodi have carried out many modules and tools that have function of working in meteorological, climatology, and geophysical operations. the results of the cadet prodi instrumentation are still not fully utilized. these tools can be utilized for data retrieval validated with measurement results using bmkg operational tools or other institutions. cadet works can also be made as a tool rental service for modules at the outside university. so that the work of the instrumentation is not only used as a condition of passing and filler warehouse in the end. regulations governing all stmkg campus activities have been made in accordance with the regulations of kbmkg number 10-year 2015 about the statute of the high school meteorological climatology and geophysical. the regulation refers to the presidential regulation of the republic of indonesia no. 35 year 2014 on the changes from meteorological, climatological and geophysical academy into the school of meteorological, climatological and geophysical. conclusion based on the results of observations, interviews, and literature studies that have been carried out, it can be concluded that there are two factors that need to be continuously improved from changes in organizational. internal factors in order to improve lecturer’s competence, given the opportunity to actively participate in seminars, research, and community service annually and put in the dipa budget. to overcome the lack of lecturers, stmkg can open an assessment for the fresh graduate of stmkg that has completed the post graduate study. in addition, stmkg also opens opportunities from outside graduates to attend the assessment of the appropriate lecturers. in consideration of senior lecturers are approaching their retirement period. stmkg curriculum must be immediately renovated because it has not been in accordance with the needs of the parent institution, bmkg. in theory the cadet is very capable, but when faced with the working world still takes time to study for operational activities. during education there are still courses of theory despite the number of practicums more. the comparison is still 45% theory and 55% practicum. the teaching materials used need to be done in accordance with the latest facts and operational activities. this update should not be done thoroughly. there are also concepts in analog equipment that are important to understand the cadets. further improved research activities conducted by lecturers. lecturers can also involve the proposed cadet in the research plan. this will improve the ability of the cadets and will help the work of lecturers who must remain responsible with the learning activities. the impact of such deficiencies is accreditation to prodi meteorology and instrumentation still get c of ban-pt. should be accredited at least b because of graduates from outside the school that can take the cpns test are those who graduated from prodi with a minimum b accreditation. international journal of human capital management, vol. 3 (2), december 2019 8 | p a g e external factors lecturers and/or cadets are expected to submit research plans to various national and international organizations. with the aim to apply the science that it has. research cooperation with other institutions in the field with stmkg is indispensable. in addition to adding relationships, also to save on research costs. submission of information implementing digital culture-based technology, such as broadcast disaster messages through gadgets or social media. continuous learning is done by evaluating the implementation of digital culture in response to the dissemination of information in the community. continuous improvement in revealing the changes that have occurred, namely by service oriented, play an active role in education, and find the soul socio entrepreneur in all civil apparatus of the state in the bmkg environment. in realizing bmkg global player, it is necessary to develop through stmkg. as a candidate for civil apparatus who will work at bmkg, cadets must have competence in accordance with national and international standards in the fields of meteorology, climatology and geophysics. in addition, cadets have integrity and support the implementation of meteorology, climatology and geophysics in meeting international agreements (compliance). regulations regarding stmkg wheel movement have been made by the head of the agency and need to be practiced to achieve the expected goals. table. 4 matrix before and after change step amg stmkg information selection process high school graduates based on manual not transparent in the cadets selection process vocational graduates cannot participate in the selection to become cadets cat-based recruitment more transparent because the test results are immediately known vocational graduates can take part in selection on certain programs with better recruitment patterns, good graduates will also be produced lecturer the number of certified lecturers is still small lecturers have started retirement increasing the number of certified lecturers the recruitment of young lecturers has a background in master or doctoral and linear science there are still a limited number of lecturers in meteorology and instrumentation study programs curriculum education refers to the basic concept the basic concept is more emphasized by work practices practice curriculum is still needed facilities and infrastructure minimal laboratory equipment there are additional tools and laboratories in addition to the addition of tools, attention is also needed to care for old tools results of graduates diploma iii as apparatus only group ii /c national seminar diploma iv as apparatus in class iii international seminars and joint research prestige is more increasing and can be equated with scholars budget increased international journal of human capital management, vol. 3 (2), december 2019 9 | p a g e references asmawi, m. r. 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(2002). studi kasus: desain dan metode. jakarta: pt. raja grafindo perkasa. zul fahlefi (2014), penerapan teknologi informasi bagi pelaksanaan pelayanan publik (studi kasus pada bp2tsp kota samarinda). jurnal paradigma, vol. 3 no. 2., agustus 2014 issn 2252-4266 https://fk.ui.ac.id/berita/kolaborasi-riset-strategi-baru-tingkatkan-kesejahteraan-masyarakat.html https://fk.ui.ac.id/berita/kolaborasi-riset-strategi-baru-tingkatkan-kesejahteraan-masyarakat.html international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 5 (1), june 2021 12 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 5, no. 1, june 2021, p 12-27 an extensive review of health and economy of bangladesh amid covid-19 pandemic abdul kader mohiuddin e-mail: dr.m.nasirullah.trust@gmail.com abstract covid-19 has affected 213 countries around the world, killing around 390,000 and infecting close to 6.6 million by june 04, 2020 (worldometer.info). bangladesh, a south asian low-middleincome economy, has experienced a demographic and epidemiological transition with rapid urbanization and a gradual increase in life expectancy. it is the seventh most populous country in the world and population of the country is expected to be nearly double by 2050. the increasing burden of communicable diseases in bangladesh can be attributable to rapid urbanization and nearly 50% of all slum dwellers of the country live in dhaka division. in 2017, national rapid response team of iedcr investigated 26 incidents of disease outbreak. the joint survey of the power and participation research centre and brac institute of governance and development reveals that per capita daily income of urban slum and rural poor drops by 80% due to present countrywide shutdown enforced by the government to halt the spread of covid-19. 40%-50% of these population took loans to meet the daily expenses. however, the country has just 127,000 hospital beds, 91,000 of them in government-run hospitals. researchers say, the country’s economy is losing bdt 33 billion every day from its service and agriculture sectors during the nationwide shutdown. keywords: domestic violence during lockdown; healthcare denial; poor adherence to selfquarantine; natural disasters amid covid-19; repatriation of migrant workers; supply chain crisis received: 4 june 2020 ; accepted: 24 november 2020 ; publish; june 2021. how to cite: mohiuddin, a.k. (2021). an extensive review of health and economy of bangladesh amid covid-19 pandemic. international journal of human capital management, 5 (1), 12-27. https://doi.org/10.21009/ijhcm.05.01.2 http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 5 (1), june 2021 13 | p a g e introduction notwithstanding the depressing state of major indicators such as negative export-import growth (fe report, 2019a; fe report, 2019b; uddin, 2020a; khatun, 2020); significant revenue drop (byron, 2020; parvez, 2020; the financial express, 2017; senior correspondent, 2019); shrinking private sector investment (bhuiyan, 2019; hasan, 2019a; uddin, 2020b; tbs report, 2019) ; rising un-performing loans documented in 2019 (hasan, 2019b; islam, 2019a; islam, 2019b; hasan, 2019c). bangladesh’s government was optimistic that somehow the depressing trend of these indicators might be reversed. but this optimism has now been seriously dented with the severe onslaught of covid-19. the decline in national and global demand for manufactured goods, particularly in the garment sector, risks creating unemployment and deepen poverty. the urban poor will be hardest hit while the number of additional poor will be higher in rural areas. the iedcr was bangladesh’s only institute with testing facilities for covid-19 until march 26, when a second facility was granted testing rights. centralized testing has not yet been able to respond effectively to the wave of suspected covid-19 patients in these under-resourced public institutions. amidst this global crisis, bangladesh has been identified as one of the 25 most vulnerable countries to be affected by the fast-spreading virus (tajmim, 2020a; tribune report, 2020). by 25. 04. 2020, it was confirmed in 63 out of 64 districts (figure 1) (dhar, 2020). the combined capacity of 19 corona testing laboratories is around 5,000 samples per day, but in the last few days, authorities have conducted only 2,100 tests (unb news, 2020a; sakib, 2020a). unwillingness of the authorities concerned and bureaucratic complexities have indicated that the availability of a kit delays the detection of the novel coronavirus infection. moreover, the government in bangladesh has not so far sought to proactively limit transmission from primary cases to community. figure 1. district wise covid-19 infected cases in bangladesh (as of 23rd april, 2020) (mohiuddin, 2020). international journal of human capital management, vol. 5 (1), june 2021 14 | p a g e literature review current state of epidemiology more than 70% of the 55,140 coronavirus cases (up to 04 june, 2020) detected in bangladesh have been reported in the dhaka division and nearly 50% of them are in the capital, dhaka (the financial express, 2020a; noman, 2020a). it was more than 80% in dhaka division and 60% in capital dhaka at the very beginning. several reason could be there, as covid-19 test was less outside dhaka at earlier stage. also, huge people moved before and after the lockdown process and the disease spreads. around 68% of them are men while they comprise 73% of the dead, according iedcr and experts are pointing 2 main reasons, outside exposure and hygiene practice (the financial express, 2020b). an analysis of the coronavirus patients by age demonstrated that the highest proportion of the infected people 24% — were between 31 and 40 years, followed by 22% in the age bracket of 21–30 years and 16% aged 41 to 50 years, according to iedcr (figure 2). virologists have noted a lack of testing that would give a clearer picture of the true number of coronavirus infections. as expected, number of new infections raised after the country has softened its restrictions on factories to pave the way for reopening despite the worsening covid19 situation in the country (figure 3) (olukoga, 2020). although, 8% infected, no death was reported among the age bracket of 11-20 years (figure 4). however, 11,590 have recovered and there have been 746 deaths, reported by us embassy in bangladesh. more or 800 bangladeshi died in abroad so far and around 35,000 expatriates are infected in different countries (highest 16000 in singapore) (rahman, 2020a). bank, kitchen market, public transports and hospitals are believed to be the major places of infection spread by the experts. figure 2. age distribution in percent. data from the institute of epidemiology, disease control and research showed that 62% of the infected cases were aged between 21 and 50 years (maswood, 2020). international journal of human capital management, vol. 5 (1), june 2021 15 | p a g e figure 3. covid-19 new cases detected in bangladesh from 20-april to 02-june, 2020. the curve was almost flat. this means the infection rate was not increasing among lockdown. practically, number of tests conducted so far is too small not truly represents the actual situation. however, the curve showing a significant turn after may-8, when the lockdown is partially withdrawn. figure 4. covid-19 test positive age distribution among bangladeshi population. according to iedcr, highest death reported in patients above 60 and no death reported in the infected cases aged between 11 and 20 years. present hospital situation with covid-19 patients many patients with fever, cold and breathing problems-which are also covid-19 symptoms-have gone untreated as the hospitals in dhaka are sending them to the iedcr for coronavirus test (masum, 2020a). most hospitals are not in a position to provide doctors and other health associates with the personal protective equipment (ppe) like masks, gloves, and infected patients could walk into the hospital at any moment (ahmed et al, 2020a; the financial express, 2020c; tithila, 2020; adhikary et al, 2020; star online report, 2020a; staff correspondent, 2020a; bosu, 2020). many doctors are not providing services fearing the contagion and lab technicians are shunning workplaces, halting medical tests, according to the patients. in some cases, serious patients who are not affected by covid-19, moved from one hospital to the other but could not receive treatment and finally died, the media reported. in another case, the doctor fled leaving the patient behind (staff correspondent, 2020b; islam et al, 2020; akhter, 2020; unb news, 2020b). doctors and other health professionals say they do not even have sufficient protective gear and the health care system cannot cope with the outbreak (chowdhury, 2020a). experts believe that older people afflicted with coronavirus need the most icu support (liu et al, 2020). the number of older persons in the country is over 0.8 million (noman, 2020a). in line with international standards, a 100-bed hospital should have at least five icus (tajmim, 2020b). in reality, hospitals in bangladesh have less than 1200 icu beds (432 govt, 737 private) in total against a population of 161.4 million people (rungta et al, 2020). there are reportedly 1,769 ventilators in bangladesh at this moment or in the pipeline, which means an average of one ventilator for every 93,273 people (save the children, 2020). interestingly, covid-19 is also producing large quantities of hazardous medical waste, with ppe used in hospitals being the main component (razzak, 2020; hossain, 2020). public awareness vs attitude most people are now aware in bangladesh that the disease can happen to anyone and even cause death (hasan, 2020a). although a nationwide brac survey (31 march-5 april 2020) says that almost 40 percent of respondents have no idea how to prevent the virus from becoming infected (rahman, 2020b). the shutdown, announced first on march 26, has already been extended fourth time to may 16th (brac, 2020; opu, 2020). the government has discouraged movement after 6pm, instructing everyone to stay at home (shawon et al, 2020). the people are fooling law enforcers by travelling from one district to another by mostly vehicles that transport goods (tbs report, 2020a). also, garment workers walk on the street demanding their due wages during the international journal of human capital management, vol. 5 (1), june 2021 16 | p a g e lockdown amid concerns over the outbreak in capital, dhaka, on april 13, 2020 (ahmed et al, 2020b; reuters, 2020a). surprisingly, around 100,000 people attended a funeral gathering for a popular muslim cleric, ignoring calls from different quarters to maintain physical distancing and hygiene (kamruzzaman, 2020; mahmud, 2020a, ramachandran 2020; wyatt, 2020). also, violence reported during this lockdown, where, 30 people were injured and one person’s leg was cut off during the clash over establishing dominance (tbs report, 2020b; tbs report, 2020c; staff correspondent, 2020c). several other violations are also reported like unnecessary public gathering, gossiping, roaming without a purpose, staring at home under lockdown etc. in both print and online media, inside and outside the capital (chowdhury, 2020b; chowdhury, 2020c; newage, 2020; ramachandran 2020; mahmud, 2020b; editorial desk, 2020; abdullah, 2020; roy, 2020). decision-makers say “chinese lockdown strategy” will not be fully applicable to bangladesh because of poor socio-economic conditions for people and other factors (such as government capacity, support infrastructure, technology and medical facilities). this risk is compounded by thousands of bangladeshi workers returning from covid-19-struck countries and poor adherence to self-quarantine recommendations due to limited education and monitoring mechanisms (monjur et al, 2020; afp singapore, 2020; uttom, 2020; tbs report, 2020d). although general holidays extended, the government has decided to allow businesspeople to keep shops and shopping malls open, considering ramadan and eid-ul-fitr (the financial express, 2020d). the number of shops with less than 15 employees in the country is 5.6 million. around 12 million employees work at those shops (noman, 2020b). so, community transmission may not be fully protected. however, government employees will not be allowed to leave their workplaces on the occasion of the 2020 eid-ul-fitr, one of the religious festivals for muslims. and also, interdistrict public transport will remain closed during the period, according to the order of the cabinet division (news desk, 2020). health providers and law enforcers got infected according to the directorate general health services’ latest figures of registered physicians, there are 93,358 bachelor of medicine, bachelor of surgery (mbbs) doctors and 9,569 bds doctors in the country (debnath et al, 2020). the last health bulletin published by the health ministry says that the country has only six doctors, nurses, and midwives for every 10,000 population (unb news, 2020c). challenges to the country's already-overburdened healthcare system are being exacerbated by a string of covid-19 cases among doctors. more than 700 doctors have been infected with covid-19 so far, along with some thousands other allied health professionals, making up 11% of the total infections reported in the country. besides infected, more than a thousand health professionals (doctor/nurse/hospital staff) are also in home or institutional quarantine (debnath, 2020; independent online/unb, 2020; star online report, 2020b; star online report, 2020c; tithila, 2020; sakib 2020b; unb news, 2020c). directorate general of health services is recruiting a record number of 10,000 doctors, nurses and health officials in a single month (mayjune, 2020) (masum, 2020b; kamol, 2020). around 10,000 members of bangladesh’s armed forces and more than 200,000 police officers and fire fighters are working to control the covid-19 outbreak. more than thousand police officers have been placed in quarantine and close to 5000 of them have become infected, with more than hundred tested covid-19 positive in 2nd april, 2020 alone (sakib, 2020c; sumon, 2020; star online report, 2020d; unb news, 2020d; prothom alo english desk,2020). however, finance ministry of the country declared incentive bdt 0.5 million to 5.0 million to government officials and employees working with life risk in the field including doctors, nurses, health workers, police, local administration (staff correspondent, 2020d). trial of unsilenced drugs and diagnostic aids a group of bangladeshi doctors of a private bangladesh medical college in dhaka, claimed success after using antiprotozoal medicine ivermectin and doxycycline antibiotic for coronavirus19 infected patients (staff correspondent, 2020e; masum, 2020c). earlier, some other hospitals international journal of human capital management, vol. 5 (1), june 2021 17 | p a g e tried hydroxychloroquine, controversial for its life-threatening heart rhythm problems and hepatotoxicity (tajmim, 2020c; staff correspondent, 2020f). some of the companies of bangladesh has taken approval or started production of antiviral drugs like favipiravir (avigan®, japan) and remdesivir and they are about to be used for the covid-19 patients, although not authorized by who/fda for the same (afp tokyo, 2020; tbs report, 2020e; reuters, 2020b). however, the government has issued a warning against using coronavirus antibody test kits without permission from the health authorities amid questions over the accuracy of results (alif, 2020a; unb news, 2020e). price hike of the daily necessities and natural disasters amid covid-19 where income of the poor dropped by 80%, the prices of essential commodities surged, adding to buyers’ woes amid the covid-19 crisis between march and april, 2020 (staff reporter, 2020). the suffering of some 7 million slum dwellers around dhaka, is multiplying due to lost earnings and price hikes of consumer goods (hasan, 2020b). consumers alleged some unscrupulous traders have hiked the prices of commodities to make quick buck during ramadan (the financial express, 2020e). after the first case of coronavirus was confirmed in bangladesh the very next day the highest court of the country had to ‘direct’ the government to take necessary steps to stop price hike of masks, hand wash, and sanitizers, or storing them to make extra profits later (saha, 2020). nearly 35% of the country’s total import is china based and prices of various disposable medical instruments (bouffant caps, shoe cover, medical clothing, test strips, surgical gauze and sponges, surgical gloves, bed sheet, lab test instruments, and diagnostic reagents) have been showing an upward trend due to decline in their shipment (bhuiyan, 2020). although, trading corporation of bangladesh launched open market sale of key essential items ahead of the fasting month of ramadan, people queue/social distancing is rarely maintained there (tbs report, 2020f; fe report, 2020; malay mail, 2020). syndicates are taking advantage of poor surveillance by government agencies to monitor prices. increasing the demand for products which in turn is allowing many unscrupulous traders to increase prices two months ahead of ramadan. this is increasing the scope for such traders to make more money through hoarding (staff correspondent, 2020g; staff correspondent, 2020h; karim, 2020a). an opposite scenario is found with the farmers, as the prices of their produces have declined sharply for lack of marketing following the lockdown amid the outbreak (mannan, 2020; shuvo, 2019; wardad, 2020; mansur, 2020). a massive stream of desert locusts may be heading towards bangladesh and india passing over the indian ocean. this possible attack from the crop destroying insects may worsen the situation further (al amin, 2020). also, hailstorm, flood and other natural disasters are predicted for this year (staff correspondent, 2020i; kelly, 2020). all these can multiply the severity of crisis in a near future. economic crisis among pandemic situation 80% of the country’s export earnings are from rmg sector and include 13% to the gdp of the country. the major export destinations include the united states, u.k., germany, france, and italy (aslam, 2020; kumar, 2020; hossain, 2019; munni, 2018). pressure to meet production deadlines from american and european garment brands and possible loss of business to competitors have prompted factory owners to reopen manufacturing units (aslam, 2020; ellis-petersen et al, 2020). these crowds could emerge new vectors of the covid-19 pandemic in bangladesh. bangladesh has around 10.0 million workers overseas, with a majority in the middle east and the us, uk, and malaysia (amit, 2020). however, most bangladeshi migrants work in west asia, where declining oil prices have hit economies. many will be forced out of their jobs and will have to return home to unemployment (south asia economic focus, 2020). this is not surprising because slowdown in us and eu economies have had ripple effects in the bangladesh economy. meanwhile, banks were trying to come to terms with the ministry of finance directive of 6% and 9% caps to interest rates on deposits and loans; vulnerable asset quality; moribund capital markets; and a struggling international journal of human capital management, vol. 5 (1), june 2021 18 | p a g e microfinance sector as access to donor funds and bank financing become more competitive (the financial express, 2020f; hossin et al, 2020). it is worth noting that in the last three months, private sector credit growth was already declining. banks were experiencing an additional pressure in paying clients as money withdrawal was more than any normal time, out of fear of lockdown (hasan, 2020c). the central bank has taken several initiatives to meet the liquidity crisis in the banking sector and overcome the current economic crisis (hasan, 2020d). however, growth rate for bangladesh, as projected by imf, now stands at 2% for 2020 against 7.9% in 2019 (mahmood, 2020). also, the gdp is expected to grow by 8% in fy2021, according to the adb (the financial express, 2020g). the country’s supply chain at risk 57,500 tons of fresh fruits, 1,473 tons of onions, 475 tons of ginger, and 850 tons of garlic – in 2,500 containers – have remained stuck at the chittagong port yard till april 25, due to the slow delivery of goods amid the covid-19 shutdown (chowdhury, 2020d; karim, 2020b). activities at chittagong port have come to a standstill as the amount of import containers has exceeded the port’s storage capacity due to slow delivery of goods. it may keep the ships waiting and it will increase the demurrage for importers. the number of containers at the port yard is increasing significantly since the importers are taking delivery of containers slowly as the country is going through lockdown (hussain, 2020; the financial express, 2020h; tbs report, 2020g). as sales of fresh fruits decreased, importers are not releasing their consignments from the port causing huge congestion of freezer containers in the port (rahman, 2020c). product delivery from the port has declined due to the shortage of transport workers and vehicles, as well as slow revenue collection. several importers expressed that they had brought in products amid a number of difficulties, but they were unable to receive deliveries due to the pandemic (chowdhury, 2020e). however, the cpa is trying to transfer some containers to privately-run inland container depots (icds) known as "off-dock" as an alternative measure to tackle the situation. rising domestic violence and psychiatric illness millions of people around the globe are stressed and nervous due to various associated reasons such as-fear of being infected and losing loved ones, losing livelihoods, job insecurity, feelings of helplessness etc. social distancing can cause long-term stress, anxiety, insecurity, low selfesteem, negativity, frustration and low motivation and overall downfall of mental health, which could become the main cause for physical illness (shah, 2020; riyasad, 2020). violence against women and children is on the rise in bangladesh amid the covid-19 lockdown due to lack of social activities and financial pressures are increasing rifts within families (jahid, 2020; hasan, 2020e; asha, 2020). violence against women is common in this country, especially against women who come from the impecunious sections of society. rights activists say the lockdown has made women and children more vulnerable to domestic violence and abuse as many of them are confined to their homes with no outside support. according to a recent survey more than 4,700 women and 450 children were subjected to domestic violence in 27 out of 64 districts of bangladesh in april, with more than 1,600 women and 420 children facing violence for the first time in their lives. more than 90% of the child victims were abused by their parents and relatives (alif, 2020b; welle, 2020; brac institute of governance & development, 2020; tbs report, 2020h). conclusion since there is no vaccine and specific anti-viral drugs so far, public health measures are considered as an effective tool to mitigate the impact of the virus in the community. besides the set-up of health care, institutional safeguard against covid-19 infection during a pandemic attack is also important. a strong public health infrastructure that can constructively think for future international journal of human capital management, vol. 5 (1), june 2021 19 | p a g e preparedness, development and research toward emerging and re-emerging infectious diseases is compulsory. the method includes community engagement in which individuals develop the potential to avoid covid-19 contacts and entail community-based approaches in which planners, employers and social activists can adopt strategies to protect vulnerable groups and the community from covid-19 infection. however, bangladesh isn't new to major international emergencies or disasters. bangladesh's public and private sector leaders need to come together just to address the immediate threats to healthcare systems and the long-term effects on the country's economy. future recommendations 1. awareness campaign: the awareness campaigns should be relentlessly conducted by the government, private organizations and the media to involve community participation with mutual distancing to be effective. deploying maximum manpower for the next few months to all those areas of the country where coronavirus infected patients have been identified and their families and all those who come in contact with the infected person. adequate diagnosis and isolation/quarantine should be implemented in their own homes. 2. co-ordination among authorities: the national disaster council, under the leadership of hon'ble prime minister, was formed on an urgent basis. as much work as it has been, the time has come to fold that whole work, to make it more integrated. the rationale for this is that other ministries are not yet fully integrated with the health ministry. 3. promoting telehealth: during epidemic outbreaks, home care is particularly effective when health authorities are not apparently safe to implement social distance systems and hospitals. telehealth can provide convenient access to routine care in a congested hospital or in medical practice without the risk of exposure. 4. distance learning: for too long we have seen a disparaging and negative attitude towards online education from policymakers. most teachers in bangladesh do not have any experience of teaching online and are unfamiliar with online assessment techniques. they should be trained to provide distant learning. 5. idea of test-booth: samples can be collected by setting up coronavirus test booths without ppe like in south korea in premises of medical colleges, districts, upazilas, union hospitals and community clinics, so that samples can be collected quickly anywhere in the country. those who do not have experience in sample collection should be trained quickly through online / video conferencing. 6. supporting the helpless: only those who can afford should pay and to deliver free food to all the poor and low-income people from door to door, by army, navy, bgb, police, rab, ansar, deputy commissioner, uno and public representatives. then no one will get in trouble and no excuses will be left to get out of home. china, south korea, taiwan, vietnam, india and kerala have been successful with this method. 7. separate quarantines: a large number of express trains, steamers, high quality hotels, ashulia iztema grounds, stadiums, public and private hospital beds are currently unused in bangladesh. all these train bogies, steamer cabins, hotel cabins, unused grounds can be converted into isolation centers for infected people. isolation / quarantine cannot be 100% effective at home, as not everyone has more than one separate toilet and adequate room in their home. 8. monitoring people from abroad: all those who have entered bangladesh recently from abroad through airports, land ports, seaports, railways and their families, or all those returning home should be tested for coronavirus and to be monitored accordingly. 9. ensure more test: allowing all a-grade private hospitals to conduct rapid coronavirus testing and treatment and announcing reasonable/fixed test fees by the government. services of other hospitals/clinics, which were closed due to fear of coronavirus should be re-opened. international journal of human capital management, vol. 5 (1), june 2021 20 | p a g e 10. provide more medical oxygen: according to who, most people with covid-19 develop only mild or uncomplicated illness, while approximately 14% develop severe disease that requires hospitalization and oxygen support. only a few hospitals, including dhaka medical college hospital, bangabandhu sheikh mujib medical university, sir salimullah medical college hospital, square hospitals, apollo hospital and anwer khan modern medical college hospital, have central oxygen supply facility. this facility should be increased. 11. a larger health budget: at less than 1% of gdp, government health spending in bangladesh is among the lowest in the world. the who recommends allocat ing at least 5% of a country’s gdp and 15% of the total budget for the health sector. government should spend additional resources directly on government doctors, drugs, hospitals and health centers and also increase the allocation in education to ensure quality by recruiting qualified teachers, retaining them by providing incentives and ensuring better infrastructural facilities and resources. 12. implement lockdown until crisis is over: all government and private offices, educational institutions, garments, factories, except for the essential service providers, should be closed until the coronavirus infection is brought under control. when lifting restrictions, it is important to be able to track and deal with any side effects, which could possibly be an increase in cases after lifting the restrictions which is why the nation has to be equipped to deal with that before it happens through testing and supply of protective gear. this may result in the crisis happening again; therefore, the nation needs to be prepared. 13. ensure more safety measures: when buying drugs, food, raw markets, fruits and fish, guidelines should be disseminated for all who go out and bring these products home (money, clothing, packets, bags can also be infected with the virus). 14. monitoring comorbid population: the prevalence of comorbidities in the covid-19 patients including hypertension, cardiovascular diseases, diabetes mellitus, smoking, chronic obstructive pulmonary disease (copd), malignancy, chronic kidney disease and obesity, may be risk factors for severe patients compared with non-severe patients. everyone is susceptible to this virus, but the elderly and those with underlying diseases are more at risk of adverse outcomes. given that covid-19 has a relatively long incubation period and during this time the infected person can transmit the virus without showing symptoms, it is strongly recommended that patients with chronic or underlying diseases avoid any close contact with other people in the community, especially in epidemic areas. 15. boosting immunity campaign: to boost the immune system and preventing coronavirus, every person should consume ginger, cinnamon, cloves, sticky honey, black cumin, turmeric, triphala and tulsi, along with tea, consuming hot water and gargles twice or thrice every day and adding vitamin c or vitamin c twice a day. 16. employing more allied healthcare associates: overburdened by patient loads, physicians have increasingly turned to pharmacists in us, uk, uae, australia for drug information, particularly within institutional settings. pharmacy is taught in about 100 public and private universities in bangladesh and about 8000 pharmacy students graduate every year. they can be more beneficial to the public if the good hospital and community practices are introduced properly. 17. controlling the concurrent outbreaks: intermittent rainfall, temperature variation, and higher humidity as a result of climate change are affecting the change in disease incidence. along with covid-19, the country should also get well prepared for the impending dengue season. there were more than 100,000 reported cases within the country in 2019, so proper mosquito prevention should be everywhere. 18. protect victims of domestic violence: voice should be raised against domestic violence along with concern development of victim shaming, lack of understanding of the cycle of international journal of human capital management, vol. 5 (1), june 2021 21 | p a g e abuse, social stigma, lack of knowledge and capability of supporting domestic violence victims at the community level etc. steps should be taken with the aims to leverage the power of social media to influence constructive dialogue, increased awareness, empathy, call to action to end gender-based violence and child abuse. 19. safe and controlled use of disinfectants: fire service, wasa, city corporations, municipalities at all divisional, district, upazila, and union levels of the country have to spray disinfectant on the streets every day. all vehicles coming from outside should be sprayed keeping in mind that it could be detrimental (e.g. bleaching powder) for sensitive external organs like human eyes and face. 20. prevent repatriation, support the migrants and ensure safe arrival: all the workers to be sent back by different employing countries, on arrival, will have to be placed under institutional quarantine, but the authorities may be hard put to accommodate them if they arrive at a time. so, their phased arrival will make things rather easy for the receiving authorities. bangladesh defense should maintain a close liaison with the relevant ministry in the matters of post-arrival formalities and quarantining the repatriated workers. this is expected to make a difference. also, foreign ministry should ask compensation for them, at an appropriate time, for the loss that bangladesh will sustain in view of taking back its workers. abbreviations iedcr-institute of epidemiology, disease control and research brac-bangladesh rural advancement committee acknowledgement i’m thankful to dr. colin d. rehm, clinical assistant professor, department of epidemiology & population health, alert einstein college of medicine, ny, usa for her precious time to review my literature and thoughtful suggestions. also, i’m also grateful to seminar library of faculty of pharmacy, university of dhaka and bansdoc library, bangladesh for providing me books, journal and newsletters. references abdullah m. 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(2020). coronavirus: more than 100,000 defy lockdown and gather for funeral in bangladesh. 20 april. international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 4 (2), december 2020 96 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 4, no. 2, december 2020, p 96-113 deradicalization of terrorism prisoner: evaluation of the terrorism client guidance program at the surakarta correctional facility samto hadi isnanto universitas negeri jakarta email: samtoisnanto@gmail.com ma’ruf akbar universitas negeri jakarta email: maruf.akbar@unj.ac.id billy tunas universitas negeri jakarta email: tunas.billy@gmail.com abstract the radicalism that leads to terrorism is a threat to almost every country in the world, leading many countries to employ a deradicalization program to deradicalize people that have been influenced by terrorist ideology. this research purpose is to evaluate the effectiveness of deradicalization effort conducted through “terrorism client guidance program at surakarta correctional facility”. using the cipp model of evaluation, data is collected from eighteen terrorism clients and a few structural officials as well as all related documents at surakarta correctional facility. the result of this study found that: (1) evaluation of context component is worth average, (2) evaluation of input component is worth poor, (3) evaluation of process component is worth good, and (4) evaluation of product component is worth average. overall, the effectiveness of deradicalization conducted through guidance for terrorism client program at surakarta correctional facility is worth average. although the total evaluation merit of the terrorist client’s guidance program is still in the level of average, however, the author suggests that the program should be continued by revising some areas of concern. keywords: deradicalization, evaluation program, guidance of terrorism client. received: 23 september 2020 ; accepted: 29 september 2020 ; publish; december 2020. how to cite: hadi, s., akbar, m., tunas, b. (2020). deradicalization of terrorism prisoner: evaluation of the terrorism client guidance program at the surakarta correctional facility. international journal of human capital management, 4 (2), 96-113. https://doi.org/10.21009/ijhcm.04.02.09 http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 4 (2), december 2020 97 | p a g e introduction terrorism is a threat to human security at the global, regional and national level, leading many countries to employ a deradicalization program as a soft strategy to complement the repressive strategy to fight against terrorism (amanda. k, 2009; boucek, 2008; rabasa et al., 2011). deradicalization is a concept that has been developed and implemented in various countries. in yemen, saudi arabia, egypt, singapore, philippine, and indonesia. different country offers different strategy and tactic in implementing deradicalization program. economic, political, and social context in the country becomes the main consideration to develop the program. saudi arabia and singapore use comprehensive approach by synergizing multi agency to carry out the work. yemen uses prominent ulema to deradicalize the target, while indonesia uses ex terrorist and encouraging multi agency to participate on deradicalization program. indonesia started to formalize deradicalization strategy since the inception of presidential decree number 15/2003. deradicalization of terrorists is considered as national counter-terrorism program through a soft approach. there are two strategies in the deradicaliazation program, which are deradicalization in the prison and deradicalization outside the prison (hamka, 2013). correctional institution has the duty and responsibility to carry out deradicalization through coaching and fostering terrorism convicts in prisons. meanwhile, the correctional facility has the duty and responsibility to carry out deradicalization through the guidance of terrorism clients outside prisons (indonesian act. no. 15/1995). the role of correctional facility is very much important, not only in preparing for integrating terrorist clients to the community and preparing them to have the knowledge and skill for their live after release but also to moderate their radical ideology. terrorist client, in some degree, is a person with a special condition. he is a prisoner in probation. his status is still a prisoner but is living outside the prison and socializing with the public community. they face several problems after their release. for instance: lack of skill to generate income to provide for their life; negative stigma from the community; difficulties to access economic sources, influence from their old radical web, and many other problems of life. this is the problem that community advisors at surakarta correctional facility should deal with. therefore the activity of mentoring and counseling terrorism clients requires specific knowledge and skills related to basic needs, as well as certain approaches that can be accepted by the terrorism client. the results of the researchers' preliminary observations in august 2014 at surakarta correctional facility, found interesting findings. these findings include the very limited capacity of community advisors/client’s councelor, and infrastructure owned by surakarta correctional facility in dealing with terrorism clients. this limitation is followed by technical problems, such as unclear client addresses, difficult topography to address clients, and uncooperative clients. apart from the previous complications, clients of terrorism face difficult social conditions after they are free from correctional institutions. in fact, according to some clients of terrorism, life outside the prison is more difficult than life inside prison (jt, interview. 12 december 2014). this is due to difficulties in adapting, opening work networks, finding or creating jobs, capital constraints, and so on. this obstacle is increasingly difficult to overcome in an apathetic society and tends to attach a negative stigma to clients of terrorism (ta, interview, october 25, 2014). meanwhile, the government has not given an adequate attention to optimizing the terrorism client guidance program, making guidance even more difficult. author also notices that there are many articles mentioning and discussing about deradicalization program (mintardja, n.d.), (johnson, n.d.), (schmid, 2013), (john & braddock, 2010), (istiqomah, n.d.), (suratman, 2018), (w.kruglanski et al., 2014), however none of them assesses the effectiveness of deradicalization program conducted by the correctional facility. in addition, surakarta correctional facility which is responsible for guiding terrorism clients after they are released from prison, experiences various limitations such as human resources, budget constraints, facilities, and infrastructure, so that the effectiveness of the guidance of terrorism international journal of human capital management, vol. 4 (2), december 2020 98 | p a g e clients at surakarta correctional facility is questionable. therefore, the researcher is interested in evaluating how effective the terrorism client guidance program at surakarta correctional facility is. there are several reasons why the terrorist client guidance program at surakarta correctional facility is selected as case study by the author. the reasons are namely: (1) surakarta correctional facility accommodate the highest number of terrorist clients at the time of research, (2) surakarta is the center of gravity of the radical terrorist movement, and (3) data access is not very difficult. the surakarta correctional center as the apparatus who are responsible for guiding terrorism clients after they leave prisons experience various limitations, such as: human resources, budget, facilities and infrastructure so that the guidance of terrorism clients at the surakarta correctional center has not matched expectations or its effectiveness is questioned. therefore, the researcher is interested in evaluating how effective is the terrorism client mentoring program at surakarta correctional center. literature review concept of deradicalization according to ashour, deradicalization is a process of transforming the radical ideology of islamist groups towards moderation and also abandoning violence as legitimacy in achieving its goals. he stated that “de-radicalization is a process of relative change within islamist movements, one in which radical group reverses its ideology and de-legitimizes the use of violent methods to achieve political goals, while also moving towards and acceptance of gradual social, political and economic changes within a pluralist’s context” (ashour, 2009:6). meanwhile, golose explained that deradicalization is a process to restore and/or neutralize radicalism through an interdisciplinary approach back to mainstream ideology. the various interdisciplinary approaches can include sociological, legal, economic, socio-cultural, and psychological approaches. with these efforts, it is believed that those who have been influenced by violent radicalism can leave this understanding and not take violent actions to achieve their goals (golose, 2009:174-175). however, horgan in rabassa (2011) stated that it is almost impossible to reverse a terrorist radical ideology, the only impact of deradicalization program is just to disengage them from their radical terrorist group and violent behavior to pursue their goals (rabassa, 2011). meanwhile, presidential decree no. 46 of 2010 defines deradicalization as: all efforts to transform radical beliefs or ideologies to become non-radical with multiand interdisciplinary approaches through identification, rehabilitation, re-education, and resocialization programs for suspects, prisoners, ex-convicts and their families and networks that are indicated as radical by promoting the principles of empowerment, human rights, supremacy law, and equality. concept of effectiveness bartol and martin define effectiveness as the ability to choose a goal and succeed in realizing it. effectiveness refers to a predetermined goal with tangible results or a predetermined target with a resulting target. if the comparison is considered equal then it is said to be effective (bartol & martin, 1991). according to tampubolon, effectiveness in an organizational context is the level of achievement of previously agreed goals or objectives. activities, programs, or organizations are said to be effective if these predetermined goals can be achieved. furthermore, it is explained that organizational effectiveness consists of a combination of individual effectiveness and group effectiveness. even so, the effectiveness of an organization is not just the sum of the two components, but it is even greater because of the synergy factor within the organization that increases the level of effectiveness (tampubolon, 2012:175). international journal of human capital management, vol. 4 (2), december 2020 99 | p a g e concept of evaluation program evaluation of a policy, program or activity is part of the management cycle in an organization. according to arikunto, evaluation is defined as an activity to find, determine an amount or value. from this, it can be elaborated that evaluation is an activit y that must be well prepared by the evaluator to find and determine an appropriate and accurate value scale. accuracy is very important because the result of an evaluation is used by the management in making a decision. in relation to programs or activities, the decision is usually in the form of terminating the program, if the results of the evaluation show that the program does not have a positive or good value (arikunto & jabar, 2014:1). in line with this view expressed by grounloud in jali and mulyono stated that evaluation is a systematic process to determine or decide to what extent the objectives of a program can be achieved (djaali & mulyono, 2004:1). meanwhile, according to wirawan, evaluation or evaluation research is a research activity to collect, analyze, and present useful information on the object being evaluated by comparing it against standards or evaluation benchmarks whose results are used for decision making on whether the object being evaluated is continued or stopped (wirawan, 2011:7). evaluation is also mentioned as a process of applying scientific procedures in collecting correct information to make decisions about educational programs (purwanto& atwi, 1999:9). concept of terrorism client guidance program jones stated that guidance is the assistance given to individuals to develop their potential so that they can make choices and capacity building in determining their life (jones, 1934). in broad definition, guidance is the assistance given to individuals in making intelligent choices adjusting their lives. the ability to make choices is not innate; it must be developed. the fundamental purpose of the guidance is to develop each individual, up to the limit of their capacity, the ability to solve their problem and to make adjustments to it. the type of guidance provided to correctional clients must be tailored to the problems and needs of the correctional client. the form of guidance to clients can be given specifically or a combination of several types of guidance tailored to client needs. broadly speaking, the type of guidance at the correctional facility is personality and independence guidance. in more detail, in accordance with article 3 of government regulation no.31 of 1999 concerning guidance and guidance of correctional assisted citizens, the types of guidance provided to assist citizens, such as guidance of devotion to god almighty; guidance on awareness of the nation and state; intellectual guidance; attitude and behavior guidance; physical and spiritual health guidance; legal awareness guidance; healthy reintegration guidance with communities; work skills guidance; and work training and production guidance. cipp program evaluation model the context, input, process, product or cipp evaluation model is a well-known evaluation model and widely used in evaluating a program or activity. stufflebeam in wirawan (2011) states that evaluation is a delineating process, obtaining and providing useful information to assess decision-making alternatives (wirawan, 2011: 328). this model can evaluate a program or project holistically and comprehensively because it is a combination of formative and summative evaluation. furthermore, he explains that the components of this evaluation as follow: 1. evaluation context. it analyzes and evaluate the context of the evaluation object. for example, why a program is needed, it is necessary to examine the background of the program. furthermore, the merit of the program like vision, mission, goals and objectives international journal of human capital management, vol. 4 (2), december 2020 100 | p a g e of the program is drawn up. this is where we see the suitability of the vision, mission, goals and objectives with the needs of the program. 2. input evaluation. this evaluation is a continuation of the previous evaluation. it evaluates things in relation to the strategy, planning and activities of the program to achieve the vision, mission and objectives that have been prepared in context of the previous evaluation. 3. process evaluation. in this evaluation, the implementation of the program is at the core of what should be evaluated as a continuation of the input evaluation. 4. evaluation of products or results. evaluation in this component focuses on what has been produced from the program, even to what impact it has. in this research, the researcher chose the cipp evaluation model as an evaluation tool in measuring the effectiveness of the terrorism client guidance program at surakarta correctional facility. the reason for using this model is the need to carry out a holistic evaluation of the program the context to the product of the program. picture 1. cipp evaluation model (stufflebeaml & shrinkfield, 1987) research method goal, approach, and method the aim of this research is to evaluate the terrorism client guidance program at surakarta correctional facility in 2009-2015. the approach of this research is qualitative evaluation using the context, input, process, product (cipp) evaluation model developed by daniel stufflebeam (aziz et al., 2018). the qualitative approach seeks to reveal the various uniqueness that exists in individuals, groups, communities, or organizations in everyday life in a comprehensive, detailed, and deep manner, and can be scientifically accounted for (ghony & fauzan almanshur, 2012:32). by using cipp method of evaluation, the evaluation consists of comprehensive dimensions, which includes context, input, process and product. the data international journal of human capital management, vol. 4 (2), december 2020 101 | p a g e primary and secondary data collected through interviews, questionnaires, field observation and document studies. all the data were analyzed by reducing, grouping, interpreting, presenting and then summarizing them to determine the results. data validation was carried out using triangulation, both in the form of content and data sources. conclusions are made after the data from the field research results are compared with the evaluation criterion previously made by the researcher. design the design of the research based on stufflebeam cipp model of evaluation. starting from the identification of each element of the four components context, input, process, and product, then researcher develop evaluation criteria for each component of evaluation. after gathering data from the field finish, data belong to each component compared with the evaluation criteria to decide the merit or worth of each evaluation component. the final step is the recommendation whether the program should be stopped, continued with some revision or spread away to other area to be implemented. the design model see illustration below. picture 2. research design source: author adoption from stufflebeam model research question based on the aim and the background of the research, there are four question that the researcher seek to answer, they are the merit or worth of the evaluation of the context, input, process, and product of the component of evaluation. the metric to assess the effectiveness of the terrorism client guidance program at surakarta correctional facility, reseacher developed a matric to define the level of merit or worth for each component and all of its aspect being evaluated. the metric is shown on the table below. international journal of human capital management, vol. 4 (2), december 2020 102 | p a g e table 1. assessment of merit or worth based on compliance with evaluation criteria scale rating assessment 1 poor when no to only a few of evidence or data finding meet to the evaluation criteria 2 average when a few to several of evidence or data finding meet to the evaluation criteria 3 good when several to lots of evidence or data finding meet to the evaluation criteria 4 excelent when lots of to plenty of evidence or data finding meet to the evaluation criteria result and discussion the effectiveness of the terrorism client’s guidance program at surakarta correctional facility to assess the effectiveness of the terrorism client guidance program at surakarta correctional facility, the cipp evaluation model was used. therefore, the components that are assessed are the components of context, input, process, and products or results. the data obtained from the field were compared with the evaluation criteria to judge the merit of the program. the merit of each component depends on how the evidence from the field is compared to the criteria of evaluation. the more the evidence meet the criteria the better the merit of the aspect of evaluation is. 1. context component evaluation there are three aspects of context component evaluated, which are the formulation of vision and mission, goal, and objectives. during an interview with a client’s councelor (m, interview, 15 december 2014), he said that his party had never formulated the objectives of terrorism client guidance based on the needs analysis. what is expressed in that vision, mission, goal, and objective are the aim of the surakarta correctional facility headquarters in carrying out its task of correctional guiding for the whole client in general, including clients of terrorism. this means that the vision, mission, goal, and objective of the terrorism client guidance program has not been formulated based on the specific needs for terrorism clients but is based on the needs for guidance from all correctional clients who are under the auspices of the surakarta correctional facility. according to john p. kotter, vision, mission, and goal are important elements for guiding the whole organization to achieve good performance. for instance, vision must be well known and understood to people within the organization, even stakeholders (kotter & schlesinger, 2008) for more details, the following are the results of the terrorism client’s guidance program evaluation from each individual aspects. a. vision and mission aspect. formulation for the vision and mission, objectives and target for the terrorism client guidance program is not yet based on the analysis for the needs of terrorism client’s guidance program, but is only a part of the general society guidance program. this results in the special needs of terrorism clients being unfulfilled and in turn makes the results not optimal. b. aspect of the program’s objective. objective is not formulated based on the analysis of the needs of terrorism client’s guidance program but based on objective statement stated on the organization operational procedure of surakarta correctional facility. however, the needs of international journal of human capital management, vol. 4 (2), december 2020 103 | p a g e terrorism clients are still accomodated well. the objectives are also formulated according to the legal aspects in relation. c. program target aspect. there is a written formulation for the target. however it is not specific, measured, realistic, dan there is a clear time limit on the terrorism client’s guidance program. table 2. context component evaluation report aspects evaluated evaluation criteria research findings score 1. formulation of the program’s vision and mission 1.1. the program’s vision and mission is formulated according to analysis of the terrorism client guidance program’s needs. there is vision and mission, however it is formulated according to the correctional guidance program in general. the program’s vision and mission is not formulated according to the analysis of the terrorism client’s guidance needs. average 1.2. the vision and mission is socialized and understood by all the stakeholders. socialization is still limited to the internal environment of the surakarta correctional facility. stakeholders, guidance target and terrorism client is uninformed on the vision and mission of the program. average 2. formulation of the program’s goals 2.1. there is a goal formulation based on the terrorism client guidance program’s needs. goal formulation can be found, however it is not formulated according to the analysis of the needs of terrorism client’s guidance program. the goal is formulated according to the analysis of the needs of the general client’s guidance program. average 2.2. goal formulation is based on legal aspect. goal is formulated based on indonesia act no. 15/1995 and organizational operation procedure of surakarta correctional facility good 3. program objective a smart written formulation on the program’s objective to achieve is stated. a written formulation of the program’s objective is stated but does not show smart. the program’s goal containing objectives to achieve in terorrism client guidance is also not described in detail. average based on the table above, it can be explained that the results of the evaluation of the context component is average. this means that only a few to several evidence meets the criteria of evaluation. there are several causes why the worth of context component is unable to reach the level of excellent or even good. the most problematic in this case is because that there is no target international journal of human capital management, vol. 4 (2), december 2020 104 | p a g e assessment for the client’s needs in developing vision, mission, goal, and objectives of the program. in addition, the program’s objective formulas does not meet the smart principle which are specific, measurable, achievable, relevant, and time bound limited (marsh, 1978). 2. input evaluation component in terms of preparing human resources, surakarta correctional facility has not reached the optimal standard, both in quantity and quality. the number of client’s counselor for adult clients is only 15 people, while the clients that must be served are up to 800 people. each official member must handle more than 50 correctional clients, which is a very large number. meanwhile, from the quality aspect, there is a client’s counselor members with only a high school level certificate and does not have specific knowledge and skills to guide terrorism clients yet. of the 15 client’s counselor for adult clients, eight people handled terrorism clients. those eight people are also still serving guidance for clients other than terrorist convicts. out of the eight client’s counselor who handled terrorism clients, only two of them had attended special technical guidance seminars for terrorism clients. client’s counselor ability to provide guidance to terrorism clients is not sufficient, so it needs to be improved through training and/or seminars on terrorism. this is reported by counselor, (k, interview, 3 january 2015) as in the following passage: the ability of community guidance personnel still needs to be improved, especially in the case of special training or technical guidance on mentoring terrorism-specific clients. the number of counselor in the correctional facility is quite good, although it needs additional people. however the quality of them still has to be improved so that the guidance provided is in accordance with the needs and conditions of the client. it is necessary to increase or improve the training for counselor, especially those dealing with terrorist clients, most of them still a lack of knowledge about terrorism clients. a similar feeling was also reported by the head of section for client’s guidance, surakarta correctional facility (hp, interview, 5 january 2015). most of the client’s counselor at surakarta correctional facility already have knowledge about client mentoring in general, but only a few people have attended seminars or technical guidance on handling terrorism problems. for more details, the following are the results of terrorism client’s guidance program evaluation from each individual aspects. a. program strategy aspect. the evaluation result is average because only a few evaluation criteria are meet. the formulation of the strategy is not focused on the objective of terrorism client guidance. b. program plan aspect. the evaluation result in this aspect is average. a guidance for behaviour and autonomy plan is available and scheduled, however both of those activities are not specifically for terrorism clients and are incidental, especially in the guidance program for terrorism clients. c. organization preparedness. the result of this aspect evaluation is good. most of the required criteria are fulfilled. the only minus is that there is no special unit dedicated to handle terrorism clients. d. human resourcess preparedness is good. most of the criterias are fulfilled. the minus here is that there is shortage on the number of councelors competent in providing guidance for terrorism clients. e. facility preparedness aspect. the result for this is poor. there is a lot of unfulfilled criterias. for example there is no room exclusively for consultation, no room international journal of human capital management, vol. 4 (2), december 2020 105 | p a g e specifically for autonomy guidance, and transportation & comunication support for councelor is not provided. f. budget preparedness aspect. the result for this is poor. only a few criterias are fulfilled. g. guidance subject preparation aspect. the result for this aspect is average. this is due to an unrelevant guidance subject, the subject does not answer to the needs of the clients, and module or other written documents for the subject is not provided. for more detail report regarding the merit of the input component of evaluation see the following table below. table 3. input component evaluation report aspects evaluated evaluation criteria research findings score 1. program strategy formulation 1.1 terrorism client guidance program strategy formulation can be found. strategy formulation is found in the annual work plan but was only part of a general public client guidance strategy. average 1.2 strategy is formulated as clear as possible for the purpose of terrorism client guidance. strategy has not been formulated clearly towards the goal of guidance for terrorism clients. poor aspects evaluated evaluation criteria research findings score 2. program plan 2.1. plan for behavioural guidance program according to analysis on the needs of terrorism client can be found. schedule for behavioural guidance such as counseling in the form of discussions for topics related to religion, nationality and health, can be found. however these schedules are incidental during counseling. there is no terrorism client behavioural guidance schedule specifically formulated. average 2.2. plan for autonomy guidance program according to the analysis for terrorism client’s needs can be found. schedule for skill training and provision to prepare the guidanced citizens in working after they are fully released can be found. however the program schedule is incidental, and not routinely scheduled. there is no specific autonomy guidance program schedule for terrorism clients. average aspects evaluated evaluation criteria research findings score 3.1. an organization structure can be found. through researching documents, an organization structure for the correctional facility can be found in the strategic plan and in the program good international journal of human capital management, vol. 4 (2), december 2020 106 | p a g e 3. organizational structure plan for correctional client guidance. 3.2. there is a specific division for terrorism client guidance. a specific division for terrorism client guidance program is not found. poor 3.3. organization is lean in structure / simple. surakarta correctional facility organization is quite simple and provides easy supervision and control of the officers. good 3.4. organization has a list of job descriptions for each officials. job descriptions are found in the strategic plan and also in the comprehensive program plan, even though a job description for the terrorism client guidance officer is not available yet. good aspects evaluated evaluation criteria research findings score 4. human resources 4.1. the number of counselor is adequate. one counselor provides guidance for 2 terrorism clients and a few other adult clients. ideally one councelor handles one terrorism client so as to provide more time for mentoring. average 4.2. councelor has a bachelor degree. out of 8 councelors, seven of them has a bachelor degree at minimum. good 4.3. educational training on counter terrorism. out of 8 councelors, only two has received education on terrorism. poor 4.4. motivation and commitment for the organization. the councelors demonstrated a good motivation and commitment. good aspects evaluated evaluation criteria research findings score 5. facility readiness 5.1. transportation support for the officers is available. there is no transportation support specifically for councelors. poor 5.2. communicational support for officer and client comunication is available. there is no comunication support specifically for terrorism client councelors. poor 5.3. consultation room specifically for client consultation is available. there is no room specifically for terrorism client consultation sessions. poor international journal of human capital management, vol. 4 (2), december 2020 107 | p a g e 5.4. training hall for clients is available. there is no training hall specifically for terrorism clients. poor 5.5. support on the availability of office stationaries is provided. there is support on office stationaries, however it is not adequate enough. average aspects evaluated evaluation criteria research findings score 6. budget readiness 6.1. budget is stated in the annual budgetary program. expense budget for terrorism clients is not stated in the annual budgetary program.. poor 6.2. specific budget budget for convict guidance is not specific. it is still combined with budget for other clients. poor 6.3. adequate amount the budget amount is less than adequate. it is less than rp. 100.000 monthly. poor 6.4. transparent budgeting plan is done transparently. good aspects evaluated evaluation criteria research findings score 7. material guidance 7.1. terrorism client guidance subject is stated in the annual program. guidance subject is written in the program as how it was planned out, but is stated in general and not specify for terrorism client. average 7.2. guidance subject is prepared in advance in the form of a document. guidance subject was not prepared in document. the councelor was not handed out the papers containing materials and details needed. poor 7.3. guidance subject is relevant with the purpose of the guidance. only a few of the program’s subject was relevant to the needs of terrorism clients. average based on the table above, it can be explained that the results of the evaluation of the input component is average. this means that only a few to several evidence that meet to the criteria of evaluation. some of the aspects of element evaluated are poor. for example facilities and budget. this is quite a big problem for the correctional facility to run the program. 3. process component evaluation international journal of human capital management, vol. 4 (2), december 2020 108 | p a g e the main activity in the terrorism client guidance program at surakarta correctional facility is personality guidance and independence guidance. personality guidance is directed to make clients aware of their mistakes and subsequently not repeat their unlawful acts. clients are also directed and facilitated to prepare for their reintegration to the community so that they can be immediately accepted by the community where the clients continue their lives after serving their sentence. in fact, the implementation of mentoring activities for terrorism clients still has many weaknesses. for example, one of the clients of terrorism said that he had not followed the guidance schedule several times and was able fill attendance list trough phone call or short message (m, interview, november 2014). similar statements were also made by other clients of terrorism (jt, november 2014 interview). for more details, the following are the results of terrorism client’s guidance program evaluation from each individual aspects. a. implementation of behavioural and autonomy activity aspect. the result for this is in the catagory of good. in this sub-component, the weakness is in the consistency from the councelors with their clients and the inability of program executors in providing the guidance materials suitable for the needs of terrorism clients. b. work mechanism aspect. the result for this is good. work procedure is available and implemented by correctional councelors. however, specific work procedure for terrorism clients is not available yet. c. cooperation aspect. the result for this is good. internal and external cooperation is implemented well. the only improvement needed is the cooperation between the polica and attorney that still needs to be worked on. d. control and evaluation aspect. the result for this aspect is average. this is due to the permisive attitude from councelors to the clients absent from the guidance activities. councelors are also unable to supervise terrorism clients who is already in the public community. tabel 4. process component evaluation report aspects evaluated evaluation criteria research findings score 1. guidance implementati on 1.1. the scheduled once a month counceling must be fulfilled. attendance can be used to measure obedience. officers can sometimes be permissive. attendance can even be done through a phone call (online attendance). average 1.2. to understand the client’s activities in public community, open and closed method of supervision can be done by councelors. closed supervision proves to be difficult to do due to the limited resources and geographical obstacles. while open supervision is done through attendance. average aspects evaluated evaluation criteria research findings score 2. work mechanism 2.1. there is a specific work procedure for the guidance of terrorism clients. there is no specific work procedure for terrorism client’s guidance. the only available work procedure is for the general cllient’s guidance. average 1.2. the guidance activity for clients is implemented according the guidance activity is implemented according to the work procedure available. good international journal of human capital management, vol. 4 (2), december 2020 109 | p a g e to the general work procedure. aspects evaluated evaluation criteria research findings score 3. cooperation 3.1. there is good teamwork between divisions in the surakarta correctional facility. there is good teamwork between each division and members in the surakarta correctional facilty. good 3.2. maintaining a good working relationship between surakarta correctional facility and the stakeholders. the relationship with stakeholders is still not maintained well. as an example there is no synergy between the police and the attorney regarding supervision. average 3.3. establishing good cooperation with the public society. cooperation with the public society has not proceeded well yet. the public society is still reluctant in accepting terrorism convicts. average 3.4. establishing good cooperation with the client’s family. cooperation with the client’s family went well. good aspects evaluated evaluation criteria research findings score 4. leadership 4.1. councelors are involved in decision making. correctional facility officers are involved in decision making. good 4.2. reward and punishment system for the staffs is maintained consistently. reward and punishment is consistently maintained and proporsionally given. good 4.3. communication between leader and subordinates is maintained well. communication between leader and subordinates is done through formal and non formal forums. good aspects evaluated evaluation criteria research findings score 5. control and evaluation 5.1. client’s attendance in activities is maintained well. most of the clients are present in guidance program. proven through signature attendance checklist. good 5.2. a constant supervision for the clients outside the regular routine schedule. supervision outside the routine schedule is not implemented yet. poor 5.3. evaluation for the activities periodically. the evaluation for the guidance activities is done annualy. good based on the table above, it can be explained that the results of the evaluation of the process component is good. this means that several to lots of evidence meet to the criteria of evaluation. some aspects of element evaluated are good. only two element of cooperation and control and evaluation which are external cooperation and supervision outside routine schedule are average and poor. international journal of human capital management, vol. 4 (2), december 2020 110 | p a g e the following table shows the results of the evaluation of the implementation of personality guidance and independence at surakarta correctional facility. 4. product component evaluation whether clients are independent or not is influenced by how the correctional facility is fostering them. because the correctional facility is where clients seek new skills during their mentoring period. the results of the research in the field indicate that almost all clients do not experience additional knowledge from the correctional facility. this was revealed in an interview with a client of terrorism (sf, interview 27 november 2014) that the subject quality and teaching system did not answer the problem, as revealed in the following statement: i see the material provided is just like that. i see that it doesn't affect me to find work outside. when i was outside, the one who decides whether i could get a job or not was myself, yes, i was alone with the knowledge i had. what they gave, still didn't provide a solution. i think what i feel is the same as the others. when the teaching and guidance material provided by correctional facility was considered the client had not answer the problem and did not provide a solution, the client's autonomy did not increase anyway. this can be found from the answers of almost all clients who feel that the material provided is not beneficial for the development of future autonomy or independency. it is bad, while the client has spent a long time in guidance but not given appropriate guidance material. for more details, the following are the results of terrorism client’s guidance program evaluation from each individual aspects. a. personality aspect. the result for the personality aspect evaluation is good. out of seven aspect rated, only one aspect received a poor score which is the aspect of accepting the rules and regulations of indonesia’s governmental system based on pancasila and uud 45. half of the guidance target desires an islamic governmental system based on islamic law. b. autonomy aspect. the result for the autonomy aspect is poor. all the criterias needed are either poor or avarage in score. this is due to the lack of focused analysis for the needs of terrorism client, especially in the economic factor after they are released. tabel 5. product component evalation report aspects evaluated evaluation criteria research findings score 1.1. follows the regulation and rules in the surakarta correctional facilty. 10 clients are obedient to the rules and regulations of surakarta correctional facility. good 1.2. can socialize with the public community. 11 clients are capable of socializing with the public community by working in carpentry, opening a computer business, establisihing food stalls, etc. good 1.3. regiously follows the teachings of their religions. every clients religiously follow in the teachings of islam. excellent international journal of human capital management, vol. 4 (2), december 2020 111 | p a g e 1. personality 1.4. not associated with any activities involving terorism again. 14 clients are not indicated on returning to their previous circle. good 1.5. clients acknowledge and accepts the governmental system in indonesia. 9 clients acknowledges and accepts the governmental system in indonesia. average 1.6. client does not judge and are not hostile to other people with different believes/religion from them. 12 clients does not judge and are not hostile to other people with different believes/religion from them. good 1.7. client does not support in terrorism/violent acts. 10 clients does not support in terrorism/violent acts. while the other 8 (45%) supports in terorrism/violent acts. good aspects evaluated evaluation criteria research findings score 2. autonomy 2.1. clients are confident and feel optimistic in leading their future lives. 5 clients are optimistic and confident in leding their lives alongside the public society. poor 2.2. easy to get a job to provide for their family and themselves. only 3 clients feels unburdened in getting a job and providing for their family and themselves. poor 2.3. gains knowledge and skills for work. only 2 clients acknowledge that they have gained knowledge and skills through guidance from the correctional facility. poor 3. impact 3.1. accepted in the society. most of the clients can socialize with the community around them. good 3.2. negative stigma gradually decreases public society around the client is not worried or in fear. good conclusion the result for context evaluation is on the level two which means as average. for more details, the following are the results of terrorism client’s guidance program evaluation from each individual aspects, 1) vision and mission aspect is average, 2) aspect of the program’s goal is average, and 3) program objective aspect is average. then the result for the input component evaluation is on level 2 which translates as average. for more details, the following are the results of terrorism client’s guidance program evaluation from each individual aspects: 1) program strategy aspect is average, 2) program plan aspect is average, 3) organization preparedness is good, 4) human resourcess preparedness is good, 5) facility preparedness aspect is poor, 6) budget preparedness aspect is poor, 7) guidance subject preparation aspect is average. beside that, the result of the process evaluation is on a good level. for more details, the following are the results of terrorism client’s guidance program evaluation from each individual aspects: 1) mechanism in implementation of behavioural and autonomy activity aspect is good, 2) work mechanism aspect is good, 3) cooperation aspect is good, 4) leadership is good, 5) control international journal of human capital management, vol. 4 (2), december 2020 112 | p a g e and evaluation aspect is average. the result for the component evaluation process is average. for more details, the following are the results of terrorism client’s guidance program evaluation from each individual aspects: 1) personality aspect is good, 2) autonomy aspect is is poor, and 3) impact is good. according to the result and discussion on the evaluation of terrorism client guidance program in surakarta correctional fcility, the decision is that the program can continue with a few revision and also increasing the preparation for the implementation of the program. recommendation 1. formulation for the vision, mission, objective and target of the terrorism guidance program has to be based on the analysis of the needs of terrorism clients. mainly to moderate their radical ideology and help them to be independent after they are released. 2. formulate a strategic plan based on establishment of the objective to moderate the client’s radical ideology and help them be independent economically. 3. increase the readiness of human resources available, especially their competence in guiding terrorism clients, through education and training in terrorism countermeasure and radicalism prevention. 4. increase the readiness of resources for guidance program such as consultation room, skill training hall, transportation and communication resources for the counselor and the terrorism clients. 5. increase the budget for guidance program by convincing the parent organization that an adequate budget support is needed for this program. 6. increase the cooperation with stakeholders, especially public figures and related institute, to help prepare the terrorism clients in going back to the public society. 7. continuous closed supervision outside of the regular counceling schedule to gain a good knowledge on the client’s activities. 8. continuous guidance program evaluation so that a revision can be made as soon as possible if the objectives has strayed from what has been 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(2011). evaluasi, teori, model, standar, aplikasi dan profesi. raja grafindo persada. international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 4 (2), december 2020 64 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 4, no. 2, december 2020, p 64-77 private university lecturer’s professional commitment in jakarta marisa permatasari universitas negeri jakarta email: marisapermatasari_7647111168@mhs.unj.ac.id dedi purwana universitas negeri jakarta email: dpurwana@unj.ac.id maruf akbar universitas negeri jakarta email: maruf.akbar@unj.ac.id abstract this study aims to analyze the effect of transformational leadership, academic culture, self – engagement on lecturer’s professional commitment of private university in jakarta. a quantitative approach were used in the study. data were analyzed from 212 lecturers of b-accreditation private universities in jakarta using structural equation modelling (sem). the findings delivers two things; first, there were positive and significant effect of transformational leadership on lecturer’s professional commitment; self – engagement on lecturer’s professional commitment; transformational leadership on academic culture; academic culture on self – engagement. second, there were no significant effect of academic culture on lecturer’s professional commitment; transformational leadership on self – engagement. keywords: professional commitment, transformational leadership, academic culture, self – engagement received: 20 august 2020 ; accepted: 7 september 2020 ; publish; december 2020. how to cite: permatasari, m., purwana, d., akbar, m. (2020). private university lecturer’s professional commitment in jakarta. international journal of human capital management, 4 (2), 64-77. https://doi.org/10.21009/ijhcm.04.02.07 http://journal.unj.ac.id/unj/index.php/ mailto:dpurwana@unj.ac.id international journal of human capital management, vol. 4 (2), december 2020 65 | p a g e introduction education shaped the way of people contribute to the development of a nation and it can be achieved through an education institution (awang, ahmad, & zin, 2010). a success higher education institution is capable of providing the best teachings, researches and services in order to satisfy the student needs and form the best student graduates (endro, budiyanto, & suhermin, 2017; siregar, lumbanraja, & salim, 2016; xiao & wilkins, 2015). one of the key players is the educator or lecturer who contributes their teachings and researches by keep updating their knowledge and delivers it best for their students (awang et al., 2010; gupta & nain, 2015). as dorenkamp and ruhle (2018) stated that lecturer needs to fulfilled their academic duties such as research, teaching, publishing papers and also community service. in indonesia, these academic duties are commonly known as “tridharma perguruan tinggi”. in order to achieve the ideal performance of tridharma perguruan tinggi, a lecturer has to be an excellent lecturer. wood and su (2017) emphasized that an excellent lecturer is someone who is committed and dedicated to their profession. a lecturer who has a low level of professional commitment meaning that they have low feeling of attachment and appreciation towards their profession (jabeen, khan, & islam, 2019). shukla (2014) mentioned that teaching is not just an occupation but there is more to it for a bigger picture, therefore a lecturer needs to have a professional commitment; it is a feeling of dedication towards their profession. professional commitment of lecturer has been recognized as one of the most important factor for the future success of education and its institution (thoker, 2017). professional commitment reflecting the person’s attitude to their profession, and usually a person whose committed their profession, they motivate themselves in order to keep up with their profession development (mitchell, boyle, & von stieglitz, 2018; shoaib & khalid, 2017). over the years, lecturer’s professional commitment had not been fulfilled ideally. as it is shown by widawati, styani dan nadya (2010) in their study of professional commitment of lecturers in a university which had found that 70% of lecturers were commited to their teaching duties, 19% were commited to their research duties and the rest were the community service. another study also concluded that the performance of lecturer’s tridharma perguruan tinggi was majorly in teaching but only acquired a fair result on research and community service (bungai & perdana, 2018; istambul, 2019; nur’aeni, 2011). a similar result was obtained by a pre-survey conducted through a sample of 35 lecturers from b-accreditation higher education institution in jakarta regarding the fulfillment of tridharma perguruan tinggi and the results found that 67% of lecturers were not fulfilled their research and publishing papers duties, 51.7% were not fulfilled their community service duties and lastly 35.5% were not fulfilled their teaching duties. according to those studies above, it revealed that most of lecturers were only focused on their teaching duties because it is the most basic duty to carry out and the proportion provided by the campus is heavier to teaching compared to the research duties and community service duties that were not done optimally, it was due to some aspects such as they find it difficult in doing it, the campuses does not support to facilitate research or community service, it is quite costly and also it is not a priority for them because being a lecturer is considered as a secondary profession. professional commitment reflecting their work performance where they need to have creative thinking, innovation and contribute their knowledge and values for the development of their students (shahdan, ghani, & elham, 2012). there are other factors that may contribute to this professional commitment of lecturer matter. due to that, leadership style may play a role to enhancing the commitment of individuals in their institution (ochugudu, ipuele, & aondoaseer, 2013). transformational leadership style may facilitate lecturer commitment and capacities to reach the goals through the leader behavior such as setting clear direction, brings charisma, motivation, inspiration, developing people and redesigning the organization to fulfilled the lecturers’ needs (para-gonzález, jiménez-jiménez, & martínez-lorente, 2018; selamat, nordin, & adnan, 2013). a study by islam (2019) revealed a direct significant and positive effect of transformational leadership on lecturer’s professional commitment; it is believed that transformational leader formed the lecturer’s commitment and encouraged them to contribute to their fullest potential for the development of education institution. on the other hand, darmawati (2013) established an insignificant effect of leadership on professional commitment. international journal of human capital management, vol. 4 (2), december 2020 66 | p a g e academic culture also may have an effect on professional commitment, a regression analysis study by setyaningsih (2017) concluded a significant effect academic culture on professional commitment of university lecturers. another path analysis study on private higher education institution lecturer by murniarti (2014) stated a significant and positive effect of academic culture on work commitment. on the contrary, awan, mahmood dan idrees (2014) based on their anova result discovered insignificant effect of culture on commitment. academic culture creating the system of work that built on norms, value, organization standards and rules (dirwan, 2015). as it is stated by yalabik, van rossenberg, kinnie and swart (2015) on their regression analysis study which had concluded a significant and positive effect of engagement towards professional commitment. a similar result by hanaysha (2016) using structural equation modelling analysis, confirmed a significant and positive effect of employee engagement on organizational commitment. being a lecturer is being engaged to a profession that need the person’s dedication, vigor, patience and their willingness to share their knowledge and educate other. those positive attitude will brings the best to put deeper in their academic duties as well as to shape their commitment towards their profession (arifin, troena, djumahir, & rahayu, 2014). on the basis of past studies, this present study was undertaken to examine and analyze the effect of transformational leadership, academic culture, self – engagement on private university lecturer’s professional commitment. literature review professional commitment according to shukla (2014) professional commitment is a person’s willingness to dedicate themselves to their profession. furthermore, becker, kernan, clark and klein (2018) defined professional commitment as one’s motivation by putting their best ability and skills in order to develop their professional growth. gill dan kaur (2017), professional commitment is the degree of person’s acceptance and involvement to the profession by putting their best effort to develop their teaching profession. more over arjunan and balamurugan (2013) explained professional commitment is an enthusiasm to involve in the work related; in this case is to be involved in teaching and their aspects. shamina (2014), professional commitment of lecturer is a person’s belief in the teaching goals and values, dedicated efforts and the desire to maintain their teaching membership. according to thoker (2017), professional commitment of lecturer is define as one’s feeling of dedication towards their teaching profession which not only encouraged for the development of the students but also their professional growth. attri dan devi (2017) revealed that professional commitment can be improved through activities that support teaching professionalism such as seminars, workshop, conference, research, compensation and also work environment. cho dan huang (2012) mentioned professional commitment encouraged person’s belief and acceptance regarding the teaching profession therefore it boost efforts to carry out the duties of the profession and loyalty to the profession. tansakul (2015) stated that these aspects such as value, dignity, responsibility, willingness, benefit and alternative are reflecting the profession commitment . overall, professional commitment of lecturer is the person’s (lecturer) willingness to perform and have a certain attitude to fulfilled their duties and responsibilities. transformational leadership leadership take part as a key role in the organization to achieve goals. as it is defined by yukl (2013), transformational leadership is a leadership process that driven the moral values of followers in certain ways to work beyond its capabilities. according to northouse (2016), transformational leadership is a process that influence the followers by emphasizing emotions, values, ethics and encouraged them to reach their full potential to work their best in achieving common goals. moreover, kabeyi (2018) defined transformational leadership as a people-oriented leadership where the leader inspired followers to contribute their best to achieved common goals. furthermore, ng (2017) defined transformational leadership as a leader that were able to strengthen the followers’ morale by giving them the meaning and belief to do the work at their international journal of human capital management, vol. 4 (2), december 2020 67 | p a g e best in achieving goals. black (2015) revealed in the education domain, deal with changes is inevitable, transformational leadership approach is appropriate for this matter rather than transactional leadership. li and shi (2008) in yu (2013) mentioned that transformational leadership are morale modeling, visionary, charisma and individualized consideration. effective leadership has elements such as vision and goals, hands-on leadership, improvement and learning, work details and big picture (black, 2015). overall, transformational leadership is a leader who inspire and motivate their followers in order to deals with change and enhance their work performance. academic culture according to schein and schein (2017), culture is a collection of routines, norms and rules which to be used as a guidance and behavior boundary. as with organizations in general, higher education institution such as university which is academically based organization will also faced with changes that occurs and university will facilitate learning to deal with the changes over time which known as academic culture (pielmus, 2016). therefore, academic culture can be define as shared belief, values, symbols, norms, routines and procedures which spawn from generations in the university (pielmus, 2016). moreover, brick (2012) revealed that academic culture is the behavior, values and attitude presented by the academic society in the academic environment. academic culture is the rules, norms, values, beliefs and practices that form and guide the behavior patterns of people in the university environment when carrying out academic activities such as teaching and learning, research, assessment and administration (nayak & venkatraman, 2010; sutjipto, hidayat, & elizabeth, 2014; szelényi & rhoads, 2013). according to nikmah (2015) academic culture is universal culture that carried out the positive values of individual in their involvement to the academic activities. moreover, shen and tian (2012) defined academic culture as the process of academic activities in the university such as teaching, research, talent development and cultural exchange which can be characterized in academic outlook, academic spirit, academic ethic and academic environment. furthermore, sułkowski (2016) stated that academic culture is the values, standards and academic society norms that creates the shared identity in the university. overall, academic culture is a set of values and norms of the academic society when carry out and develop teaching and research which can become the shared identity. self – engagement engagement believed to be the key to understanding the effectiveness of human resources practices can support the performance enhancement of individuals and organization to the next level (truss, shantz, soane, alfes, & delbridge, 2013). an engaged individual will shown enthusiam, motivation and passion in doing their work. as stated by saks and gruman (2014) engagement is the person’s willingness to dedicate themselves physically, cognitively and emotionally in their work. referring to rich, lepine dan crawford (2010), engagement is individual whose fully put themselves in their work physically, cognitively and emotionally. it assumed that lecturer willingly to put themselve deep in their teaching, research and any other academic activities. an engaged individually will give their best contribution to their duties and responsibilities in order to enhance the organization performance (colquitt, lepine, & wesson, 2013; jakubik & vakkuri, 2015). moreover, klassen, yerdelen and durksen (2013) says lecturer who engaged will doing their duties by engaging cognitively, emotionally and their social interaction with the students or any other peers. overall, self – engagemen is the individual actions in carrying out their duties and obligations with full responsibility shown by enthusiasm, dedication and socializing. past studies indicated that transformational leadership had a significant and positive effect on professional commitment (almutairi, 2015; endro et al., 2017; yu, 2013). transformation leadership encourage followers to contribute and collaborate to increase to workflow in order to achieve goals (northouse, 2016); committed individual able to contribute to their work or profession effectively in order to achieve the organization goals and development (yahaya & ebrahim, 2016). this means that transformational leadership can enhance the levels of international journal of human capital management, vol. 4 (2), december 2020 68 | p a g e professional commitment among followers and creating a positive work outcome in achieving the common goals. based on the discussion made above, the following proposed hypothesis: h1: transformational leadership has positive effect on professional commitment. past studies indicated that academic culture had a significant and positive effect on professional commitment (al-sada, al-esmael, & faisal, 2017; azizollah, abolghasem, & mohammad amin, 2015; setyaningsih, 2017; zhu, devos, & li, 2011). teaching performance, supervising and research along with other aspects in academic environment shaped the academic culture of an education institution (rosser & tabata, 2010). professional commitment represent the person’s willingness to contributed and devoted to their professio n (shoaib & khalid, 2017). forming a positive work system of teaching and research may encourage lecturers to keep up with their duties optimally. this means that academic culture can enhance professional commitment. based on the discussion made above, the following proposed hypothesis: h2: academic culture has positive effect on professional commitment past studies indicated that self – engagement had a significant and positive effect on professional commitment (chandel, 2019; eghlidi & karimi, 2016; halbesleben, 2010; hanaysha, 2016; nazir & islam, 2017; ogbuanya & chukwuedo, 2017; yalabik et al., 2015). engagement creates a harmony relationship between the individual and their work. individual who engaged will contribute their best performance. this means engagement is able to boost individual’s commitment. therefore, based on the discussion, the following hypothesis presented: h3: self – engagement has positive effect on professional commitment past studies indicated that transformational leadership had a significant and positive effect on academic culture (akhtar, jalil, farooq, afzal, & awan, 2010; awan et al., 2014; purwana, 2015). transformative leader are willingly to involve themselves in the organization and leads to a greater level with the right decision and direction. this means, transformational leadership can form the culture of positive values. with this discussion, the following hypothesis presented: h4. transformational leadership has positive effect on academic culture past studies indicated that transformational leadership had a significant and positive effect on self – engagement (arifin et al., 2014; bae, song, park, & kim, 2013; raja, 2012; tims, bakker, & xanthopoulou, 2011). transformational leadership motivates and inspires followers to contribute their best value thus it encourage the followers to be engaged to their duties (tims et al., 2011). this means transformational leadership can enhance the individual to be engage through their inspiration and motivation. based on the discussion, the following hypothesis proposed: h5. transformational leadership has positive effect on self – engagement past studies indicated that academic culture had a significant and positive effect on self – engagement (arifin et al., 2014; suharti & suliyanto, 2012). academic culture is a self-identity in a academic environment that is formed from the structure, vision, mission, decision making, governance, teaching and research which aids adapting to change, increase effectiveness and competitive advantage (coman & bonciu, 2016; lacatus, 2013). engagement is person’s eagerness to focus on the work and duties in his/her best performance in order to enhance organizational effectiveness and performance organisasi (colquitt et al., 2013; jakubik & vakkuri, 2015). this means culture defines the individual’s behavior value in the organization which can enhance the engagement. therefore, based on the discussion, the following hypothesis presented: international journal of human capital management, vol. 4 (2), december 2020 69 | p a g e h6. academic culture has positive effect on self – engagement research method this study followed the quantitative approach for its methodology and data collection. the survey issued totally 248 questionnaires and received 216 questionnaires. and by eliminating the questionnaires whose answer are not serious therefore it used the effective questionnaires of 212. the questionnaires used for collecting data for this study were measured on a five-point likert scale ranging from 1 “strongly disagree” to 5 “strongly agree. to measure professional commitment, were adapted from tansakul, kamata, patarapichayatham, and kanjanawasee (2015) consist of 6 (six) dimension. transformational leadership were adapted and combined from li and shi (2008) and black (2015) consists of 4 (four) dimension . then, academic culture were adapted from shen and tian (2012) consists of 4 (four) dimension. lastly, self – engagement were adapted from klassen, yerdelen dan durksen (2013) consists of 4 (four) dimension. the collected data was then analyzed using ibm spss 25 and structural equation modelling (sem) on ibm amos 23. sem is used due to it is regarded as a powerful statistical technique to generate more accurate and reliable findings as it was emerged as a new generation tools compared to previous studies. result and discussion result the descriptive statistics of respondents indicated that females were accounted for 56% of total response while males represented at 44%. moreover, the demographic result indicated that 1% fall in the age group less than 25 years, 28 % were 25 – 35 years, 33% were 36 – 45 years, 23% were 46 – 55 years, 14% were 56 – 65 years and 2% were 65 years and above. on the education background demographic indicated that 77% had master degree and 23% had doctorate degree. and lastly, it was also found that 30% had working experience less than 5 years, 38% had experience 6 – 15 years, 22% has experience 16 – 25 years and 10% had experience more than 25 years. structural equation modelling (sem) the structural model fit test has indicated that it had met the fit criteria such as cmin/df 1,095; cfi 0.978; rmsea 0.021; pclose 1.000. however, it was also found that there were non – significant direct effect of h2 and h5. h2. academic culture on lecturer’s professional commitment the c.r value of academic culture on lecturer’s professional commitment was -0.726 (≤ 1.96) and p value ≥ 0.05, therefore it can be said this hypothesis was rejected or there was no effect of academic culture on lecturer’s professional commitment. h5. transformational leadership on self – engagement the c.r value of transformational leadership on self – engagement was 1.522 (≤ 1.96) and p value ≥ 0.05, therefore it can be said this hypothesis was rejected or there was no effect of transformational leadership on self – engagement. referring to lomax (2010), an adequate model fit with non-significant relation had a slight meaning. therefore, it is necessary to modify the model by trimming the non-significant relation and do another model fit test for the modified model. modified model fit international journal of human capital management, vol. 4 (2), december 2020 70 | p a g e the modified model fit test had also met the fit criteria such as cmin/df 1,101; cfi 0.976; rmsea 0.022; pclose 1.000and it was found that the rest of the relation were significant as it was shown on the model figure below: figure 1: modified model fit h1. transformational leadership on lecturer’s professional commitment the c.r value of transformational leadership on lecturer’s professional commitment was 2.446 (≥ 1.96) and p value ≤ 0.05, therefore it can be said this hypothesis was accepted or there was an effect of transformational leadership on lecturer’s professional commitment. h3. self – engagement on lecturer’s professional commitment the c.r value of self – engagement on lecturer’s professional commitment was 3.267 (≥ 1.96) and p value ≤ 0.05, therefore it can be said this hypothesis was accepted or there was an effect of self – engagement on lecturer’s professional commitment. h4. transformational leadership on academic culture the c.r value of transformational leadership on academic culture was 3.627 (≥ 1.96) and p value ≤ 0.05, therefore it can be said this hypothesis was accepted or there was an effect of transformational leadership on academic culture. h6. academic culture on self – engagement the c.r value of academic culture on self – engagement was 2.446 (≥ 1.96) and p value ≤ 0.05, therefore it can be said this hypothesis was accepted or there was an effect of academic culture on self – engagement. the factor loading values on each relation among variables and factor loading values on each dimension were shown on the table below: international journal of human capital management, vol. 4 (2), december 2020 71 | p a g e table 1: factor loading amongst variables factor loading transformational leadership --> academic culture 0.460 academic culture --> self engagement 0.765 transformational leadership --> lecturer’s professional commitment 0.270 self engagement --> lecturer’s professional commitment 0.399 table 2: factor loading on each dimension variable dimension factor loading lecturer’s professional commitment dignity 0.888 benefit 0.824 transformational leadership visionary goals 0.807 morale modeling 0.832 wise 0.706 academic culture academic outlook 0.659 academic spirit 0.895 academic ethic 0.760 self – engagement cognitive engagement 0.645 social engagement (students) 0.715 social engagement (peers) 0.874 discussion there was positive and significant effect of transformational leadership on lecturer’s professional commitment. it means that transformational leadership directly influence the lecturer’s professional commitment. this result verifies the studies by yu (2013), endro, budiyanto dan suhermin (2017) and almutairi (2015) which concluded a positive and significant effect of transformational leadership on lecturer’s professional commitment there was a non – significant effect of academic culture on lecturer’s professional commitment. a similar result of non – significant effect of academic culture on lecturer’s professional commitment was confirmed on awan, mahmood and idrees (2014). a positive and significant effect of self – engagement on lecturer’s professional commitment. it means that self – engagement influence lecturer’s professional commitment directly and positively. this result ties well with the studies by yalabik et al (2015), eghlidi and karimi (2016), ogbuanya and chukwuedo (2017) which had found that self – engagement has an impact on lecturer’s professional commitment. there was positive and significant effect of transformational leadership on academic culture. it means that transformational leadership influences academic culture. this result supported the studies by purwana (2015), akhtar et al (2010) and awan et al (2014) which stated that leadership has a great influence to academic culture in order to achieved shared goals. there was a non – significant effect of transformational leadership on self – engagement. a similar result of non – significant effect of transformational leadership on self – engagement was confirmed on kertiriasih, sujana dan suardika (2018). international journal of human capital management, vol. 4 (2), december 2020 72 | p a g e there was positive and significant effect of academic culture on self – engagement. it means that every increased value of academic culture will increasing the self – engagement. this result supported the studies of positive and significant effect academic culture on self – engagement by arifin et al (2014), suharti and suliyanto (2012). the findings of this study indicated that b-accreditation universities’ lecturers academic culture were not directly influence lecturer’s professional commitment. as awan, mahmood and idrees (2014) determined in their study of that culture did not influence commitment of private university libraries employees in pakistan. it verified that the characteristics of employees which include staff and lecturers in private universities seem dominant to have similar pattern. culture needs to be flexible in a such working environment which they may work without feeling any burden (habib, aslam, hussain, yasmeen, & ibrahim, 2014) and if it cannot achieve that state then it may have a weak culture which could faces of weak commitment as well. however the influence of academic culture to self – engagement is the strongest one, and followed by the influence of self – engagement to lecturer’s professional commitment. based on that it seems that the academic culture in private universities may not be flexible but for individuals it put great effect through the academic spirits therefore it highlighted the influence of academic culture to engagement. a limitation of the current study it did not include the indirect effect between academic culture and lecturer’s professional commitment through self – engagement. although, academic culture might indirectly influence lecturer’s professional commitment through self – engagement. therefore, future studies might focus on this indirect effect. conclusion a positive and significant effect of transformational leadership on lecturer’s professional commitment accounted for a factor loading of 0.270. a non – significant effect of academic culture on lecturer’s professional commitment. a positive and significant effect of self – engagement on lecturer’s professional commitment accounted for a factor loading of 0.399. a positive and significant effect of transformational leadership on academic culture accounted for a factor loading of 0.460 a non – significant effect of transformational leadership on self – engagement. a positive and significant effect of academic culture on self – engagement accounted for a factor loading of 0.765. recommendation the university needs to provide help and clear guidance for lecturer, a career development and an ideal compensation for lecturer. head of study program as a leader needs to be flexible, improve communication and self – control while dealing with lecturer by keeping limitation between them and lecturer. the university urged to facilitate and support lecturer to be productive on research and publishing journal by independently or collaboratively. the university is expected to accommodate lecturer with a proper infrastructure in order to boost their focus and can be eager to do as much research as possible for the knowledge enrichment. references akhtar, n. a., jalil, f., farooq, m. s., 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(2011). teacher perceptions of school culture and their organizational commitment and well-being in a chinese school. asia pacific education review, 12(2), 319– 328. https://doi.org/10.1007/s12564-011-9146-0 international journal of human capital management, vol. 3 (2), december 2019 international journal of human capital management, vol. 3 (2), december 2019 17 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 3, no.2, december 2019, p 17-26 industrial relationship between worker, entrepreneur and government on the outsourcing program in pt. aru raharja indonesia anandha budiantoro state university of jakarta email: anandhabudiantoro_im13s3@mahasiswa.unj.ac.id ma’ruf akbar state university of jakarta email: marufakbar@unj.ac.id wibowo state university of jakarta email: wibowo@unj.ac.id abstract this study aims to determine whether the industrial relationship between worker, entrepreneur and government at pt. aru raharja indonesia has achieved its goal. this research method used an evaluative descriptive method. the object of the research was focused on the industrial relationship between worker, entrepreneur and government on the outsourcing program of pt. aru raharja indonesia. data is collected through observatied, documentation studied, and indepth interview. data analysis used descriptive evaluative techniques, through four stages, namely: data collection, data reduction, data display and conclusion drawing/verification. the results of the studied found that industrial relationship at the outsourcing program of pt. aru raharja indonesia is classified as moderate. this indicates that the industrial relation to the outsourcing program of pt. aru raharja indonesia still needs to be repaired in its implementation. it can be less effective in the process of communication between worker, entrepreneur and government in the form of coaching, supervision and coordination between the parties involved in the relationship industry. keywords: industrial relationship, worker, entrepreneur, government, outsourcing program received: 27 july 2019 ; accepted: 9 september 2019 ; publish; december 2019. how to cite: budiantoro, a., akbar, m., & wibowo. (2019). industrial relationship between worker, entrepreneur and government on the outsourcing program in pt. aru raharja indonesia. international journal of human capital management, 3 (2), 17-26. https://doi.org/10.21009/ijhcm.03.02.03 international journal of human capital management, vol. 3 (2), december 2019 18 | p a g e introduction the progress of a country can be seen from the rapid economic growth of the micro or macro sector to improve the life of the prosperous nation. indonesia is classified as a developing country. the country's indicators have experienced significant growth in many aspects, especially in agriculture, mining and industrial sector. in an effort to realize the welfare of his people through various economic activities set in the constitution 1945 in article 33 paragraph 1-5, namely that the economy is compiled as a joint venture based on the family principle. the efforts of the state in the welfare of the people can be done with various economic activities in various fields, one of which is in the field of industry. the industrial field is a feature of emerging economies is one of the branches that absorb a lot of manpower. in this case the government seeks to develop industrial enterprises in improving the nation's economy. in many companies engaged in the industry can absorb a lot of manpower, there is a relationship between workers and entrepreneurs. in this case, various rules governing government relations, workers with entrepreneurs, various rules are enforced in indonesia in order to regulate this working relationship in the law no. 13 year 2003 about employment. the practice of economic activity in the field of industry resulted in various problems that arise in industrial relationship, especially in the working relationship between employer and worker. the working relationship requires that a work agreement is legally binding on formyl and materil. this aims to ensure a fair and mutually beneficial relationship between entrepreneurs and workers in industrial relationship, especially in the implementation of outsorshing programs. it is given that the unemployment condition in indonesia according to the central statistic year 2016 amounted to 7.02 million people, 5, 5% of the total population of indonesia. there is an increase in the number of levels of a undergraduate targets of compared with the year 2015 increased from 5.43% to 6, 22% (sawitri, 2016). it is triggered by the difficulty of educated graduates to find jobs and competition conditions to get the job tougher. the difficulty of getting a job that corresponds to education level ranging from senior high school, diploma 1, diploma 2, diploma 3, and undergraduate causes them to receive all kinds of work despite not matching interests, talents and background education, resulting in low outsorching workers ' wages. baharuddin (2016:2) stated that through the outsourcing of workers who do not yet have the job can be absorbed, so that the workers get a livelihood source through the giving of wages. the outsourcing program is part of an industrial relationship study area involving workers, entrepreneurs and governments. the company outsourcing labor services provider is a company that provides outsourcing labor services for employers company. there are many companies that use the services of outsourcing service provider company. it is an opportunity to be utilized. providers of outsourcing services are sought to focus on the development of human resource management as an effort to improve the quality of the competitive outsourcing workforce in the industrial field. song, (2010) stated that the potential of outsourcing business in indoesia is quite large ie year 2014 jour figure of rp. 17, 4 trillion. according to song, (2010). that the outsourcing business in indonesia is growing in the financial sector information and technology (it). jif the trust management company outsourcing manage professionally his business, then the potential profit will increase in the coming years. in the outsourcing business, there are several problems faced with regards to (1) legal protection in working relationships with outsourcing systems, (2) health and safety in industrial relations, (3) required disputes industry relationship, and (4) employment. these issues, caused by human resource limitation, lack of effective review of the organization of outsourcing program implicates on the process of recruitment and employment of incompetent outsourcing labor. from the side of the user or employer company find it difficult to conduct communications with management of the outsourcing company as a provider of outsourcing labor services. from the labor side outsourcing is related to the well-being given by outsorching power provider companies. it appears when the outsourcing workforce that has decades of work, receives a monthly wage that is almost the same as the outsourcing international journal of human capital management, vol. 3 (2), december 2019 19 | p a g e workforce that has just the efficacy of working, and has a working period of less than 1 year. almost all outsourcing workers found also complained about the absence of overtime wages and quality work. this research aims to reply and analyze about the industrial relations between workers, entrepreneurs and governments in pt. aru raharja indonesia literature review a. outsourcing program in industrial relations activities understanding industry relations in law number 13 of year 2003 on employment article 1 number 16 mentioned that the industrial relation is a system of relations formed between the perpetrators in the production process of goods and/or services that the administration, workers, and governments based on the values of pancasila and the constitution of the republic of indonesia in years 1945. according to the bangun, (2017:29) industrial relations are inter-stakeholder relations to organizations for jours purposes in retail and in groups. according to simanjuntak (2009:67), industial relations is a relationship to issue a trust related or interested in the production process of goods or services in a company. khakim (2009:98) states the relationship is the relationship industry between workers, the administration and the government in the production process. from the descriptions above, relationships are the industry of worker relationships, the administration and the government in the production process for jours in retail and group purposes in business activities. implementation of industrial relations is in the production activities between the administration and workers through employment agreements. the liquid outsourcing form of production practices involving workers and personnel in the form of use of workers ' services by the company's trust. according to carey et.al. (2006) outsourcing is the transfer of activities from the company of the house which is usually done internally redirected external. burnes and antisthenis (2003) assert that outsourcing liquid activities to divert some of the company's activities and decision-making rights to other trust (the company's outsourcing). silaban suggests that outsourcing adheres to flexibility in the job market in the family of production processes (rahman, 2016:2). many companies use outsourcing services for the development of their information technology (it), if the company chooses a less precise vendor, then the process of transfer teknonolgi will not run smoothly so it is not profitable for employers. one of the outsourcing goals is efficiency, so if the employer unknowingly puts the outsourcing worker on the core business sector then it can invite the risk of outsourcing worker status for the law to be permanent worker employer. in industrial relationship, outsourcing in indonesia, according to djulmiaji (2008:86), there are three things to be aware of, namely: "giving a legal umbrella and legal certainty in the implementation of a working relationship, legal protection especially in the application of working conditions, labor social security, employment continuity and freedom of issue of opinion and association, and the availability of adequate supervisory officers in quantity and quality in order to supervise the regulations intensively in the outsourcing system field ". meanwhile, croush (1992) emphasized that: "industrial relations must include the sublime values contained in the sila-please pancasila considering that pancasila is the philosophical basis of the nation." lewin (2010) gives the opinion that occupational safety and health is important for the company, due to the impact of accidents and occupational disease. industrial relations is the relationship between all parties who are stuck or concerned about the production process or service in a company. the most interested parties on the company's success and direct dealing with everyday are entrepreneurs or management and workers. in this regard, the community has an interest, as a supplier of production factors namely goods and services needs of the company and as a consumer society or users of the results of the company. meanwhile, the government has a direct and indirect interest in the company's growth, such as the source of tax acceptance. so, industrial relations are the relationship between all stakeholders among the management of the company and workers. b. industrial relations principles international journal of human capital management, vol. 3 (2), december 2019 20 | p a g e simanjuntak (2009) states the principle of industrial relations is based on the equal interests of all elements of the success and continuity of the company. barrow (2002:292) states that the basic principle of industrial relations is based on the common interest between employers and workers to realize the success of the company. crouch (1991:262) states that the basic principles of industrial relations refer to the interests of entrepreneurs and workers in functional relationships through a mutually beneficial division of work. lewin, d. (2010) stated that the basic reference to industrial relations is the relationship of entrepreneurs and workers is a member of the company with a common purpose to achieve mutual benefits. according to kelly, (2002:209) that in an effort to create company calmness and tranquility work to increase corporate productivity and shared prosperity, it is necessary to establish effective industrial relations. c. collective work talks the joint work agreement is a foothold of employees in achieving achievements which in turn will lead to corporate performance and employee welfare. millward n., bryson, a. and forth, f. (2002) stated that in the work relationship has the potential for differences of opinion that can occur conflicts of interest. therefore, to overcome the existence of conflict that could harm the parties involved in industrial relationship, it is necessary to have arrangements in the working relationship in the form of joint work agreement. edwards (2003) has established that joint employment agreements are made with the approval of individual employers and employees. according to royle and towers (2002) that the arrangement of collective employment requirements can be in the form of a joint work agreement with the joint work agreement, which contains a set of terms of employment, rights and obligations of the parties which are the results negotiations between entrepreneurs, in this case represented by the management of the company and employees who in this case are represented by the workers union, as well as listed on the responsible agency in the field of employment. it is contained in article 1 uu number 13 year 2003 point 21. the joint work agreement is made through negotiations between the management and the unions. the above thought is that the joint work agreement is made through negotiations between the management and the unions aiming to guarantee the certainty and protection of the law in the working relationship, so that it can create peace of mind and strive. the validity period of the joint work agreement is at least 2 (two) years old and may be extended for a period of at least 1 (one) year. the joint work agreement is an instrument used for the operation of industrial relations, where other means are unions, entrepreneur organizations, bipartite cooperation agencies, tripartite cooperation agencies, regulations regulations, industrial relations dispute resolution institutions. according to the conditions, the subsequent making of the joint employment agreement can be initiated at least 3 (three) months prior to the expiry of the applicable joint work agreement. in case of negotiations when not reaching an agreement, the ongoing joint work agreement remains in effect for at least 1 (one) year. thus, the process of creating a shared work agreement does not take a long and protracted time until a dead lock resulting in the absence of legal certainty. methodology the method used in this study is evaluative descriptive method. the object of the research was focused on the industrial relations between workers, entrepreneurs and governments at pt. aru raharja indonesia. data is collected through observatied, documentation studied, and indepth interview. data analysis used descriptive evaluative techniques, through four stages, namely: data collection, data reduction, data display and conclusion drawing/verification. analysis of data in this study using cipp model. the evaluation model was developed by wirawan which is used as a process of depicting, obtaining, providing useful information to assess the necessary alternatives in order to make decisions (wirawan, 2012:92). stufflebeam reveals that the cipp model can be used by internal evaluators, either by the international journal of human capital management, vol. 3 (2), december 2019 21 | p a g e team or individually as measured through the four phases: conteks, input, process, and product. according to stufflebeam. and coryn, (2014) the cipp model includes (1) "an evaluator employs a context evaluation to assess needs, problems, assets, and opportunities within a defined environment. needs include those things that are necessary or useful for fulfilling a defensible purpose. (2) "essentially, an input evaluation should involve identifying and rating relevant approaches (including associated equipment and materials) and assist decesion makers in preapering the chosen approach for execution. an evaluator should also search through the client enviromental for political barriers, financial or legal constraints, and potentially available resource ". (3) "a process evaluation includes an ongoing check on a plane's implementation and documentation of the associates process" and (4) "the purpose of a product evaluation is to measure, interpret, and judge an enterprione's outcome. feed back about outcomes is important both during an activity cycle and at its conclusion. product evaluator should assess intended and uninteded outcomes and positive and negative outcomes." to measure the achievement level of evaluation criteria used reference data benchmark of ordinal-scale categories,. the use of ordinal scale 1-3 describes the low with a score less than < 50%, scale 2 describes the moderate score achieved between 50-89%, and the scale 3 describes the height with a score of > 90%. schemes of the assessment mechanism used are described as follows: table 1 decryption rating scale scoring rating description 1 low criteria are not met under 50% of the number of criteria grains. 2 moderate evaluation criteria are partially fulfilled, 50-89% of the number of criteria 3 high evaluation criteria met more > 90% of the number of criteria source: mulyatiningsih, e. (2014: 35). metode penelitian terapan bidang pendidikan. result and discussion a. research results 1. the legal foundation of industrial relations between workers and entrepreneurs on the outsourcing program of pt. aru raharja indonesia. the legal foundation of industrial relations between workers and entrepreneurs on the outsourcing program of pt. aru raharja indonesia refers to the law number 13 year 2003 about employment and regulation of the minister of labour and transmigration of the republic of indonesia ( number 19 year 2012) about the terms of submission of some work execution to another company. the legislation is not documented in the company's important documents, with the aim to help the parent company to focus on what the core business has achieved, even in practice the target outsourcing programs are not yet achievable for the implementation of the outsourcing program strategies owned by pt. aru raharja only refers to the target creation of good service and the creation of the company's organizational atmosphere conducive. 2. management, industrial relations between workers and entrepreneurs at pt. aru raharja indonesia international journal of human capital management, vol. 3 (2), december 2019 22 | p a g e management, industrial relations between workers and entrepreneurs at pt. aru raharja indonesia, conducted through operational activities under the authority of operations director assisted by operations managers, assistant operations managers and staff operational. financial managers, human resources, and the general under the direct control of the president director but the duties and functions of the financial managers, human resources, and general are only limited to the time of the recruitment process and the selection of labor outsourcing, placement, wages, employment and termination of employment. coaching, communication, supervision of outsourcing programs under the control of the directorate of operations, but in the reality of communication between entrepreneurs and governments in the form of reports of manpower activities assessed still low, so implication on employment supervision, particularly in relation to safety, health and welfare of workers. similarly, the communication between entrepreneurs and labor manpower in the form of coordination dninilai is still not optimal. to achieve target outsourcing program, pt. aru raharja indonesia has three outsourcing strategy program that is 1.) maintaining good relations with pt. jasa raharja 2.) always strive to provide the best service 3.) conducting interactions/socialization with partners in a proforsional basis by officers and staff in accordance with their duties and authorities. pt. aru raharja indonesia's outsourcing program plan is complete with target and target income, but not yet have standar operational procedur book, it implicates the existence of error procedures during implementation of the program. recruitment and outsourcing workforce selection of 90% applicants derived from the internal recommendation of parent company group, the selection process is not strict. the process of recruitment and selection does not involve the psychotest only a short interview conducted in the branch office of jasa raharja implemented by the management of branch office, head office of pt. aru raharja only only accept the proposal . this causes the quality of work of the outsourcing workforce can not be known and accountable by the party of pt. aru raharja indonesi, because the management does not participate actively during the process of recruitment and selection directly against prospective outsourcing workforce applicants. industrial relations between entrepreneurs and workers in the form of cooperation agreements on procurement of supporting services between pt. jasa raharja (persero) with pt. aru raharja each has contained the rights and obligations of each party as well as the details of the work and the required costs, settlement of disputes and the term of cooperation agreements signed by both parties. of the 11 article of the work, the component of overtime wages is not entered into the cooperation agreement of the supporting services procurement. source of funds in industrial relations activities for the implementation of the outsourcing program in pt. aru raharja indonseia is assessed as insufficient, although the employer has first paid the value of the employment agreement of the service procurement support. 3. placement, construction of the outsourcing program implementation outsourcing manpower placement, relies heavily on the needs of the head office/branch of pt. jasa raharja. pt. aru raharja live to approve the proposal, because the placement is a proposal from the head office/branch of pt. jasa raharja that requires outsourcing labor. recruitment and selection is done by the branch office of pt. jasa raharja, because the management of pt. jasa raharja not necessarily understand about the competencies needed to carry out a job from the outsourcing workforce such as security guards, night guard, interpreter and cleaning service. new outsourcing workforce placement does not necessarily match the criteria of competency that must have prospective outsourcing workforce to be able to work on a particular job. the outsourcing manpower coaching is done by the head office/branch of pt. jasa raharja. once a year the management of pt. aru raharja conducts development throughout indonesia through routine socialization programs, ranging from president director, operational director, operational manager, finance manager, human resources, and general. the function of coaching by the regional coordinator is the outsourcing workforce appointed international journal of human capital management, vol. 3 (2), december 2019 23 | p a g e by the management is less functional because basically they are also an outsourcing workforce that concurrently becomes the coordinator of the region, so it is sometimes less respected by fellow outsourcing workforce peers. the activity of outsourcing program in pt. aru raharja has been in accordance with the prevailing law and the the number 19 years 2012 on the terms of supporting services work. work of supporting services that have been implemented by pt. aru raharja covers the field of hygiene services, security services, and transportation services. but in activity the implementation of outsourcing program still there is a deficiency especially related to the performance of outsourcing workforce is a matter of discipline level. internal performance supervision of outsourcing manpower is more done by employers company namely pt. jasa raharja compared from the party of pt. aru raharja itself, supervision from external parties that is the institution authorized in the affairs tribe of trasmigration is not there. this is because the management of pt. aru raharja has long been not conducting communication and coordination with the employment supervisor. the outsourcing workforce performance assessment was not implemented, consequently the performance of the outsourcing workforce could not be measurable. the lack of performance assessments caused them to be less productive, as they did not know what performance they had to accomplish. an avid and lazy outsourcing workforce earns the same amount of wage rewards. 4. results and benefits of outsourcing program at pt. aru raharja indonesia results and benefits of industrial relations through the outsourcing program at pt. aru raharja indonesia as the outsourcing labor services company, is the inability to management pt. aru raharja to achieve the target of growth of the number of workers outsourcing by 5% annually. achievement of target growth of average outsourcing workforce still revolves around 3%. this is the result of pt. aru raharja not looking for new clients outside pt. jasa raharja (persero) so that the growth of the outsourcing workforce has stagnated in the number 3%. the results and benefits of outsourcing programs for employers is user, not yet helped enough with the presence of outsourcing workforce that helps and serves them professionally and disciplined. this causes them not to be fully focused on the core of their business. they are sometimes still concerned with issues related to coaching activities and outsourcing workforce supervision. table 1 decryption rating of research results number component value 1 he legal basis of industrial relations between workers and entrepreneurs on the outsourcing program of pt. aru raharja indonesia high (100) 2 management, industrial relations between workers and entrepreneurs at pt. aru raharja indonesia moderate (69,23) 3 placement, construction of the outsourcing program implementation moderate (64,70) 4 results and benefits of outsourcing program at pt. aru raharja indonesia low (33,33) total of components total of values = 267,26 program assessment: : international journal of human capital management, vol. 3 (2), december 2019 24 | p a g e way of judgment component value = number of values of each component number of components of the program component value : 267,26 = 66,85 % (moderate criteria). 4 from the results of the assessment of industrial relations in the outsourcing program, it can be stated that industrial relations in the outsourcing program of pt. aru raharja indonesia is classified as moderate with a final value of 65.81%. this indicates that the industrial relation to the outsourcing program of pt. aru raharja indonesia still needs to be repaired in its implementation, especially in relation to management, industrial relations between workers and entrepreneurs, placement, construction outsourcing program implementation and the results and benefits of the outsourcing program. it can be less effective in the process of communication between workers, entrepreneurs and government in the form of coaching, supervision and coordination between the parties involved in the relationship industry. b. discussions based on the results of research findings using the method of context, input, process, and product it shows that the legal basis of industrial relations in the outsourcing program includes program objectives and program objectives are assessed very effective program objectives outsourcing in pt. aru raharja in the industry relationship activities is to help the parent company in handling the jobs that are non core business. khalili et. al. (2017) explained that many companies use outsourcing services because they want to focus on what is the core business businesses. yasar, (2010:17). industry relations activities through the outsourcing program in pt. aru raharja indonesia seen from the organizational structure, management, strategy, program planning, standard operational procedures, readiness of human resources, recruitment, labor selection outsourcing, cooperation agreements, procurement of supporting services, readiness of facilities and infrastructure supporting the outsourcing program, the availability of funding sources of outsourcing program is assessed quite effective with a score of 69.23%. therefore, to achieve the input implementation of effective outsourcing program need to be done repair through the input components above. pt. aru raharja in the organizational structure adopted divisional departementalization, but in its implementation does not have sop book as a guide/guidance implementation of outsourcing program, outsourcing program has contributed by 75% for the company's overall income. arnina p, et. al. (2011:32) sop has the principle of drafting and implementation in order to be easily understood and implemented well by all elements in the organization. hamlen and thuraisingham stated that in the era of globalization has resulted in data outsourcing, software, and hardware and various services. implementation of industry relationship outsourcing programs include: placement, outsourcing workforce coaching, worker performance appraisal, worker training, communication and supervision expressed moderately moderate with a score of 64.70%. therefore, to achieve the input implementation of effective outsourcing program need to be done repair through the components of the process above. according to yasar that the outsourcing workforce placement in the user's company was handed over to the power company (yasar, 2010:70). communication in the activities of industry relations in the outsourcing program between the management of pt. jasa raharja and management of pt. aru raharja less running smoothly. this is because the management of pt. aru raharja is considered less proactive in conducting communication. halim et al. (2018). concerned that the variable quality of partnerships such as trust, business understanding, and communication have had a significant positive impact on the success of industrial relations in the outsourcing program. international journal of human capital management, vol. 3 (2), december 2019 25 | p a g e supervision from external to the industry relationship in the outsourcing program to be in pt. aru raharja, the service is carried out by the manpower and transmigration office of south jakarta. the limited number of human resources supervisor manpower owned by the south jakarta tribe of trasmigration is becoming the side inhibitor to supervise the implementation of outsourcing program in the company's service providers outsourcing. the results and benefits of the program for outsourcing workforce are stated to be less effective with a score of 33.33%. therefore, in order to realize the mutually beneficial industrial relations between workers and entrepreneurs, it is necessary to improve the effective communication between workers, entrepreneurs and governments through the development, coaching and coordination. as according to hamlen w, k. and thuraisingham, b. (2012). that consumers who feel dissatisfied are likely to change their purchase behavior by making a move to other brands mondy reveals that employee equity or employee-equity will be realized, when the individuals who run the work the same receives payment according to factors such as performance level or seniority (mondy, 2008:6). conclusion based on the results of research findings on the implementation of the outsourcing program in pt. aru raharja accordingly, can be formulated the following conclusions: legal basis of industry relations at the outsourcing program in accordance with law number 13 year of 2003 concerning employment and regulation of the minister of manpower and transmigration of the republic of indonesia (perconquertrans ri) number 19 year 2012 about the terms submission of some work to another company. activities of industrial relations through the outsourcing program in pt. aru raharja indonesia seen from the organizational structure, management, strategy, program planning, standard operational procedures, readiness human resources, recruitment, labor selection outsourcing, cooperation agreements, procurement of supporting services, readiness of facilities and infrastructure support outsourcing program, the availability of funding sources of outsourcing program is assessed quite effective. therefore, to achieve the input implementation of effective outsourcing program need to be done repair through the input components above. implementation of industry relations outsourcing programs include: placement, outsourcing workforce coaching, employee performance appraisal, worker training, communication and supervision expressed moderately moderate. therefore, to achieve the input implementation of effective outsourcing program need to be done repair through the components of the process above. results and benefits of industrial relations on outsourcing programs among workers and entrepreneurs expressed less effective. therefore, to achieve a mutually beneficial industry relationship in the outsourcing program needs to be carried out improvement of the company antra workers, entrepreneurs and governments, through coordination, coaching and supervision based on the above conclusion, overall it can be stated that the industrial relation in the outsourcing program of pt. aru raharja indonesia is classified as moderate. this indicates that the industrial relation to the outsourcing program of pt. aru raharja indonesia still needs to be repaired in its implementation. it can be less effective in the process of communication between workers, entrepreneurs and government in the form of coaching, supervision and coordination between the parties involved in the relationship industry. the researcher would like to thank the leaders and staff of the pt aru rajharja indonesia who had helped in the completion of this research. international journal of human capital management, vol. 3 (2), december 2019 26 | p a g e references arnina p. dkk., (2016). langkah-langkah efektif menyusun sop. jakarta: depok, huta publisher. baharuddin, r. 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(2008). sukses implementasi outsourcing. jakarta: ppm manajemen. international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 3 (2), december 2019 100 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 3, no. 2, december 2019, p 100-108 the effect of transformational leadership and work motivation on innovative behavior tavip purnomo hadi universitas negeri jakarta email: tavippurnomo_im12s3@mahasiswa.unj.ac.id burhanuddin tola universitas negeri jakarta email: burhanuddin.tola@unj.ac.id maruf akbar universitas negeri jakarta email: maruf.akbar@unj.ac.id abstract this research aims to determine the direct and indirect effects of transformational leadership work motivation on innovative behavior. the research approach is a quantitative method with path analysis. the population of this research is the medical representative from 3 pharmaceutical companies, taken proportionally in the greater jakarta area of each company, namely: pt. x 40 people, pt. y 40 people and pt. z 30 people, with an affordable population of 110 people. the sampling technique was simple random sampling through krejcie and morgan tables, so that a representative sample of 86 respondents was obtained. data collection was carried out through a likert model structured questionnaire of the independent and dependent variables. conclusions, as follows; first, there is a direct effect of transformational leadership on work motivation, which means that transformational leadership styles can increase work motivation; second, there is a direct effect of transformational leadership on innovative behavior, which means that transformational leadership styles can enhance innovative behavior; third, there is a direct influence of work motivation on innovative behavior, which means work motivation can enhance innovative behavior; fourth, there is an indirect effect of transformational leadership on innovative behavior through work motivation, which means that transformational leadership styles can indirectly enhance innovative behavior through work motivation. the implication are: if a leader adopts a transformational leadership style, it will be followed by an increase in employee work motivation and innovative behavior, if work motivation increases, it will be followed by an increase in employees' innovative work behavior, but the role of work motivation as an intervening variable between transformational leadership variables and innovative behavior is debilitating. keywords: transformational leadership, work motivation, innovative behavior. received: 24 october 2019 ; accepted: 12 december 2019 ; publish; december 2019. how to cite: hadi, t.p., tola, b., & akbar, m. (2019). the effect of transformational leadership and work motivation on innovative behavior. international journal of human capital management, 3 (2), 100-108. https://doi.org/10.21009/ijhcm.03.02.09 http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 3 (2), december 2019 101 | p a g e introduction imran, saeed, anis-ul-haq and fatima (2010) suggested, in their research that to be able to compete in this era of technological growth, every company needs innovations that provide to new ideas. in line with the opinion of robbins (1996), said that new ideas or innovations themselves are defined as all thoughts, behaviors, or something new because quality is different from existing forms and innovation is a new idea that applied to initiate or improve a product, process or service. this is reinforced by west (1989) which states that innovation does not only include technological changes such as products, but also includes new production processes, the introduction of sophisticated manufacturing technology, or the introduction of new computer support services in an organization. innovation can also be found in administrative changes, such as organizational policy, introduction of work team systems, human resource strategies (devita, 2003). innovative behavior is an innovation that is carried out individually. according to scott and bruce (1998), individual innovation begins with a decline in ideas, namely the production and use of new ideas in several domains. the next stage of the innovation process is the promotion of ideas towards potential incorporation. once an individual generates an idea, the individual is engaged in social activities finding friends, supporters, and sponsors or building a coalition of supporters who provide important power to realize ideas. the final task in the innovation process relates to the realization of ideas by producing a prototype or innovation model that can be felt and its peak is applied in the work role, group or organization as a whole. especially in daily work processes, innovation also occurs in terms of behavior. conceptually, pedraza et. al (2011) explain innovative behavior is the attitude about new changes or processes of production improvement, both in manufacturing and service companies, in order to make profits in the internal structure of organizations in business networks, or as a result of core business. furthermore west and farr in kleysen and street describe the meaning of innovative behavior is an individual action directed to produce, introduce or apply new findings that benefit at every level of the organization. new findings such as the development of ideas for new products or technologies, changing administrative procedures aimed at improving working relationships or applying new ideas or technologies to work processes aimed at significantly increasing efficiency and effectiveness. next janssen explained the concept of innovative behavior is the deliberate creation, introduction and application of new ideas in a group or organizational work role in order to benefit the group or organizational performance role. transformational leadership theory is very important in the field of leadership and many studies show that there is a positive relationship between transformational leadership and other dependent variables such as satisfaction, commitment, motivation and employee performance (eg kane & tremble, 2000; lowe et al., 1996). leadership is the process of influencing and supporting others to work enthusiastically in achieving goals. this is an important factor that helps a person or group identify their goals and then motivate and help achieve their stated goals. this proves that leadership influences motivation. stephen p. robbins and timothy a. judge said that a leader has the ability to motivate his subordinates, "leadership as the ability to influence a group toward the achievement of goals. a leader can influence to motivate the employee (robbins & judge, 2015). leadership as the ability to influence a group towards achieving goals. a leader can influence to motivate employees. fred luthans and jonathan p. doh (2012) say that leadership can affect one's motivation. transformational leaders are visionary agents with a sense of mission who are able to motivate their followers to accept new goals and new ways of doing things. motivation in organizations is something that can increase the spirit of work behavior. this is in line with the views of hasibuan (2008: 18) which states that motivation is an expertise in directing employees and organizations to want to work successfully, so that employees' desires are achieved while achieving organizational goals. linarah (2012) define, work motivation is a tendency to act caused by the work factor itself. robbins (2012) suggests that transformational leaders can motivate employees to work above expectations and sacrifice their personal interests for the benefit of the organization. international journal of human capital management, vol. 3 (2), december 2019 102 | p a g e therefore, work motivation and transformational leadership factors need to be considered by companies or organizations so that employee performance can continue to improve. transformational leadership is one of the supporters of the emergence of innovation (gumusluoglu & ilsev, 2009). and if the employee's innovation can benefit the organization and its surroundings, it is the leader who helps his employees to apply the innovation. so that between transformational leaders and employees who behave in an innovative manner will benefit one another. this study will concern on the pharmacetical firms at the profit of a number of pharmaceutical issuers was depressed in the first quarter of 2019. one of them was due to the sale of ethical segments that provided thick margins only slightly increased. pt phapros tbk. recorded the largest profit decline of 59.23% on an annual basis, followed by pt kimia farma tbk. by 44.54%, pt merck tbk. by 42.34%, and pt tempo scan pacific tbk. by 0.12%. (bisnis.com, quoted on 21 august 2019). table 1. decreased first quarter earnings of 2019 pharmaceutical companies in indonesia no. indonesian pharmaceutical company profite decrease (%) 1 pt. phapros tbk. 59.23 2 pt. kimia farma tbk. 44.54 3 pt. merck tbk. 42.34 4 pt. tempo scan pasific tbk. 0.12 source: bisnis.com, quoted on 21 august 2019 this research aims to empirically examine the direct and indirect effects of transformational leadership and work motivation on the innovative behavior of medical representative. an increase in innovative behavior of medical representative is strongly suspected to improve performance in increasing sales and profits. methodology this research used causality paradigm to prove the relationship of cause and effect among several variables. this research uses an associative quantitative research approach using survey with questionnaire methods to collect data and using the path analysis model. the questionnaire designed as a closed questionnaire. the measurement scale used a five-point likert scale (one = strongly disagree, five = strongly agree). before being used as an instrument to obtain research data, the questionnaire was tested in advance to obtain a valid that was done with pearson corelation and passed. while the reliability test carried out by using cronbach’s alpha, the result is reliable. this research was designed to prove the effect of transformational leadership towards innovative behavior variable that works motivation as a mediator variable. the population of this research is medical representative of 3 pharmaceutical companies, namely pt. x tbk, pt. y and pt. z. the target population is taken proportionally from the medical representative in the greater jakarta area of each company, namely: pt. x tbk. 40 people, pt. y 40 people and pt. z 30 people, with an affordable population of 110 medical representative. the technique used to take samples in this research is the probability method that is simple random sampling. with the reason that the sample used is homogeneous which is then proportional to each group. in order that the representative sample size of the researchers used the krejcie and morgan tables, a representative sample was obtained from 86 members. the data analysis in this research did by a statistical method. statistical methods that used are descriptive statistics and inferential statistics. descriptive statistics are used to describe the tendency of centralized data. descriptive statistics that used in this research were mean, standard error, median, mode, standard deviation, sample variance, range, minimum, maximum, sum and count. inferential statistics are used to test hypotheses and significance of research outcome. the statistical technique that used is multiple linear regressions to test, hypothesis1: there is a positive direct effect transformational leadership (x1) on innovative behavior (y); hypothesis2: there is a positive direct effect transformational leadership (x1) on work international journal of human capital management, vol. 3 (2), december 2019 103 | p a g e motivation (x2); hypothesis3: there is a positive direct effect work motivation (x2) on innovative behavior (y); hypothesis4: there is a positive indirect effect transformational leadership (x1) on innovative behavior (y) through work motivation (x2). result and discussion the descriptive statistical analysis is performed to provide an overview of research variables consisting of innovative behavior (y), transformational leadership (x1) and work motivation (x2).the full statistics description can see in table 2. table 2. statistics description research data summary no. description x1 x2 y 1. mean 83.20 93.14 86.06 2. standard error 1.202 1.017 1.247 3. median 84.50 93.50 88.00 4. mode 86.00 92.00 88.00 5. standard deviation 11.14 9.43 11.56 6. sample variance 124.21 88.97 133.63 7. range 46 40 46 8. minimum 60 74 60 9. maximum 106 114 106 10. sum 7155 8010 7401 11. count 86 86 86 source: data processed (2019) the transformational leadership instrument (x1) used in the research obtained 24 valid statements on a scale of 1-5, so as to obtain a theoretical score between 24 to 120 and an empirical score range of 60 to 106, so that the range of scores is 46 and has an average value of 83.20 median 84.50, mode 86.00, variant 124.21 and standard deviation 11.14. the work motivation instrument (x2) used in the research obtained 29 valid statements on a scale of 1-5, so as to obtain a theoretical score between 29 to 145 and an empirical score range of 74 to 114, so that the range of scores is 40 and has an average value of 93.14, median 93.50, mode 92.00, variant 88.97 and standard deviation 9.43. the innovative behavior instrument (y) used in the research obtained 26 valid statements on a scale of 1-5, so as to obtain a theoretical score between 26 to 130 and an empirical score range of 60 to 106 so that the range of scores is 46 and has an average value of 86.06, median 88.00, mode 88.00, variant 133.63 and standard deviation 11.56. summary coefisien corelation analysis results shown in table 3. table 3. coefisien & significance corelation test summary corelation rcalc. tcalc. ttabel α=0.05; *df=84 conclutions x2 on x1 0.501 5.30 1.99 significant/ positive effect y on x1 0.612 7.09 1.99 significant/ positive effect y on x2 0.581 6.54 1.99 significant/ positive effect source: data processed (2019) *df = degrees of freedom inferential statistical methods are used to test the proposed hypothesis. the method used is regression analysis. summary regression analysis results shown in table 4: international journal of human capital management, vol. 3 (2), december 2019 104 | p a g e x1 transformational leadership x2 work motivation y innovative behavior table 4. path significance test result summary no. direct effect path coefisien *df tcalc. ttabel α = 0.05 1 x1 on x2 0.355 83 3.514 1.99 2 x2 on y 0.278 82 2.992 1.99 3 x1 on y 0.351 82 3.820 1.99 source: data processed (2019) note: significant (tcalculate > ttabel at α = 0.05); *df = degrees of freedom figure 1. path coefisien structure hipotesis1: there is a positive direct effect transformational leadership (x1) on innovative behavior (y). at path coefisien table, analysis result obtained path coefisien value py1 0.351 and tcalculate 3.820, ttabel (0,01:82) 1.99, so tcalc. > ttabel, rejected h0, accepted h1 and its can intrepreted that any positive direct effect and significant variabel x1 on variabel y. thus proved, that transformational leadership positive direct effect on innovatif behavior. hipotesis2: there is a positive direct effect transformational leadership (x1) on work motivation (x2). at path coefisien table, analysis result obtained path coefisien value p21 0.355 and tcalculate 3.514, ttabel (0,01:83) 1.99, so tcalc. > ttabel, rejected h0, accepted h1 and its can intrepreted that any positive direct effect and significant variabel x1 on variabel x2. thus proved, that transformational leadership positive direct effect on work motivation. hipotesis3: there is a positive direct effect work motivation (x2) on innovative behavior (y). at path coefisien table, analysis result obtained path coefisien value py2 0.278 and tcalculate 2.992, ttabel (0.01:83) 1.99, so tcalc. > ttabel, rejected h0, accepted h1 and its can intrepreted that any positive direct effect and significant variabel x2 on variabel y. thus proved, that work motivation positive direct effect on innovatif behavior. hipotesis4: there is a positive indirect effect transformational leadership (x1) on innovative behavior (y) through work motivation (x2). path coefisien (mediation) indirect effect transformational leadership on innovative behavior through work motivation: (py2 x p21) 0.099 with z (sobel test) 4.116. due to the z value 4.116 greater than 1.96, then can be concluded that indirect effect transformational leadership to innovative behavior through work motivation is positive and significant. discussion positive direct effect transformasional leadership on innovatif behavior. the results of the hypotheses test show that transformational leadership have a significant impact on innovative behavior, value a correlation coefficient 0.612 and value of the path coefficients 0.351. this giving purpose transformational leadership have a positive influence a significant impact on innovative behavior. this research result in tune with elkins and keller (2003), a transformational leader with the influence of ideal show optimism and excitement about a new perspective and “roles that are fighting for” increase innovation organization through intellectual stimulation. this high level of intellectual stimulation tended to increase the exploration of thinking and innovative work behavior. r12 = 0.501 p21 = 0.355 a = 0.360 sa = 0.073 r1y = 0.612 py1= 0.351 r2y = 0.518 py2 = 0.278 b = 0.712 sb = 0.109 international journal of human capital management, vol. 3 (2), december 2019 105 | p a g e according to janssen in 2004 , no shortage of research on specific the relationship between transformational leadership and innovative work behavior. a reason submitted to support the assumption that transformational leadership positively influence behavior of work innovative. burns ( 2000 ) , bass ( 1999); avolio and bass ( 2003 ) , show that transformational leadership imbued with the motivation inspirasional , the mission collectively , confidence , awareness will the purpose , excite vision and aspirations. aspects these transformational leadership excite intellectual stimulation , motivation intrinsic , support for innovation and creativity an employee ( eisenbeiss et al . 2008; elkins and keller , 2003; gumusluoglu and ilsev, 2009; pieterse et al . , 2010; tipu et al . , 2012 ) that fits perfectly with antecedent stimulate innovative behavior people in between employees. positive direct effect transformational leadership on work motivation the results of the hypotheses test show that transformational leadership have a significant impact on work motivation, value a correlation coefficient 0.501 and value of the path coefficients 0.355. this giving purpose transformational leadership have a positive influence a significant impact on work behavior. the results of this study are in line with the opinions of several experts including cheung and wong (2011) finding that there is a positive relationship between transformational leadership and employee creativity which results are consistent with the findings of the study of shin and zhou (2003). they argue that leaders care about their needs and desires related to social activities which ultimately affect the power of idea generation. transformational leadership is surrounded by ideal influence, intellectual stimulation, and inspirational motivation (trottier, van wart, & wang 2008). transformational leaders associate persuasive visions that stimulate strong feelings, and they work as ethical and respectable heroes (bass 1999), increasing follower perceptions of ideal goals and inspiring followers to transcend their own interests, collective goals (shamir, house, & arthur, 1993). transformational leadership is associated with positive employee behavior including task performance and various behavioral actions of organizational citizens (podsakoff et al. 2000). according to avolio et al. (2004), the influence of leadership is less researched in the domain of public administration. as a result, the next step taken to incorporate motivation into the study of leadership style and this effort has been carried out with a strong analysis of the relationship between leadership style and motivation in the field of public administration and the results show that motivation and leadership reinforce one another in management leadership and organizational work performance. positive direct effect work motivation on innovatif behavior the results of the hypotheses test show that work motivation have a significant impact on innovative behavior, value a correlation coefficient 0.581 and value of the path coefficients 0.278. this giving purpose work motivation have a positive influence a significant impact on innovative behavior. the results of this study are in line with s.p. hasibuan (1994:18) which states that "direction or motivation is essence, it is a skill in aligning of employees want simultaneous with attaintment of organizational objectives". motivation is an expertise in directing employees and organizations to want to work successfully, so that employees' desires are achieved while achieving organizational goals. linarah (2012) define: "a motive is a set which predisposed the individual for certain activities for seeking certain goals." work motivation is the tendency to act caused by the work factor itself. work motivation produces influence at different stages of innovative behavior; intrinsic motivation has significant positive interpretations and estimates of personal creativity and organizational innovation (m. amabile (1997). most studies show that extrinsic motivation such as getting recognition and rewarding money will produce negative influences and extrinsic motivational factors such as lack of freedom, not can gain support from supervisors and fear being evaluated, these factors will carry negative estimates for creativity (m. amabile, kg et. al. (1994). however, extrinsic motivation may not produce a negative influence on personnel that leads to creative activities. (m. amabile (1996). some researchers consider extrinsic international journal of human capital management, vol. 3 (2), december 2019 106 | p a g e motivation to produce a negative influence on creativity; on the other hand, extrinsic predictability of motivation on innovative behavior can be a positive or a negative influence. positive indirect effect transformational leadership (x1) on innovative behavior (y) through work motivation (x2) hypothesis testing results indicate that transformational leadership indirectly influences innovative behavior through work motivation, the coefficient of indirect effect is 0.099. this gives meaning that transformational leadership has a significant positive effect indirectly on innovative behavior. the results of this study are in line with the opinions of several experts including optimal employee performance that is expected by every company. whether or not employee performance can be influenced by various factors, including work motivation and leader factors. a person's work motivation can arise from within the individual and from the surrounding environment. companies must be able to increase employee motivation both through financial and non-financial motivation. a leader must be able to bring up the work motivation of his subordinates so that employees can work well. leaders with transformational leadership style will provide motivation and inspiration to their subordinates so that employees will work optimally. robbins (2015) suggests that transformational leaders can motivate employees to work above expectations and sacrifice their personal interests for the benefit of the organization. therefore, work motivation and transformational leadership factors need to be considered by companies or organizations so that employee performance can continue to improve. siagian (2008: 6), motivation is a driving force that results in a member of an organization willing and willing to exert capabilities in the form of expertise or skills of staff and time to carry out various activities for which they are responsible and fulfill their obligations, in order to achieve the goals and objectives of the organization predetermined. work motivation factors must be known by leaders because it is important for the success of an organization. said to be important for organizational success because work motivation can affect the work done, productivity and employee work potential. optimal work motivation must be supported by appreciation from the leadership of the organization. transformational leadership is one of the supporters of the emergence of innovation (gumusluoglu & ilsev, 2009). and if the employee's innovation can benefit the organization and its surroundings, it is the leader who helps his employees to apply the innovation. so that transformational leaders and employees who behave innovatively will benefit from one another. conclusion based on statistical calculations and hypothesis testing as well as discussion obtained findings, as follows: 1) there is a direct effect of transformational leadership on innovative behavior. this shows that charismatic leaders who inspire work motivation and can stimulate intellectuals and consider the individualization of their subordinates will greatly influence the behavior of sales people in innovating. that is, transformational leadership can enhance innovative behavior. 2) there is a direct effect of transformational leadership on work motivation. charismatic leaders inspire motivation, stimulate intellectuals and consider the individualization of their subordinates. this shows that the transformational leadership style will have a lot of influence and can drive the sales force work motivation. that is, transformational leaders can increase work motivation. 3) there is a direct influence of work motivation on innovative behavior. this shows that the responsibility for the job, the opportunity to get a promotion, awarding, giving incentives, providing employee work facilities and working relationships between individuals is a driving force that causes salespeople to do something, this action can be interpreted as hard work in order to excel and increase expertise. that is, work motivation can increase innovative behavior. 4) there is an influence of transformational leadership on innovative behavior through work motivation. charismatic leaders inspire motivation, stimulate intellectuals and consider the individualization of their subordinates. this shows that the transformational leadership style will have a lot of influence and can drive the international journal of human capital management, vol. 3 (2), december 2019 107 | p a g e sales force work motivation. likewise, responsibility for work, opportunities for promotion, awarding, providing incentives, providing employee work facilities and working relationships between individuals are a driving force that causes salespeople to do something, this action can be 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examination of the relationship of transformational leadership to organizational culture and innovation propensity, article in journal of management & organization 18(04):461-480, july 2012. trottier t, van wart m and wang x. h., “reinforcing the need for more sophistication in leadership studies in the government sector,” public administration review, 2008, 68(6) p.1172–1174 west, m.a., & farr, j.l., innovation at work: psychological perspectives. social behavior, 1989, 4, p. 15-30 international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 5 (1), june 2021 68 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 5, no. 1, june 2021, p 68-79 the effect of academic supervision, work experience, skills and managerial work commitment in the principal elementary school state in batam riau islands sarmini universitas batam email : sarmini@univbatam.ac.id abstract this study aims to investigate the influence of the academic supervision, work experience, and a commitment to work towards the managerial skills of school principals. this study uses a quantitative approach using a survey method. path analysis was used to analyze the data collected. the population in this study are all heads of public primary schools in the city of batam totaling 143 principals. the number of samples taken in this study were 106 randomly selected people. the results showed that the managerial skills of school principals directly influenced by the academic supervision, work experience, and job commitment. the study also found that the work commitment is influenced by the academic supervision and work experience. based on these findings it can be concluded that any changes occur in the principal managerial skills are influenced by the academic supervision, work experience, and job commitment. therefore, the managerial skills of principals, academic supervision, work experience, and job commitment can be taken into consideration in strategic planning for the development of human resources in the education sector. keywords: managerial skills principal, academic supervision, work experience, job commitment. received: 3 october 2020 ; accepted: 21 february 2021 ; publish; june 2021. how to cite: sarmini (2021). the effect of academic supervision, work experience, skills and managerial work commitment in the principal elementary school state in batam riau islands. international journal of human capital management, 5 (1), 68-79. https://doi.org/10.21009/ijhcm.05.01.6 http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 5 (1), june 2021 69 | p a g e introduction improving the quality of education is a goal of development in the field of national education and an integral part of indonesia's overall human enhancement efforts. to achieve good management in an organization requires a manager who has professional skills in his or her field, and that also applies in the education sector especially school, the quality of school management will depend on a school leader who acts as manager. as a manager, school principals have a big duty and responsibility in managing their schools. the success of the principal in managing his school is not beyond the ability of the principal as a school leader in performing the functions and role of the principal. therefore, a principal is required to have readiness in managing the school, the readiness of the leadership in question here is managerial capability related to ministerial regulation no. 13 of 2007 on standards of school principals, principal managerial skills include: planning, organizing, mobilization and supervision. with good managerial skills it is expected that each principal can be a driver and disciplinarian for teachers so that they are able to show their productivity well. literature review principal managerial skills wahyudi, (2012: 67). skill or skill can be defined as ability is ability in performing task based on job competence and the result can be observed. fattah (2007: 13). explain that managerial practices are activities undertaken by managers. further sedarmayanti, (2007: 175) suggests that managerial skills are task-related behaviors, can be mastered through learning, improved through training and help of others. as according to siagian (2007: 36)., "managerial skills are the skills to move others to work properly., managerial skills are skills in implementing and completing managerial tasks that is planning, organizing, leading, and controlling the implementation of the organization to achieve the target certain. soebagio, (2006: 103). in principle, the definition of management has several characteristics as follows: 1). there are goals to be achieved; 2) as a combination of science and art; 3) is a systematic, coordinated, cooperative, and integrated process in utilizing its elements; 4) there are two or more persons working together within an organization; 5) based on the division of labor, duties and responsibilities; 6) includes several functions; and 7) is a means to an end. hasibuan, (2009: 3). terry (2006: 18). which states that management functions include planning, organizing, mobilizing, and supervising activities undertaken to achieve predetermined targets through the utilization of human and other resources. robbins (2008: 52). activities undertaken in organizing may include; 1) define the task to be done; 2) who does the work; 3) how the tasks are grouped; 4) who reports to whom; and 5) where the decision should be taken. based on the above description, the principal's managerial skills are the principal's ability to organize and develop school resources to create an effective and efficient learning environment. the things that become indicators are 1) do the planning (planning); 2) organizing; 3) conduct the actuating; 4) conduct supervision (controlling). academic supervision supervision word in english: supervision consisting of two words "super" and "vision". super means over or above, while vision means seeing or reviewing. therefore, it is etymologically supervision (supervision) means to see or review from or view and judge from above done by superiors to the realization of activities and result of subordinate work. gunawan, (2006: 193-194). mulyasa (2012: 155). the following definition of supervision is expressed: "all efforts of school officials in leading teachers and other education personnel, to improve teaching; international journal of human capital management, vol. 5 (1), june 2021 70 | p a g e including stimulating, selecting, and revising educational goals, teaching materials and teaching methods and teaching evaluation ". the quality of teaching teachers directly or indirectly can affect the quality of learning. therefore, continuous guidance is required from the supervisor or principal, among others through the supervision of teaching. the principal as a supervisor should pay attention to the following important matters: 1) teacher personality, 2) continuous professional improvement, 3) learning process, 4) mastery of subject matter, 5) diversity of teachers' ability, 6) regional diversity and 7) ability teachers in working with the community. pidarta, (2009: 18) harris (2006: 442). states that teaching supervision is anything that school personnel do to maintain or change what the school does in a direct way to influence the teaching and learning process in an effort to improve student learning. one of the principal's duties is as a supervisor, supervising the work done by teachers and staff. mulyasa, (2012: 248). good supervision is very effective in improving the quality of schools reflected, among others, through; 1) quality of school management, 2) principal leadership, 3) learning management, 4) availability of necessary facilities and infrastructure, and 5) student learning outcomes. hartoyo, (2006: 72). said that supervision by supervisors should be directed to improve the quality of student learning outcomes through two main objectives, namely principal and teachers. teaching supervision has an important role to play in enhancing the principal's professional skills and teachers, which will have an impact on improving the quality of processes and learning outcomes or the quality of education.glickman (2005: 144) argues that any service to teachers aimed at generating instructional improvement , study, and the curriculum is said to be supervision. blandfort (2010: 144). states that "... appraisal [supervision] is ... to improve the quality of education for pupils, through assisting school teachers to realize their potential and to carry out duties more effectively ..." based on the understanding discussed above, it can be synthesized academic supervision is a supervisory activity aimed at improving the conditions in an effort to improve the quality of the students through the effort to motivate, guide, guide, and direct the people associated with academic activities. the indicator of the measurement is; 1) planning of academic supervision, 2) implementation of academic supervision, 3) follow up academic supervision. work experience experience is a factor to assess how long a person knows or exchanges knowledge with others to be able to carry out their work effectively. cascio, (2007: 260). according to thoha (2008: 68). that ability which is one element of maturity, is concerned with the knowledge and skills that can be gained through education, training and experience. simanjuntak that knowledge acquired or enhanced through education. while skills acquired and improved through practice and work experience .. simanjuntak, (2005: 144). sedarmayanti (2010: 75). said experience is a major factor in a person's development, whereas experience is only possible in their environmental relationships. from the various theories and explanations above can be synthesized that work experience is the level of mastery of knowledge and skills of a person in his work that can be measured from the period of work and from the level of knowledge and skills possessed. the indicator is 1) the length of time or period of work, 2) the level of knowledge and skills possessed, 3) mastery of work and equipment. working commitment ordione (2008: 205-207). commitment is a psychological condition that shows the will of a serious action. ordine, (2008: 205-207). while stout and walker (2007: 123). argues that commitment is to find a specific goal desired so that someone will give time, energy and ability to help get it. commitment by cox in darma (2008: 34). means an active engagement in an attempt to establish and maintain relationships to a person or to an organization. blumberg (2006: 366). schlechty (2008: 219). seeing a sense of commitment contains an understanding of how to international journal of human capital management, vol. 5 (1), june 2021 71 | p a g e overcome resistance when it will change something. meanwhile, according to adizes in yuki and udaya (2004: 221). said that commitment is very important to support individual and personal success. commitment by sedarmayanti (2008: 166). is the strength of the introduction and involvement of a person in a particular organization the tendency to engage in a consistent line of activity because it considers the cost of implementing other activities (stop working). scott and burroughs cited zainun (2008: 2). said that commitment is the degree of employee concern and its contribution to organizational success and commitment as the relative strength of the joint individual identification and its engagement with the organization. furthermore, the proposed hypotheses are as follows: 1) academic supervision has a direct positive effect on principal managerial skill; 2) work experience has a direct positive effect on principal managerial skill; 3) job commitment has a direct positive effect on school principal; 4) academic supervision has a direct positive effect on work commitment; 5) work experience has a direct positive effect on work commitment research method the place or location in this study is focused on the environment of the indonesian national army headquarter, cilangkap, which represents the conditions of use of logistics human resources in conducting the process of evaluating the human resources development policy of the tni. the implementation of research was carried out from december 2019 to may 2020, data collection in the form of interviews, observations, and research subjects selected purposively according to the needs and topics selected on the environment site. this research is intended to find out how to evaluate the implementation of the use of manpower in the tni logistics human resources development policy in supporting the main tasks in the indonesian national army headquarter. therefore, the research method used is qualitative, namely understanding something from a part of human social life based on a holistic and complex picture; processed through words; recording, interpreting, and conveying the informant's views in detail, conducted naturally, which by several individuals or groups of people is considered to stem from cresswell's social or humanitarian problems (1994) purposive informant determination technique, in which the informant is selected according to the needs and objectives of the research to obtain the necessary data. they are logistics assistant for the tni commander and staff who have accurate information about the implementation of the use of logistics workforce based on the consideration of the authority, have a lot of information, and have a connection, both individually and institutionally, with the implementation of the use of logistics workforce in the tni human resources development policy. the data then compared with the various sources of data to strengthen the stance of the data obtained. academic supervision work commitment work experience principal managerial skills international journal of human capital management, vol. 5 (1), june 2021 72 | p a g e result and discussion 1. principal managerial skills the result of the field research resulted in the data of 106 respondents, after being processed statistically, yielded the following values: the smallest value obtained was 169 and the highest score was 212 of the calculated range. then give the average value () equal to 193,98, median value or median (me) equal to 193 and mode (mo) equal to 189, standard deviation 9,28 and variance equal to 86,19. if the data is arranged in the frequency list then there are 8 classes of intervals that are described in the frequency distribution table. in order to know the picture data in more detail can be seen in the frequency distribution table presented as follows: tabel 1 distribution of frequency of principal managerial skills no. class interval frecuensi absolut frecuensi relative 1 2 3 4 5 6 7 8 169 – 174 175 – 180 181 – 186 187 – 192 193 – 198 199 – 204 205 – 210 211 – 216 1 5 19 25 19 21 10 6 0,94 4,72 17,92 23,58 17,92 19,81 9,43 5,66 total 106 100,00 from the distributive table the most frequencies were in the 187 192 score group (23.58%), followed by the score group 199 204 (19.81%), the score group 181 186 and the score group 193 198 respectively (17.92 %), score group 205 210 (9,43%), score group 211 216 (5,66%), score group 175 180 (4,72%), and last score group 169 174 (0,94 %). the average score is in the class of 193 198, about 47.17% of the respondents 'answers are below the average value and about 52.83% of respondents' answers are on average and above average. 2. academic supervision from the data of 106 respondents a statistically calculated study shows the following results: the lowest value obtained is 161 and the highest score is 192 of the calculated range. the next calculation gives the average value of 175.09, median or median of 174.5 and mode of 169, standard deviation of 7.71 and variance of 59.48. if the data is arranged in the frequency list then there are 8 classes of intervals presented in the frequency distribution table. to find a more detailed description of the data, the authors present the frequency distribution table. table 2 distribution of frequency of academic supervision no. class interval frequency absolut frequency relatif 1 2 3 4 5 6 7 8 161 – 164 165 – 168 169 – 172 173 – 176 177 – 180 181 – 184 185 – 188 189 – 192 9 11 22 19 19 11 11 4 8,49 10,38 20,75 17,92 17,92 10,38 10,38 3,77 international journal of human capital management, vol. 5 (1), june 2021 73 | p a g e total 106 100,00 in the frequency distribution table, the highest scores were 169 172 (20.75%), followed by score groups 173 176 and score groups 177 180 (17.92%), 165 168 score groups, respectively scores 181 188, the score group 185 188 respectively (10.38%), the score group 161 164 (8.49%), and the smallest score was in the 189 192 score group (3.77%). the average value is in the class 173 176, about 39.62% of respondents 'answers are below the average value and about 60.38% of respondents' answers are on average and above average. 3. work experience from the data of 106 respondents the statistically calculated research obtained the following results: the lowest score obtained was 87 and the highest score was 122 of the calculated range. then the next calculation gives the average value of 105.25, the mean or median of 105.5 and modus (mo) of 101, the standard deviation of 8.21 and the variance of 67.37. if the data is arranged in the frequency list then there are 8 classes presented in the frequency distribution table. to know more detailed description of data there is this frequency distribution table 3 distribution of frequency of work experience no. class interval frequency absolut frequency relatif 1 2 3 4 5 6 7 8 87 – 91 92 – 96 97 – 101 102 – 106 107 – 111 112 – 116 117 – 121 122 – 126 4 12 25 18 21 16 9 1 3,77 11,32 23,58 16,98 19,81 15,09 8,49 0,94 total 106 100,00 from the frequency distribution table it can be seen that the highest score is 97 101 (23,58%), then the value group 107 111 (19,81%), score group 102 106 (16,98%), score group 112 116 (15.09%), the score group 92 96 (11.32%), the score group 117 121 (8.49%), the score group 87 91 (3.77%), and the lowest scores in the score group 122 126 (0.94%). the average score is in grades 102 106, about 38.68% of respondents 'answers are below average and 61.32% of respondents' answers are on average and above average. the cause of the work experience score distribution is displayed on this histogram. 4. working commitment results of statistical data processing of 106 respondents research shows the following results: the lowest value obtained is 98 and the largest value is 128 of the calculated range. the next calculation gives the average value of 113.05, the mean or median of 113 and the modus of 113, the standard deviation of 7.34 and the variance of 53.87. if the data is arranged in the frequency list then there are 8 classes presented in the frequency distribution. international journal of human capital management, vol. 5 (1), june 2021 74 | p a g e table 4 distribution of frequency of work commitment no. interval class frequency absolut frequency relative 1 2 3 4 5 6 7 8 98 – 101 102 – 105 106 – 109 110 – 113 114 – 117 118 – 121 122 – 125 126 – 129 6 14 16 19 19 18 9 5 5,66 13,21 15,09 17,92 17,92 16,98 8,49 4,72 total 106 100,00 the frequency distribution table shows the highest scores in the scores of 110 113 and the score groups 114 117 each (17.92%), followed by the score group 118 121 (16.98%), the score group 106 109 ( 15,09%), score group 102 105 (13,21%), score group 122 125 (8,49%), score group 98 101 (5,66) and the smallest score was in score group 126 129 (4.72%). the average score is in grades 110 113, about 33.96% of respondents' answers are below average and 66.04% of respondents are on average and above average. table 5 coefficientsa model unstandardized coefficients standardized coefficients t sig. b std. error beta 1 (constant) 40.621 9.984 4.069 .000 academic supervision .386 .107 .321 3.601 .000 work esperience .268 .089 .237 3.019 .003 work commitment .509 .106 .403 4.822 .000 tabel 6 coefficientsa model unstandardized coefficients standardized coefficients t sig. b std. error beta 1 (constant) -13.925 9.214 -1.511 .134 academic supervision .560 .083 .589 6.717 .000 working commitment .275 .078 .307 3.504 .001 recapitulation of hypothesis testing of this research in detail is in this table. international journal of human capital management, vol. 5 (1), june 2021 75 | p a g e table 7 recapitulation hypothesis testing no hipotesis statistic exam path coefisien tcount dk = 104 desicion ho 1. academic supervision (x1) has direct influence on principal managerial skills (y) ho : y1 ≤ 0 h1 : y1> 0 py1= 0,321 3,601** ho rejected 2. work experience (x2) directly affects the principal managerial skills (y) ho : y2 ≤ 0 h1 : y2> 0 py2 = 0,237 3,019** ho rejected 3. working commitment (x3) has a direct effect on principal managerial skills (y) ho : y3 ≤ 0 h1 : y3> 0 py3 = 0,403 4,822** ho rejected 4. academic supervision (x1) has a direct effect on work commitment (x3) ho : 31 ≤ 0 h1 : 31> 0 p31 = 0,589 6,717** ho rejected 5. work experience (x2) has a direct effect on work commitment (x3) ho : 32 ≤ 0 h1 : 32> 0 p32 = 0,307 3,504** ho rejected * significant at α = 0.05 (ttable = 1.658) ** very significant at α = 0.01 (ttable = 2.358) discussion 1. academic supervision positively affects positive academic supervision positively affects positive principal managerial skills supervisor is the task headmaster associated with the ministry in improving the professionalism of teachers to achieve teaching and learning process. katz and khan said that the managerial skills consist of technical skills, human skills, and conceptual skills. technical ability is the ability of a person in the use of tools, procedures, methods and techniques on a management activity is working (working with things). skills in human relationships are skills the results of this study are also supported by permendinas no. 13 of 2007, dated 17 april 2007. at permendiknas mentioned that to be appointed as a principal one must meet the qualification and skill standards. the principal must meet the standard of skill. in permendiknas no. 1 year 2007 required 5 skills must be owned by the principal. the five required skills of a principal are: personality skills, managerial skills, entrepreneurial skills, supervision skills, and social skills. from the result of the research indicate that the academic supervision have a direct positive effect to the managerial skill of the principal. the implication is that if academic supervision is improved, it will result in an increase in the principal's managerial skills. in addition, academic supervision also has a direct positive effect on the principal's work commitment. the implication is that if increased academic supervision, will result in increased commitment of principals work. improving the academic supervision of teachers can be through several things; a) increase the school principal's knowledge on how to plan for a thorough academic supervision. b) increase the principal's knowledge on how to conduct good academic supervision. c) increase headmaster knowledge about follow-up when finding problems in academic supervision. d) improving the ability of school principals to explore the potential of subordinates. e) improving teamwork in solving school-related problems with school programs. f) improving the ability of school international journal of human capital management, vol. 5 (1), june 2021 76 | p a g e principals in education management. based on these explanations are appropriate and reinforce previous findings about the direct influence of academic supervision on the principal's managerial skills by (ronit bogler, anit somech,2004) 2. positive work experience on principal managerial skills sufficient knowledge and experience for a principal will also have good work skills. headmasters who have high skills in their fields have knowledge, intelligence and experience in doing tasks are not easily affected by others. thus it is clear that experience is a lesson that will result in a change toward the maturity of behavior, an increase in understanding and enrichment of information. through a lot of work experience and long for a leader is expected to become a successful principal in managing educational institutions. from this study found the result that work experience has a direct positive effect on the principal's managerial skills. the implication is that if work experience is improved, it will lead to an increase in the principal's managerial skills. in addition, work experience also has a direct positive effect on the principal's work commitment. the implication is that if work experience is improved, it will result in increased commitment of principals work. improving work experience can be done through several things, such as: a) the ability of the principal to accomplish difficult work must be improved. b) the principal's managerial skills should be improved. c) improve the skills of the principal. d) improving the headmaster's insight in working. e) improving the quality and quantity of training for principals. from the above explanation proves the results of this study in accordance with previous findings about the direct influence of work experience on the principal's managerial skills. simanjuntak, (2005: 144). 3. positive working commitment affects positive principal managerial skills the result of hiptesis testing indicating that work commitment influence to principal managerial skill can be understood. commitment is a psychological factor affecting attitudes and work behavior and work behavior will ultimately determine the quality of work, including the principal's managerial skills. commitment is an important capital that encourages positive efforts and hard work of individuals in the work. as a result, the performance shown by individuals with strong work commitments is also high. theoretically, the linkage between work commitment to the principal's managerial skills, which in this case is indicated by performance, as mccloy and wise point out, "work commitment is very plausibly related to motivation to learn and motivate to learn. if you are committed to your work, you are more likely to want to improve ". in this sense, work commitment is most likely related to motivation to improve performance, because when individuals commit to their work, they will have a desire to improve it. another opinion about the theoretical relation of work commitment to principal managerial skills is expressed by cooper following: simanjuntak, (2005: 144). we consider the important link between commitment and job performance. it is accepted that lead commitment to improved work and organizational performance. most managers believe that the real commitment from staff would dramatically improve the performance of their business. interestingly, investigation has found a positive relationship between organizational commitment and output of measures of performance, such as a change in operating profit and sales targets. the results of the research in the field can be concluded that work commitment has a direct positive effect on the principal managerial skills. the implication is that if work commitment is improved, it will result in an increase in the principal's managerial skills. to improve work commitment can be done in various ways, communication skills of the principal in dealing with subordinates, students, and the work environment. maintain harmonious relationships and family spirit and social solidarity within and outside the school environment. improve the principal's integrity by upholding honesty and truth in work. maintain the loyalty of the principal by raising the attitude of wanting to guide and nurture educators and education in the school environment, creating a climate of openness in the school environment so that subordinates dare to express opinions, be international journal of human capital management, vol. 5 (1), june 2021 77 | p a g e honest, have the feeling and clear mind., make himself better because basically the principal is a community leader. , the headmaster in the community is an example so he must implement his code of ethics.based on the explanation seen according to previous findings about the direct influence of work commitment to the principal's managerial skills. the results of this study is in line with the results of previous studies by (ronit bogler, anit somech,2004) 4. academic supervision positively affects commitment to work joarder, sharif and ahmmed who say that: realistically, supervisor plays significant role in subordinates' professional working environment, thus positive supervision creates better working environment for subordinates. it stresses, but also increases the job satisfaction and organizational commitment, and reduces turnover. based on the above explanation, that supervision plays an important role in creating a professional work environment, so that supervision is done positively will create a better working environment for subordinates. it is widely believed that a healthy supervisory and subordinate relationship not only reduces subordinate stress, but also increases job satisfaction, commitment, and reduced personnel turnover. while rhoades et al. which is cited by joarder, sharif and ahmmed also explains the linkage of supervision to work commitments as described below; organizational support theory explained that supportive treatment from supervisors results increased pos, which makes employees obligated to repay the organization by achieving its goals and feel more committed, which in turn reduce their intention to leave. mulyasa (2012: 155). from the results of research indicate that academic supervision have a direct positive effect on work commitment of principal. the implication is that if improved academic supervision, it will result in increased commitment of principals work. in addition, academic supervision also has a direct positive effect on the principal's work commitment. the implication is that if increased academic supervision, will result in increased commitment of principals work. improvement of academic supervision can be through several things; a) increase the school principal's knowledge on how to plan for a thorough academic supervision. b) increase the principal's knowledge on how to conduct good academic supervision. c) increase headmaster knowledge about follow-up when finding problems in academic supervision. d) improving the ability of school principals to explore the potential of subordinates. e) improving teamwork in solving school-related problems with school programs. f) improving the ability of school principals in education management. thus the results of this study support previous findings about the direct effect of academic supervision on work commitment. (soetjipto, 2002) 5. work experience positive influence on work commitment work experience has a positive direct impact on the principal's commitment. the implication is that if work experience is improved, it will result in increased commitment of principals work. in addition, work experience also has a direct positive effect on the principal's work commitment. the implication is that if work experience is improved, it will result in increased commitment of principals work. improving work experience can be done through several things, such as: the ability of the principal to accomplish difficult work must be improved, commitment work of the principal should be improved, improve the skills of the principal., improving the headmaster's insight in working, improving the quality and quantity of training for principals.the results of this study are also in line with the theory put forward by (soetjipto, 2002) who said that the more a person's work experience will be more and more benefits that impact on the breadth of knowledge insight in the field of work and increasing one's skills. the principal who is experienced in carrying out the main task, then more easily in providing speed, convenience, accuracy and integrity in providing service performance. thus the results of this study support previous findings about the direct influence of work experience on work commitment. international journal of human capital management, vol. 5 (1), june 2021 78 | p a g e conclusion based on the findings and discussion it can be taken some concluded that first, there is a direct positive influence of academic supervision of the principal's managerial skills. this illustrates that high academic supervision will result in an increase in the principal's managerial skills. second there is a positive direct effect of work experience on the principal's managerial skills. this indicates that high work experience will result in an increase in the principal's managerial skills. there are three positive direct positive effects of work commitment to the principal's managerial skills. this illustrates if high work commitment there will be an increase in the managerial skills of the principal. fourth there is a positive direct influence of academic supervision to work commitment. this means that high academic supervision will have an effect on increasing work commitment. fifth. there is a positive direct effect of work experience on work commitment. this illustrates when high work experience results in increased work commitment. references agus, dharma. 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(2007). managing human resource productivity, quality of work, life and profit. new york: mcgraw hill international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 4 (2), december 2020 11 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 4, no. 2, december 2020, p 11-26 phenomenology study on the formulation of a vision to achieve the future of the university uus mohammad darul fadli state university of jakarta email: uusmohammad_im07s3@mahasiswa.unj.ac.id ma’ruf akbar state university of jakarta email: maruf.akbar@unj.ac.id hamidah state university of jakarta email: hamidah@unj.ac.id abstract the purpose of this study is to analyze the process of making a vision in a private tertiary institution (pts) in karawang when it was founded and the prospects for achieving the vision in the next 5 to 10 years. the existence of a vision for a tertiary institution in indonesia is a necessity, so the existence of a vision is one of the most important assessment items in tertiary accreditation. the national accreditation board for higher education (ban-pt) established the vision as the first serial number instrument of all tertiary accreditation assessment instruments. the research method uses phenomenology which will reveal the experience of the leaders and founders of the university. the number of informants was 17 people, consisting of 8 university leaders who made the vision, and the remaining 9 people acted as validators to validate the research data, consisting of 8 program leaders and 1 external party of the university. data were collected using interview techniques, document studies, field observations and fgds. data were analyzed using content analysis, frequency analysis, and swot matrix analysis. the results of the study indicate that at the time of its founding, the university was in a strong condition and had many opportunities while the prospect of achieving the vision in the next 5 to 10 years seemed that university performance had to be higher because it would face the challenges of higher external factors, both from national universities and from universities international high. keywords: vision, university, phenomenology, strengths, weaknesses, opportunities, threats, swot. received: 23 october 2019 ; accepted: 16 april 2020 ; publish; december 2020. how to cite: fadli, u.m.d., akbar, m., & hamidah. (2020). phenomenology study on the formulation of a vision to achieve the future of the university. international journal of human capital management, 4 (2), 11-26. https://doi.org/10.21009/ijhcm.04.02.02 http://journal.unj.ac.id/unj/index.php/ https://doi.org/10.21009/ijhcm.04.02.02 international journal of human capital management, vol. 4 (2), december 2020 12 | p a g e introduction vision and mission statements for all higher education institutions in indonesia have become imperative, as stated in the assessment of national accreditation instruments for higher education (ban-pt, 2018). the vision statement must refer to the challenges that must be realized in the future (cortés-sánchez, 2017), where the challenges of higher education are increasingly higher, globalized, can not be separated from technological developments and growth of higher education at the international level. the minister of research and technology of the republic of indonesia explained that the development of indonesia's higher education competitiveness is becoming more complex, requiring the qualifications and competence of lecturers, educational infrastructure, technology readiness and so on to be of higher quality (awaliyah, g., 2018). many of the vision statements of tertiary institutions in indonesia hope to be able to become one of the world-class tertiary institutions by utilizing demographic bonuses, technological developments and increasingly dynamic human relations and driven by innovation in science and technology occurring in the process of higher education (gardiner et al, 2017), in the midst of the development of science and technology in the face of increasingly swift changes that are not easy to overcome with existing instruments today (barber, et al, 2013). another challenge that must be considered in the university vision statement is the rapid development of the industrial revolution 4.0 which will affect various aspects of human life, characterized by a series of emerging new technologies that combine the physical, digital and biological worlds, affecting all scientific, economic disciplines, and industry, and even challenges the idea of what it means to be human. (schwab, k., 2019). this research tries to uncover the process of making a vision at a private university. how much the university is able to express the internal potential, opportunities and challenges of the external environment as one of the bases in making a vision to build the future it wants? literature review vision and mission statements are the most commonly used strategic planning tools today, first adopted by higher education around the 1980s. both tools are now important practices that are applied at universities throughout the world. it was further explained by cortéssánchez, (2017) that the vision was made to answer three important organizational questions, namely (1) what is the organization's business being done ?; (2) what should the organization do ?; and (3) where does the organization want to be in the future? ”collins and porras (1991), also jones (1960) state that vision consists of philosophical guidance that includes core goals and beliefs, and real future expectations. so that when businesses have a strong vision, it will help them predict future events, be prepared for change and innovation, dare to face the future, predict changes in customer demand, and improve employee efficiency (yalçın, 2005). vision and mission is a framework for evaluating company performance both qualitatively and quantitatively (baetz & bart, 1996; bartkus et al, 2005); vision can also be used as a company evaluation tool or study conducted on private companies (duygulu et al., 2016), it can also be used for public organizations (bart & tabone, 1999; hyndman & eden, 2000) and can also be used for organizations not government (patel et al, 2015). thus a vision statement must be formulated to strengthen organizational culture, unity and loyalty among members, and to increase employee motivation. in this case, the vision statement must reflect the culture of the organization (doğan, 2007). universities are the center of change, because they must be the initiators of change. the vision statements of some universities consist of sentences which aim to improve the current situation. özdem (2011) reports the results of his research that most universities emphasize vision statements in services related to their research functions, the most frequently used is "becoming a well-known, prominent and respected research university nationally and internationally". international journal of human capital management, vol. 4 (2), december 2020 13 | p a g e kibuuka (2001) reports that many university vision statements refer to management's ability to build the desired future. this almost conveys the ideal conditions desired by universities (paina and băcilă, 2004), capturing their future perspectives by involving the institution's long-term goals, as well as the desired market position (özdem, 2011). vision statements contain values that represent a set of principles and beliefs that guide the way the institution aims to achieve its mission (kuenssberg, 2011). based on a clear vision and strong values, the university can then determine its strategic goals, which integrate the potential and resources that develop in the institution, while trying to develop competitive advantage (paina and băcilă, 2004). cortés-sánchez (2017) conducted a study of 291 visions from various universities throughout the world and the main results showed that (1) the vision trend was towards globalization; (2) there is encouragement of all tertiary institutions in research and teaching; (3) the absence of quantitative elements; (4) and there are no similarities between the terms used by public and private universities; (5) mission statements tend to be longer than vision statements; (6) the vision and mission of domestic universities in south america tend to be longer; then (7) public universities focus on individuals (students) while private universities focus more on the process (teaching). there are 10 benefits proposed by david and david (2017) for companies or institutions that have a vision, namely (1) will be able to achieve clear objectives among all managers and employees; (2) provides a basis for all other strategic planning activities, including internal and external assessments, setting goals, developing strategies, choosing among alternative strategies, developing policies, building organizational structures, allocating resources, and evaluating performance; (3) provide clear directions for the company; (4) provides a focal point for all company stakeholders; (5) resolving different views among managers; (6) promotes a shared sense of hope among all managers and employees; (7) projecting a sense of value and intention to all stakeholders; (8) project an organized and motivated organization, which is worth supporting; (9) to achieve higher organizational performance; and (10) to achieve synergy between all managers and employees. then arifin research results (2017) explained that the company's vision and mission that are able to prepare for competitiveness in the future must be integrated with the development of human capital, recruitment and corporate training. research method the research was conducted at a new university which was established in 2014 and only began operations in 2015 after obtaining an operational permit from the minister. the university is considered important to be investigated because in the four years of operation it has had a number of students as many as 6,694 people with growth reaching 32% per year, so that it requires good management by paying attention to the laws and meeting the standards of good tertiary education as well. this study uses a qualitative method with a phenomenological approach that is expected to be able to explain the experience of university leaders in making a vision to be achieved in the next 5 to 10 years. creswell (2010: 21-22) explains that phenomenology essentially plays a role in identifying human experience about a particular phenomenon. for this reason, researchers try to understand the life experiences of university leaders as a statement of the philosophy of phenomenology that requires researchers to study a number of subjects by being directly involved and relatively long in it to develop patterns and relationships of meaning (moustakas, 1994). the informants in this study were 11 university leaders who were willing to be interviewed, consisting of 8 university leaders (rector, vice-chancellor, deans and heads of institutions) and 3 program leaders. there are 5 leaders involved directly in biasing the vision and 6 others have a role to triangulate the data that has been conveyed by the university leaders. data was collected in a structured interview according to the research protocol prepared. this is intended to facilitate the interview process. in addition, field studies, documentation studies and focus group discussions (fgd) were also carried out, then the data were analyzed using content analysis, descriptive analysis and swot matrix analysis. data is transcribed and international journal of human capital management, vol. 4 (2), december 2020 14 | p a g e classified (coding) beforehand according to the focus of the study in reference to the research protocol. result and discussion 1. the importance of formulating a vision the leaders at this research locus deem it necessary to make an institutional vision for various reasons. rector university (inf-1) explained that: ".... this vision is considered very important for the university, so this vision has been made since the university was founded in 2014 ... this vision has been used as a reference for universities to achieve what they want in the future, explaining what needs to be done by us ... by all lecturers, all leaders ... employees ... and also foundations ... this vision can also be used as a reference for activities, a reference to work culture, a reference for education, research, service, for all lecturers ... for the development of their education , the development of the research, also for the development of infrastructure in the future ... " then it was also conveyed by the dean of the faculty of technology and computer science (inf-4), that: "... as new pts, we consider that there is a need for a vision ... vision is our dream going forward ... vision explains the hope that we want to achieve in a period of time in the future, according to the stages. .. to invite lecturers, employees, foundations to be of one heart, one direction to achieve this vision ... to be the goal to be achieved together .. " from the results of interviews with other informants, it can be summarized the reasons for the universities to make a vision as explained in table 1. table 1. reasons for universities to make a vision no the importance of making a vision frequency of answers 1). to explain the business that is being done. 4 2). to explain the hopes to be achieved by the university in the future. 5 3). to be able to explain milestones in the following years. 6 4). to explain the obligations that must be carried out by the university, so that tridarma and its supporters can be implemented well, planned and arrive at the expected goals 4 5). inviting foundations, lecturers, employees, and students to carry out higher education with the same direction, one heart, and one goal. 5 6). inviting foundations, lecturers, employees, and students to carry out higher education in an atmosphere of one heart, one goal. 5 7). to build a work culture that clearly leads to the goals to be achieved. 4 2. the basics of formulating a vision the vice rector for finance (inf-3 as one of the actors in making a vision) explained the basis for preparing the university's vision, that: international journal of human capital management, vol. 4 (2), december 2020 15 | p a g e "my experience in the time when the vision was made ... was based on the mutual understanding of the foundation, newly formed university leaders, prospective lecturers, prospective employees agreed that the basis for making a vision for the future ..." furthermore, the dean of the faculty of technology and computer science (inf-4) stated that: "the basis for making the university vision is the development of higher education in indonesia, which is getting better, higher competition in universities (especially in the era of technology) is considered to be quite high challenges, the growth of karawang regency from agriculture to an industrial area (the largest in west java), tourism potential, as well as high population growth including urban job seekers from other places who enter karawang ". . a similar sentiment was also conveyed by the rector university (inf-1) that: "the other side of the basis for making the vision for the establishment of the university in the future is the existence of ... technological developments ... yes, like information, like now the era of the industrial revolution 40 ... and it becomes a reference to make the university's vision going forward ... also globalization ... of course globalization education ... ..the other side .... the consideration .... the income of the population and also the national income as the main aspects that will finance these education costs. whether it's in the present or the future.” furthermore, the program coordinator of the legal study program confirmed that at the time of making the vision ... the leadership of the university considered various regulations and laws, political developments, economics, society and the development of higher education both nationally and internationally. from interviews with university leaders found variations in the answers that underlie university leaders in preparing the vision and mission as described in table 2. table 2. basis for making university vision no answers frequency 1). the constitution of the republic of indonesia of 1495, where one of the objectives of the constitution or state of the republic of indonesia is to educate the life of the nation 3 2). the development of tertiary institutions in indonesia is very fast responding to the demands of the development of users both at home and abroad. 5 3). competition in universities in indonesia is getting tougher 5 4). the national education system long-term plan that leads to the industrial revolution 4.0 3 5). karawang development direction to support the growth of the industrial world, agriculture, tourism and other economic sectors and unemployment. 3 6). order of law no. 12 of 2012 concerning higher education 7 7). government regulation no. 4 of 2014 concerning the organization of tertiary education and management of tertiary institutions 5 international journal of human capital management, vol. 4 (2), december 2020 16 | p a g e 8). minister of research and technology higher education minister's regulation 44 in 2015 3 9). standard 1 accreditation forms from ban-pt 3 10). as a basis for the preparation of the university work plan, both short-term, medium-term and long-term plans, which will then be set forth in the campus development plan, renstra and renop. 3 11). karawang / national population growth 3 12). karawang / national revenue growth 3 13). letter of assignment from the foundation 2 14). law no 20 of 2003 concerning the national education system 2 3. map of internal and external potential of the university when making vision a. strength and weakness map from the results of interviews with university representatives, it is known that maps and components of strengths and weaknesses at the time of making the vision are then collected and recapitulated in the description in table 3 below. the lowest strength score scale 1 (not strong) and highest 5 (very strong), while the weakness score scale lowest -5 (very weak) and highest (1) slightly weak. table 3: map of university strengths and weaknesses when making vision no indicator strength score strength indicator weakness score weakness (1) foundation support very strong (5) university not yet known very weak (-5) (2) leadership commitment very strong (5) lectures not running very weak (-5) (3) infrastructure very strong (5) 90% of lecturers do not have lecturer academic position (jad) weak (-4) (4) lecturer quantity strong (4) don't have a professor yet fairly weak (-3) (5) internal environment strong (4) research and community service program not yet running fairly weak (3) (6) governance planning strong (4) b. opportunity and threat map map of opportunities and challenges of the university during the preparation of the vision described in table 4 below. the highest probability score scale 5 (very likely) lowest 1 (few opportunities), while the highest weakness score scale -1 (least threat) and lowest -5 (very threatening). international journal of human capital management, vol. 4 (2), december 2020 17 | p a g e table 4 map of opportunities and threats of universities during formulation of vision no opportunity indicator score threat indicator score (1) employment have a chance (4) difficulty finding lecturers simply threatening (-3) (2) local government support and karawang community quite opportuniti es (3) candidates get student candidates threaten (-4) (3) potential student candidates berpeluang (4) there is no public trust simply threatening (-3) (4) re-orientation of prospective students to state universities and private universities quite opportuniti es (3) community image simply threatening (-3) (5) public interest to study in karawang quite opportuniti es (3) (6) open cooperation opportunities quite opportuniti es (3) (7) there are masters and doctoral scholarships quite opportuniti es (3) to get a good strategy in implementing the work program, a swot matrix is then made, as explained in table 5 below. the swot matrix table is useful for analyzing the right strategy by comparing the two sides of internal and external conditions possessed by university. international journal of human capital management, vol. 4 (2), december 2020 18 | p a g e table 5. university swot matrix when making a vision external and internal indicators that are considered to have a role when making a university vision power (s) 1. foundation support 2. leadership commitment 3. infrastructure tools 4. lecturer quantity 5. internal environment 6. governance plan weaknesses (w) 1. not yet known 2. academic implementation 3. functional position 4. there is no professor 5. implementation of ppm opportunities (o) 1. employment 2. local government support 3. community support 4. potential students 5. re-orientation of ptn / pts 6. lecture interest 7. cooperation opportunities 8. external scholarship so strategy standardization through quality assurance. improvement of infrastructure, further study of lecturers and students, improvement of the quality of tridarma by training in skills, abilities, careers, welfare, cooperation and accreditation wo strategy cooperation, mastery of media promotion, cooperation, improvement of jad and career of lecturers, improvement of skills, abilities, assignments, use of modern information systems threat (t) 1. difficulties in finding lecturers 2. student persangian 3. community trust 4. community image st strategy collaboration between higher education and senior high school, promoting media promotion, use of modern information systems wt strategy cooperation, promotion, governance reform, lecturer and tend training, use of modern information systems from the swot matrix table 5, there are 4 strategies that can be undertaken by the university for establishing vision, with the main strategies that can be taken are: 1) standardization through university quality assurance. and accreditation 2) improvement of university infrastructure and governance 3) advanced studies of lecturers and students 4) improvement of the quality of input, process and output tridarma 5) training and guidance of skills, abilities 6) improvement of lecturers & welfare academic positions 7) use of modern information systems, 8) promoting media promotion 9) collaboration between higher education, high schools, the world of business and government 4. map of university's potential expectations in the next 5 to 10 years to estimate the level of university ability to achieve the vision that has been made, it is necessary to estimate the mapping of the potential strength of the next 5 to 10 years. the results of interviews with university leaders regarding expectations of internal potential and estimates of external potential in the next 5 to 10 years are shown in table 6 and table 7. international journal of human capital management, vol. 4 (2), december 2020 19 | p a g e table 6.: map of internal potential in the next 5 to 10 years no strength indicator score weakness indicator score (1) foundation support very strong (5) (1) motivation (2) work culture (3) modeling slightly weak (-2) (2) higher education accreditation strong (4) slightly weak (-2) (3) hr lecturer strong (4) slightly weak (-2) (4) education quality strong (4) (5) research and community service strong (4) (6) alumni quality strong (4) (7) brand image strong (4) (8) sources of funding strong (4) (9) information systems strong (4) table 7. external potential maps for the next 5-10 years no opportunity indicator score threat indicator score (1) technology support very chance (5) job competition threaten (4) (2) cooperation very chance (5) penetration from competitor universities simply threatening (-3) (3) karawang community income opportunity (4) displacement of lecturers with achievements simply threatening (-3) (4) policy support from the directorate of higher education (dikti) opportunity (4) higher education reputation simply threatening (-3) (5) support of higher education service institutions (l2dikti) opportunity (4) (6) employment quite opportunities (3) (7) karawang regional government support quite opportunities (3) (8) competitor factor quite opportunities (3) (9) scholarship quite opportunities (3) international journal of human capital management, vol. 4 (2), december 2020 20 | p a g e table 8. university swot matrix in the next 5-10 years external and internal indicators that are judged to play a role for the university in the next 5 to 10 years strength (s) 1.foundation support 2.higher education accreditation 3.hr lecturer 4.education quality 5.research and community service 6.alumni quality 7.brand image 8.sources of funding 9.information systems weaknesses (w) 1. work motivation 2. work culture 3. modeling opportunities (o) 1.technology support 2.cooperation 3.karawang community income 4.policy support from the directorate of higher education (dikti) 5.support of higher education service institutions (l2dikti) 6.employment 7.karawang regional government support 8.competitor factor 9.scholarship so strategy improved university standards, investment is directed at the quality of information systems, increasing national and international accreditation, fostering and improving the quality of lecturers and students to improve processes and quality of output wo strategy career guidance, motivation, behavior and product based on teamwork to utilize the modernization of technology, government policy and reach the business world and society threat (t) 1.job competition 2.penetration from competitor universities 3.displacement of lecturers with achievements 4.higher education reputation st strategy increasing cooperation between the business world and large tertiary institutions / competitors to reduce the transfer of lecturers and increase the reputation of domestic and foreign universities wt strategy improved awards and recognition of lecturers and work partners' reputation the swot matrix analysis presented in table 8 above makes it easy for policy makers on the strategies that can be taken by the university to face the challenges faced by exploiting opportunities and strengths and fixing weaknesses as soon as possible to take advantage of existing opportunities to realize work programs that restra has been made for the period 20192030. mapped estimates in the next 5-10 years the motivation, culture and exemplary of university hr will decrease due to fatigue and possibly work boredom. for that the leaders must respond even better. likewise, challenges from other tertiary institutions and the competition of lecturers will probably increase. for this reason, the swot matrix can be used as a solution to determine the attitude of the university in the next 5 to 10 years with a focus on the results of the matrix analysis strategy, which focuses on the strategic aspects as follows: 1) improvement of higher education standards and national and international accreditation international journal of human capital management, vol. 4 (2), december 2020 21 | p a g e 2) investment is directed at the quality of information systems, 3) guiding and improving the quality of lecturers and students to improve the process and the quality of output 4) career guidance, motivation, behavior and product based on teamwork to take advantage of the modernization of technology, government policies and reach the business world and society 5) increasing cooperation between the business community and large tertiary institutions / competitors to reduce the transfer of lecturers and increase the reputation of domestic and foreign universities 6) increasing appreciation and recognition of lecturers and work partners' reputation. 5. vision and mission formulation process to produce the right vision in accordance with the potential and desires of internal stakeholders, the universiats has made three vision-making sessions, namely at the time of establishment, at the time after the issuance of the decree of establishment from the minister and the last at the time the university will carry out operations. the chancellor explained that this was done due to various considerations mainly to accommodate the advice of external parties. the vice chancellor for finance and personnel (inf-3) explained the process of making the university's vision, that: "our experience when creating a vision at that time was by bringing in experts, continuing to form a committee, conducting discussions and seminars. there were two experts brought in at that time namely (1) prof. gunawan from unpar bandung (he was also one of pt ban's expert staff), at that time he explained about (a) development of national, asean and international higher education institutions, higher education obligations, such as what is that, higher education, (b) what standards must be achieved by the tertiary institution; and (c) the duties of foundations, leaders, lecturers and university employees. then (2) bring in kopertis coordinator prof. dr. abdul hakim halim, he explained about (a) the development of tertiary institutions in indonesia, west java and banten; and (b) explain what the task of the private university should be, be able to be competitive with other universities, even be competitive with state universities ". the chancellor (inf-1) himself explained that: "based on experience, the way used by the leadership of the university to compile the vision and mission is to first bring in experts, the first we do is bring in prof. dr. johanes gunawan from the parahiyangan catholic university in bandung, then brought in the coordinator of the private higher education (kopertis) at the time (prof. dr. abdul hakim halim), then we conducted a seminar team composing vision and mission, discussion, namely through fgd ". regarding the process of formulating the vision, the chairperson of the program of psychology studies program (inf-8) said that: "i know ... that the universiats have brought experts in the making of a vision ... but before forming the committee first, where the committee would later discuss, carry out a series of activities or events related to the formulation of the vision and mission. one of the agenda is in the form of a seminar by bringing experts, namely prof. yohanes gunawan from unpar and he was one of the assessors of pt tires ... in 2015 (if i'm not mistaken, i forgot about the month) .... he explained about the development national, asean and international tertiary institutions, the existence of higher education obligations, then the standards that must be achieved by tertiary institutions, foundation tasks, leaders, lecturers and employees regarding if not wrong regarding the governance of tertiary international journal of human capital management, vol. 4 (2), december 2020 22 | p a g e institutions / .... then later .. .. brought in 21015 again brought kopertis coordinator at the time, prof. dr. abdul halim hakim, ............ he explained the development of tertiary institutions in indonesia especially in west java ... and many more ... were then formulated and the results presented to the chancellor and foundation for discussion furthermore". the results of the document observations were recorded in the university institution accreditation form 2018 page 4, that the process of making universities was carried out as many as 3 periods of formulation and the results of the final formulation agreed upon by the university's vision was "becoming a competitive university with international insight" 6. vision achievement indicators from the results of focus group discussions (fgd), the main indicators of university vision achievement can be summarized, namely the achievement of institution and study program accreditation, lecturer intellectual capital quality, tridharma quality, graduate success and good assessment from stakeholders. 1) accreditation of institutions and study programs it was said by the chancellor (inf-1) that the achievement of the vision on the indicator of the highest competitive advantage when the university can achieve superior accreditation from the national accreditation agency for higher education (ban-pt). the chancellor hopes that in 2030 the university will have received superior accreditation for higher education institution accreditation (aipt), then at least 5 study programs at the university will also get superior accreditation. 2) the quality of lecturer intellectual capital to get a national competitive advantage is inseparable from the role of permanent lecturers as well as non-permanent lecturers at this university. it was agreed in the fgd that the indicator of excellence in intellectual capital quality is the main trigger to achieve the vision that has been set, therefore the university sets the intellectual capital quality standard for university lecturers at least the same as the performance indicator standards written in regulation_ban-pt number 59 of 2018 concerning accreditation instruments higher education and ban-pt regulation number 2 of 2019 concerning study program accreditation instruments. it is expected that in 2030 the number of lecturers with doctoral degrees will be as much as 40 percent, and in each study program there are already at least 1 (one) professor. 3) tridharma quality indicators of competitive advantage in the field of tridharma in 2030 are characterized by the use of information technology in various educational, research and service activities. the university expects 90% of lecturers to use renewable education information technology (following the era of the industrial revolution 4.0) in the planning, process and assessment of learning, conducting research and service, using research results and dedication to the development of learning. collaboration between universities, government, business world and the community in supporting the process, use of results and outline of tertiary institutions has met the target of ban-pt accreditation instruments. 4) success of graduates the success of graduates is an indicator of the achievement of the university's vision because graduates are genuine products from tertiary institutions. the main indicator of the success of graduates is the average waiting time to get the first job after they graduate. the university's target for graduates to wait is less than 3 months. this possibility is considered very high after considering the extent of employment in the karawang regency. the other side of the current condition of students is student status of student identity in the university international journal of human capital management, vol. 4 (2), december 2020 23 | p a g e database, more than 40% of students are working in various national and multi-national companies spread across industrial areas around karawang, bekasi and purwakarta, not including students who open own business as entrepreneurs in various fields of business. 5) stakeholder assessment stakeholder assessment of the existence of the university as a whole both in the implementation of tridarma and its supporting aspects is expected to be in the position as planned. assessment indicators are based on general standards that exist in society and apply nationally and internationally, namely the assessment of webometrics. webometrics is a tool or system to measure or provide an assessment of the progress of all the best universities or universities in the world (world class university) through the university's website (wikipedia). one of the targets of achieving the university's vision is the expected webometrics position in 2030: a. entered in the 50 large tertiary institutions in west java, b. included in the category of the 500 best universities at the national level, c. included in the category of 5000 best universities in the asean level. d. included in the category of 10,000 best universities of international level. 7. vision achievement policy from the results of interviews and literature studies it is known that in order to realize the vision of the university, the leaders of the university have made several guidelines, guidelines and regulations that are expected to be able to become a guideline for all leaders and foundations to realize their vision. rules, guidelines and guidelines for achieving the written vision in the document: 1) statute of 2014 and the last revision of 2016 2) staffing guidelines for 2014 and the latest revision in 2017 3) campus development master plan (rip) in 2015 4) stratetgis plan (renstra) 2015-2019 5) operational plan (renop) for 2015-2019 6) academic regulations 2015, the last revision of 2018 7) student regulations of 2017 8) guidelines for research and community service of 2017 9) academic and non-academic quality standards campus development master plan (rip) (2015: 16-18) explains that to realize the longterm vision, universities have made campus development master plans in 2 (two) milestones, namely (1) milestones of period i (2015-2030) : competitive, international outlook; and (2) milestones of period ii (2031-2046): competitive in international reputation. milestones of the first period 2015-2030 are divided into 4 (four) leadership periods (4 years each) with milestones as described below. 1. period of 2015-2018 : strengthening higher education governance and categorized as 50 best universities in west java 2. period of 2019-2022 : preparing for competitiveness at 500 best national universities 3. period of 2023-2026 : preparing for competitive in 5000 of the best pt in asean 4. period of 2027-2030 : preparing for competitive in 10000 international pt international journal of human capital management, vol. 4 (2), december 2020 24 | p a g e figure 1: university milestones of 2015-2046 source: rip ubp karawang (2015: 17) in order to achieve the milestones of the university campus development master plan, the university's general policy is to: a. institutional strengthening and development b. hr strengthening and development c. strengthening and developing tridarma and the work of universities d. strengthening and developing cooperation with various universities, government agencies, business / industry and other stakeholders, at regional, national to international levels. conclusion and recommendation the results of this study explain that the university has 3 (three) times revised the making of the vision, namely the first period at the time of the establishment of the college, the second review after receiving an operational permit decree from the minister of education and culture of the republic of indonesia and the third when the university will operate after first conduct a series of studies involving internal, external stakeholders, users and experts who are considered experts in the presentation of the university's vision. the university's vision is complemented by clear vision achievement indicators, namely (1) institutional accreditation and study programs; (2) the quality of intellectual capital of lecturers; (3) quality of tridharma; (4) success of graduates; and (5) stakeholder assessment which can be seen from the webometric position included in the 50 large tertiary institutions in west java, the category of 1000 best national level universities, the category of 5,000 best universities of asean level and included in the category of 10,000 best universities of international level. to be able to achieve the vision that has been set, the university has made a clear policy documented in the statute, staffing manual, campus development master plan, strategic plan, operational plan (renop), academic regulations, student regulations, research guidelines and community service, standards academic and non-academic quality and various other supporting documents. then the stages of 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(1997). harekete geçirici liderlik ve işe yönelik liderlik. ankara: mpm yayını. http://www.google.co.id/search?hl=id&rlz=1t4adfa_enid468id469&q=related:www.qualitative-research.net/index.php/fqs/article/view/508/1096+mike+weed.(2005).+%22meta+interpretation&tbo=1&sa=x&ei=6tblt8p4iilqraf4lvnvdg&ved=0cbyqhzaa http://www.google.co.id/search?hl=id&rlz=1t4adfa_enid468id469&q=related:www.qualitative-research.net/index.php/fqs/article/view/508/1096+mike+weed.(2005).+%22meta+interpretation&tbo=1&sa=x&ei=6tblt8p4iilqraf4lvnvdg&ved=0cbyqhzaa http://www.google.co.id/search?hl=id&rlz=1t4adfa_enid468id469&q=related:www.qualitative-research.net/index.php/fqs/article/view/508/1096+mike+weed.(2005).+%22meta+interpretation&tbo=1&sa=x&ei=6tblt8p4iilqraf4lvnvdg&ved=0cbyqhzaa http://www.google.co.id/search?hl=id&rlz=1t4adfa_enid468id469&q=related:www.qualitative-research.net/index.php/fqs/article/view/508/1096+mike+weed.(2005).+%22meta+interpretation&tbo=1&sa=x&ei=6tblt8p4iilqraf4lvnvdg&ved=0cbyqhzaa http://www.google.co.id/search?hl=id&rlz=1t4adfa_enid468id469&q=related:www.qualitative-research.net/index.php/fqs/article/view/508/1096+mike+weed.(2005).+%22meta+interpretation&tbo=1&sa=x&ei=6tblt8p4iilqraf4lvnvdg&ved=0cbyqhzaa http://www.google.co.id/search?hl=id&rlz=1t4adfa_enid468id469&q=related:www.qualitative-research.net/index.php/fqs/article/view/508/1096+mike+weed.(2005).+%22meta+interpretation&tbo=1&sa=x&ei=6tblt8p4iilqraf4lvnvdg&ved=0cbyqhzaa http://www.google.co.id/search?hl=id&rlz=1t4adfa_enid468id469&q=related:www.qualitative-research.net/index.php/fqs/article/view/508/1096+mike+weed.(2005).+%22meta+interpretation&tbo=1&sa=x&ei=6tblt8p4iilqraf4lvnvdg&ved=0cbyqhzaa https://www.weforum.org/%20about/the http://www.google.co.id/search?hl=id&rlz=1t4adfa_enid468id469&q=related:www.qualitative-research.net/index.php/fqs/article/view/508/1096+mike+weed.(2005).+%22meta+interpretation&tbo=1&sa=x&ei=6tblt8p4iilqraf4lvnvdg&ved=0cbyqhzaa http://www.google.co.id/search?hl=id&rlz=1t4adfa_enid468id469&q=related:www.qualitative-research.net/index.php/fqs/article/view/508/1096+mike+weed.(2005).+%22meta+interpretation&tbo=1&sa=x&ei=6tblt8p4iilqraf4lvnvdg&ved=0cbyqhzaa http://www.google.co.id/search?hl=id&rlz=1t4adfa_enid468id469&q=related:www.qualitative-research.net/index.php/fqs/article/view/508/1096+mike+weed.(2005).+%22meta+interpretation&tbo=1&sa=x&ei=6tblt8p4iilqraf4lvnvdg&ved=0cbyqhzaa http://www.google.co.id/search?hl=id&rlz=1t4adfa_enid468id469&q=related:www.qualitative-research.net/index.php/fqs/article/view/508/1096+mike+weed.(2005).+%22meta+interpretation&tbo=1&sa=x&ei=6tblt8p4iilqraf4lvnvdg&ved=0cbyqhzaa international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 5 (1), june 2021 115 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 5, no. 1, june 2021, p 115-120 the systematic procurement: educational supply chain management system kyaw zay ya universitas negeri padang email: kzayya111@gmail.com fahmi rizal universitas negeri padang email: fahmi.rical81@gmail.com anugrah agung ramadhan universitas negeri padang email: aaragung310197@gmail.com abstract procurement is one of the functions involving in the educational supply chain. it is highly important for teaching-learning process, more specifically engineering programs that are comprised with practical teaching and theory teaching. for practical teaching, the supplies of equipment, facilities, tools and learning materials are dependent on the systematic procurement. this study is aimed to discover the procurement system of the engineering faculty, universitas negeri padang, as a single case study. this is the qualitative research which uses semi-structured interview. thirteen academicians and thirty five management practitioners were interviewed to gain in-depth information about the procurement existing in the case faculty. purposive sampling method and simple random sampling method were used to select the research subjects. o'connor & gibson (2003)’s step-by-step qualitative analysis method was employed to analyze the data. the study resulted the regular procurement system and urgent procurement system in the faculty. keywords: procurement, education supply chain, regular procurement, urgent procurement received: 5 may 2021 ; accepted: 28 may 2021 ; publish; june 2021. how to cite: ya, k, z., rizal, f., & ramadhan, a.a. (2021). the systematic procurement: educational supply chain management system. international journal of human capital management, 5 (1), 115-120. https://doi.org/10.21009/ijhcm.05.01.10 http://journal.unj.ac.id/unj/index.php/ mailto:kzayya111@gmail.com mailto:fahmi.rical81@gmail.com mailto:aaragung310197@gmail.com international journal of human capital management, vol. 5 (1), june 2021 116 | p a g e introduction procurement is the process of getting supplies of something for an organization (oxford dictionary). it has become a tactic priority of factories for their competitive advantages in explosive times. it was regarded as a crucial integrative business process (kwon and hong, 2012). purchasing was positioned as a firm’s primary focus of contact with supply chain partners (pani et al., 2012 as cited in longva, 2016). actually, procurement is not only simulated for profit organization but it is also important for non-profit organization such as healthcare sector, humanitarian sector and education sector. nowadays, most government around the world cut off the fully funded aid to the public tertiary institutions, but instead of it, partial funding aid is provided or self-funded is replaced. adequate budget is needed in order to operate the institute. therefore, the public colleges and universities need to act like the private ones. the traditional method of state funded has replaced by a self-funded (goldsworthy, 2008 as cited in pathak and pathak, 2010). when the institute seeks budget itself, systematic finance management becomes a must not only to allocate budgets equally to all academic and management sections including procurement inside the institution but also to save the funding. procurement is a part of educational supply chain management system (gopalakrishnan, 2015; lau, 2007; l.comm and mathaisel, 2008; makkar et al., 2008; owusu-bio et al., 2016; pathak and pathak, 2010; rathee and rajain, 2013). it plays an important role of short term cost reduction to long term value creation (kwon and hong, 2012). the university needs to merchandise the equipment, teaching materials, tools, and facilities for the teaching-learning process. strategic procurement system can help the institute to mitigate the waste of money and add the values to the system. value creation in the procurement function can provide such benefits to the institution. procurement function is a crucial part of the educational management in the vocational colleges and universities. in the engineering programs, management functions involving procurement are essential to operate the whole operation of teaching-learning process. the merchandising, the use and maintenance of physical resources through tactical structures, welldesigned policies and firm processes are crucial for quality education (mestry and bodalina, 2015). it is very important for the engineering institutes because technological institutions deliver both theory teaching and practical teaching that must be done in the laboratories and workshops by using equipment, tools, and facilities. this study aims to find out the procurement system existing in the engineering faculty, universitas negeri padang. the faculty delivers three programs, namely diploma, undergraduate and post graduate. as the engineering programs, practicum teaching is provided to the students. to optimize the practical teaching, faculty purchases the necessary equipment, tools, materials and so on. therefore, this research qualitatively explored the faculty’s procurement system of the case faculty as a single case study. research method this research is a case study used qualitative method. researcher interviewed 13 academicians and 35 management practitioners in the academic departments and management divisions. to choose the top-tier personnel such as professor, heads of the department, and manager level management officers, purposive sampling was used whereas simple random sampling method was employed to select junior lecturers, administration staffs and technicians. semi-structured interview was simulated to interview the research subjects. data instruments were built based on porter (1985)’s value chain model. the duration per interview took about 40 minutes in average. to analyze the data, researcher applied o'connor & gibson (2003)’s strategy in which there were six stages: organizing the data, findings and organizing the ideas and concepts, building international journal of human capital management, vol. 5 (1), june 2021 117 | p a g e the themes in the data, ensuring reliability and validity in the data analysis and in the findings, finding possible and plausible explanations of the findings and an overview of the final steps. result and discussion the study resulted the systematic procurement involving in the educational supply chain management system of the engineering faculty, universitas negeri padang. in the procurement system, there were two branch categories, namely regular procurement and urgent request procurement. regular procurement system the faculty’s regular procurement system for supplying necessary equipment and facility is shown in figure 1. the first point of the material supply chain begins from laboratory. laboratorians make the list of needs once a year. they submit it to the heads of the department. department heads review and analyze the proposals. they estimate cost and checke whether these proposals are actually needed or not. one technician explained that; “i make a list of necessary items for each semester. i usually propose it once in every academic year. i just only know that i get the tools and equipment i proposed. the items include wire, scissor, a4 paper, screw, keyboard, handset, computer, and so on. the items i proposed aer dependent on the needs. i submit it to the head of the department.” figure. 1 material supply chain for the teaching-learning process of engineering faculty department heads continue to confirm the proposals from the technicians. they review it, analyze it and discuss it with warehouse managers. warehouse managers discusses the equipment proposals with his heads of the department. if the proposed items are available in the warehouse, they do not need to buy because those can be directly provided from the warehouse. if not available, they proceed the procurement process. the process is continued by department head. international journal of human capital management, vol. 5 (1), june 2021 118 | p a g e warehouse managers’ main duties are to supervise the receipt, dispatching, storage of goods and distribution of goods. after the department heads finish analysis the equipment proposal with warehouse managers, proposals are submitted to the faculty procurement section. faculty procurement practitioners and dean ii who handles faculty financial management review and analyze proposals proposed by the departments. then, they proceed for procurement process collaborating with university procurement division. faculty cannot directly merchandise the goods. university procurement division works for goods and equipment supply by collaborating with . they collect the proposals, review, check, and analyze. staffs in the state property division look for the price survey before they merchandise the goods. one of the staffs in that division explained an example as follows. “for example, in the budget there is already one billion funds to buy 2 cars, so later we will survey the price; what are the prices of these cars on the market. before it, we already had selfestimated price. and if there is an auction process, then we will choose the lowest bid. there is an auction process for elimination, as well as the procurement process which is commonly known as a tender.” in order to perform tender, they collaborate with businesses (suppliers). they also have some partner companies for annual procurement. they focuses on low cost and good quality. thus, they use tendering and build the relationship with suppliers. the more they save money, the more they can use these money in other important academic purposes. when they receive the proposals from the relevant departments, they also check budget allowance. if no funds, they cannot buy. thus, they discuss the budget allowance with financial management division to check whether funding is available or not. regarding with the procurement, there is main planning division handling for activity planning and budget planning. every academic department and management division of engineering faculty prepares activity and budget proposals one year ahead for upcoming academic year. these proposals are submitted to the faculty office. after approving by the faculty office, those are put forward to university planning division. every management division and academic department needs budget to organize all activities in their sectors. thus, they have to propose their program proposal and budget proposal about what they need in their fields. they have to propose proposals one year ahead before the activity will be implemented. for example, activities and budgets for 2022 academic year must be submitted in 2021. they must compile programs and prepare budgets. planning division summarizes and make a recapitulation. then, they continue the decision-making process with university leadership team. in advanced, they are the ones who submit all proposals decided as required to the ministry of finance, indonesia. if they, because the procurement section is also a part of planning division, receive the equipment proposals from the engineering faculty, they inform to planning division. they also collaborate with financial management division because approval of proposals depends on budget availability. finally, they order the goods to the supplier businesses. after they have ordered the goods to the third party businesses (suppliers), suppliers supply the ordered goods directly to the relevant academic department warehouses. when the warehouse managers receive the ordered goods, they inform to the heads of the department, faculty procurement section, and university procurement division. one of the warehouse managers stressed the next process of procurement. “after receiving those products preliminarily, i inform to our department head and faculty procurement section. we all make appointment with suppliers to inspect the conditions of equipment. after checking them and every stakeholder are satisfied, faculty procurement section and department head release the official announcement that the equipment can be distribute to the laboratories.” international journal of human capital management, vol. 5 (1), june 2021 119 | p a g e only after announcing the official letter, warehouse managers distribute the goods and equipment to the laboratories. before laboratorians receive the goods and equipment, they also check their proposal they proposed and the number of goods received from warehouse. after all inspections have finished, they officially accept the equipment and goods. urgent request for procurement when the academic faculty, sometimes, proposes urgent request, planning division serves just-in-case performance in order to facilitate the learning process. for the activities that appear suddenly are urgently needed, planning division proposes to increase the amount of budget. they request some additional budget to ministry of finance. one of the officers stated that: “we have to do everything as much as we can to help teaching and learning process execute smoothly. we are just a supporting division here.” if they do not have budget for activity or something material that is used a lot and it is lacking, proposal can be submitted directly to the chancellor in order to adjust the budget allocation for procuring the equipment. each department makes draft budget and propose to directly to the university leadership team. with the permission of the leadership team, planning division continues the next process as long as they have budget availability. in some urgent cases, academic faculty can use their own budget. the university allocates the annual budget to each academic faculty to utilize for academic purposes. faculty also allocates the finance to each academic department based on the number of student. the department can apply these budget for academic purpose. if they have, thus, urgent issues like procurement case, holding international conference, etc., these budget can be used. for some large amount of procurement that cannot be covered by department own finance, for example, buying heavy machinery, the department needs to submit the proposal to the faculty finance section and university finance division. on the other hand, that kind of budget is not provided to management divisions. management divisions do not have own finance. they needs to collaborate with faculty and university finance division for every monetary cases. discussion the systematic procurement existed in the case faculty that provides the vocational engineering programs, undergraduate and postgraduate programs. two categories were discovered; regular procurement and urgent procurement. the target of case faculty’s procurement system were low cost and good quality so that the faculty could provide the adequate equipment for leaching-learning and could save the budget by using bargaining power at the same time. the system was effective to produce the qualified graduates and research outcomes in the faculty. the productive management of physical resources dramatically impacts on the education quality (mestry and bodalina, 2015). lau (2007) also indicated the importance of procurement function in the education industry. he stated that the university needed lots of commodity. the commodity supply chain dealt with the material supply required frequent transaction. when dealing with it, supply chain targeted on the low cost. pathak and pathank (2010) also pointed out that procurement function in the university dealt with the inbound function existing in the educational value chain. according to owusu-bio et al. (2015), procurement function was undertaken by university estate division. their case university opened the private participations such as accommodation facilities (hostels) for students around the university campus. l.comm and mathaisel (2008)’s research on the business supply chain based on secondary data also mentioned that the concept of logistics and distribution could be utilized in the educational management sector because the mentioned concepts could optimize the performance effectiveness of the education industry. international journal of human capital management, vol. 5 (1), june 2021 120 | p a g e conclusion the study revealed the systematic procurement function involved in the educational supply chain existing in the engineering faculty, universitas negeri padang. the two categories, regular procurement and urgent procurement, were found in this study. these two merchandising techniques helped the case faculty’s teaching-learning process operate smoothly. therefore, it can be concluded that procurement function was highly important in the education sector, more specifically in the engineering college or university due to the practical teaching. references gopalakrishnan, g. (2015), how to apply academic supply chain management: the case of an international university, management, vol. 20, 2015, 1, pp. 207-221. hong, p. and kwon, h-b.(2012). emerging issues of procurement management: a review and prospect. int. j. procurement management, vol. 5, no. 4, pp.452–469. longva, j. (2016) ‘the shrinking professional realm of the industrial buyer – a transaction cost view on organisational and infrastructural changes in a norwegian high-tech industrial cluster. int. j. procurement management. vol. 9, no. 4, pp.444–454. pathak, v., and pathak, k. (2010), reconfiguring the higher education value chain, management in education 24(4) 166–171.7 lau, a. k.w., (2007). educational supply chain management: a case study. on the horizon, vol. 15 iss 1 pp. 15 – 27. l. comm, c., and mathaisel, d. f.x. (2008). sustaining higher education using wal-mart's best supply chain management practices. international journal of sustainability in higher education, vol. 9 iss 2 pp. 183 – 189. makkar, u., elisante ole., and tripathi., g.s.k. (2008). value chain for higher education sectorcase studies of india and tanzania, journal of services research, special issue (february, 2008). mestry, k. and bodalina, k. (2015). the perceptions and experiences of school management teams and teachers of the management of physical resources in public schools. educational management administration & leadership. 1-19, 2015. doi: 10.1177/1741143214549972 o'connor, h. and gibson, n. (2003). step-by-step guide to qualitative data analysis. pimatiziwin: a journal of aboriginal and indigenous community health. owusu-bio, m. k., manso, j. f., and adiwokor, e. (2015). mapping the internal supply chain for educational institutions. a case study of kwame nkrumah university of science and technology. european journal of business and management. vol.7, no.32, 2015 porter, m. e. (1985). competitive advantage. new york, uk. rathee, r., and rajain, p. (2013). international journal of emerging research in management &technology issn: 2278-9359 (volume-2, issue-7). pathak, v., and pathak, k. (2010), reconfiguring the higher education value chain, management in education 24(4) 166–171.7 makkar, u., elisante ole., and tripathi., g.s.k. (2008). value chain for higher education sectorcase studies of india and tanzania, journal of services research, special issue (february, 2008). international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 2 (2), december 2018 18 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 2, no.2, december 2018, p 18-29 influence of leadership training level iii, creativity and commitment to performance of employees duties of health ministry of the republic of indonesia haslinda daulay state university of jakarta email: haslindadaulay_im13s3@mahasiswa.unj.ac.id maruf akbar state university of jakarta email: marufakbar@unj.ac.id mansyur ramly state university of jakarta email: mansyurramly@unj.ac.id abstract the purpose of this study was to study the effect of level iii leadership training, creativity and task commitment on employee performance. the research process was carried out at the ministry of health of the republic of indonesia using a case study method. the study sample was 168 employees of the ministry of health of the republic of indonesia who were selected by simple random sampling from 289 populations. the findings are: (1) there is a positive direct effect of level iii leadership training on employee performance, (2) there is a positive direct effect of creativity on employee performance, (3) there is a positive direct influence on task commitment to employee performance, (4) direct influence positive level iii leadership training on creativity, (5) there is a positive direct influence on task commitment to creativity. referring to these findings, researchers can conclude that employee performance is positively influenced by level iii leadership training, creativity and task commitment. therefore, to maintain employee performance, organizations must implement level iii leadership training, creativity and task commitment. finally, it was concluded that level iii leadership training, creativity and task commitment must be considered in producing employee performance. keywords: employee performance, level iii leadership training, creativity and task commitment introduction the ministry of health was formed in order to assist the indonesian president in organizing state governance in the health sector. in presidential regulation no. 35 of 2015 concerning the ministry of health it was stated that the task to the ministry of health was to organize governmental affairs in the health sector to assist the president in organizing state government. therefore, structuring the hr management system (human resources) of the apparatus which is the asset of the organization needs to be given top priority. structural position is a position that shows the duty of responsibility, authority, and rights of an asn in order to lead a unit of state organization. echelon iii officials in carrying out their duties have duties (duties and functions) which are regulated in the laws and regulations. human investment is the most important inventory for organizations whose purpose comes at one endpoint, namely that the organization has a number of qualified, disciplined, dedicated, loyal, perceptual, efficient, work effectiveness and work productivity can meet the needs of the organization, not only for the future now but for the future. okky in his research concluded that human resource management needs to pay attention to motivation, training mailto:haslindadaulay_im13s3@mahasiswa.unj.ac.id mailto:marufakbar@unj.ac.id mailto:mansyurramly@unj.ac.id international journal of human capital management, vol. 2 (2), december 2018 19 | p a g e and employee competency because it will affect employee productivity both directly and indirectly will also influence the quality and productivity of the institute. in his research, the influence of work competencies on employee productivity is very significant at 87.90% () (satria & kuswara, 2013). hr is a very important element in a company. failure to manage hr can lead to disruption in achieving goals in the organization, both in performance, profit, and survival of the organization. this is because hrm regulates the workforce in the organization. hrm can also produce good performance in an organization by means of valuation, giving remuneration in each individual member according to his ability to work. as explained by glinow that organizations are a group consisting of a group of people who work together to achieve a goal (steve & glinow., 2010). literature review performance management to develop employees who are effective in their work. when employees do not perform as they should, performance management seeks to improve their performance. for this reason, training is needed to improve their work. effective training will benefit both the company, employees and the growth and maintenance of harmonious relationships between members of the organization. for organizations, training can increase organizational productivity, for employees, training that effectively increases their ability to solve work problems. as for fellow employees, effective training enables effective communication and a favorable climate for the growth of all employees (kaswan & ahkyadi, 2015). one aspect that influences employee performance is leadership, where leadership is a process to influence others to understand and agree with what needs to be done effectively. this is evident in the research conducted by jaka alit that the significant influence of leadership seen from direction, participation, communication, and leadership exemplary contribute positively to employee performance, both seen from the quality, quantity, cooperation, and responsibility in their work (wiratama & sintaasih, 2013). research conducted by elnaga, said that the main purpose of each training session is to add value to employee performance, therefore all types of businesses design training and development programs for their employees as a sustainable activity. the training objective is what employees will achieve after experiencing a training program. some organizations plan and implement training programs for their employees without identifying goals and objectives and without knowing what will be learned, the skills and abilities that employees will learn at the end of the training program and whether they will be able to achieve performance targets on the job. therefore, companies must design training programs with clear goals and objectives while taking into account the special needs of individuals and companies (elnaga & imran, 2013). in the personnel management system, echelon iii officials play a very decisive role in describing the vision and mission of the agency into programs and leading subordinates and all stakeholders strategicto carry out these programs effectively and efficiently. this task requires him to have tactical leadership skills, namely the ability to describe the agency's vision and mission into agency programs and the ability to influence structural and functional officials under it, including stakeholders otherto implement these programs. in the sense that echelon iii officials are required to have leadership competencies that are able to formulate the program and lead the realization of the program (lembaga administrasi negara, 2013). creative problem solving approaches such asmaterial fish born, time management, presentation skills, tqm, and so on have been found to greatly help improve employee skills (ghosh, joshi, satyawadi, & mukherjee, 2011). however, it is very unfortunate, training and development are more focused on the characteristics of the training participants (ability, motivation, training design, work environment, etc.) as predictors of the results of training, whereas one other important thing is the role of the trainer. it should be noted that interactions between participants and trainers (harris et al., 2014). international journal of human capital management, vol. 2 (2), december 2018 20 | p a g e lately psychologists and management have studied creativity in various domains, including the domain of organizational behavior. but finding a big challenge is because of the complexity of the problem of creativity itself, which starts from individual skills in the dynamics of organizational climate where employees work for a long time for projects that are very different from the results that vary in a number of dimensions. when trying to define the construct of creativity, the first difficulty found is that this concept covers a variety of different phenomena but is related to one another, namely: creative products, creative people, creative situations, creative processes and creative potential (agnes & kormos, n.d.). amabile in its componential theory of creativity states that there are three components in problem solving skills, namely: (1). domain relevant skills include knowledge, expertise, intelligence, talent; (2). creativity relevant process includes style, cognitive personality, risk taking, and new perspectives on problems; & (3). intrinsic task motivation, motivation to do tasks or solve problems because they are interesting, challenging or satisfying and without extrinsic motivation; coupled with components outside the work environment is always called the social environment. other factors that can stimulate creativity such as: freedom in carrying out work, collaborative work teams, supervisors who encourage the taking of new ideas, top management that supports innovation by recognizing the creative work itself (zhou & shalley, 2008). creativity in determining the changes that need to be done is very important to note. creativity and innovation are especially important at the time of the exchange session. many organizations believe that creativity and innovation are the forerunners of success. creativity can be used in all steps of rational decision making and whenever an individual or group tries to solve a problem, make a decision, or develop something new (angelo & r., 2014). in today's competitive business environment, global competition forces companies to continue to look for ways to improve their services. constantine, said that creativity is a topic that has inspired researchers to explain why certain individuals, teams or organizations formulate ideas, service processes or new / useful products. there are five things, namely: climate organization, leadership style, organizational culture, structure & system, and resources & skills. managers are responsible for coordinating, fostering, directing and controlling the creative activities of their employees towards achieving organizational goals both personally and in groups (andriopoulos, 2010). one of the organizational commitments to employees can be created by the leadership style applied in the organization. leaders play a major role in influencing others, including the loyalty of their employees or people who are led so that from the people they lead arises a willingness, respect, obedience and trust in the leadership to carry out what is desired by the leader and the duties and objectives of the organization in order to be effective and efficient. mira & rhoaders almost simultaneously (mira & margaretha, 2012) in their study concluded that servant leadership has a relationship and has a positive and significant effect on organizational commitment of 16.8%, meaning that if the employee is tied to the organization, he will be committed to the organization and willing do the task beyond what is required of him. the emotional bond of employees with organizations is considered an important determinant of loyalty and dedication. employees who are effectively committed are seen as having a sense of belonging to the organization, being involved in organizational activities, willingness to pursue organizational goals, and their desire to stay with the organization ((mira & margaretha, 2012) & (rhoaders, eisenberger, & armeli, 2011). (janoniene & endriulaitiene, 2014) states that many scientists and practitioners illustrate that organizational commitment is a desirable tool to bind employees strongly in an effort to increase organizational productivity and effectiveness. in some cases, organizational commitment can describe the social functions and personal functions of employees and the effective functioning of the organization. affective commitment positively influences the professional efficacy of employees and reduces the possibility of fatigue (boredom) and withdrawal behavior. then morrow states that individuals who regard their work as a major international journal of human capital management, vol. 2 (2), december 2018 21 | p a g e aspect of life will not be able to underestimate the importance of their careers. therefore the idea of work commitment is a unique and redundant component (morrow, 1983). based on this explanation, researchers wanted to find out whether level iii leadership training had succeeded in giving birth to alumni who were creative in responding to changes in their work units and committed to work so that the performance of the ministry of health was increasing in general. from 2014 to 2018 the performance of all education and training alumni has never been studied at the health ministry. their spread throughout indonesia is expected to help reduce morbidity in indonesia. thus researchers are interested in conducting research on "the influence of level iii leadership training, creativity, and task commitment on the ministry of health's employee performance". this research generally aims to prove the influence of level iii leadership training, creativity and task commitment on employee performance at the indonesian ministry of health. in particular, this study aims to test whether or not there are: (1). direct influence of level iii leadership training on employee performance; (2). direct influence of creativity on employee performance; (3). direct influence of task commitment on employee performance; (4). direct influence of level iii leadership training on task commitment; (5). direct influence of level iii leadership training on creativity. methodology the place of research was conducted at the indonesian ministry of health office. time the research was conducted for approximately 5 months. this research is a quantitative study with a type of survey and a causal approach, data obtained by means of interviews and then analyzed by path analysis. there are 4 (four) variables to be examined. the four variables consisted of 3 (three) exogenous variables, among others: first, the level iii leadership training variable (x1) using (sinambela, 2018) theory and (bernadin & russell, 2013) obtained indicators namely, training needs assessment, training program development and training program effectiveness; second, creativity (x2) using the theory of (riyani, 2016) and (stojanova, 2010) obtained indicators, namely, the authenticity of ideas, the smooth production of many ideas, the flexibility of guiding and elaboration; third, is task commitment variable (x3) taken from the theory of (newstorm & davis, 2007) and (kerr & kronborg, 2016). it can be concluded that the indicators are, active participation in the organization, working hard for the interests of the organization, involvement in organizational obligations, and being loyal to the organization. for employee performance variable (x4), namely endogenous variable, the indicators are obtained from (gomes, 2003) and (wibowo, 2016) theory, so that discipline, optimal program responsibility, cooperation between colleagues, work initiatives, and achievement of targets are obtained. this can be seen in the constellation of relationships between variables, as can be seen in the following figure: figure 1 constellation of research problems international journal of human capital management, vol. 2 (2), december 2018 22 | p a g e population is the whole subject of research. meanwhile sugiyono said the population is a generalization area consisting of objects/subjects that have certain qualities and characteristics determined by researchers to be studied and then conclusions drawn (sugiyono, 2015). in this study, the target population is employees of the ministry of health who have attended level iii leadership training in 2014 to 2018 totaling 289 people. sampling of 168 people was done by using probability sampling techniques, namely techniques that provide equal opportunities for each element (member) of the population to be chosen as sample members. while the selection of samples with simple random methods, namely samples taken from the population randomly regardless of the strata that exist in that population. by providing equal opportunities to all members of the population to become members of the sample by following several random numbers. in sampling used slovin formula (umar, 1997). result and discussion testing requirements for data analysis include: (1) normality test for sample estimation error, (2) linearity test. based on data processing using spss 25, the normality test output is shown as shown in table 1 below. table 1 normality test results from the above output we see in the kolmogorov-smirnov column and it can be seen that the significance value for employee performance is 0.078, level iii leadership training is 0.200, creativity is 0.200 and task commitment is 0.070. because the significance of all variables is greater than 0.05, it can be concluded that the population of employee performance data, level iii leadership training, creativity and task commitment are normally distributed. based on the results of the aeritas test using spss 25 can be seen in the summary of the results of the calculation of the linearity test in table 2 below. table 2 recapitulation of linearity test calculation results linearity test linierity test results x1 x4 0,000 linear x2 -x4 0,000 linear x3 x4 0,000 linear x1 -x3 0,000 linear x1 x2 0,000 linear x3 -x2 0,000 linear international journal of human capital management, vol. 2 (2), december 2018 23 | p a g e from the table above, it can be seen that the significance value in linearity is 0,000. because the significance is less than 0.05, it can be concluded that between independent variables and dependent variables there is arelationship linear. the summary of the calculation of direct effects can be summarized in the following table 4.25. table 3 results of calculation of direct effects and path coefficients no line coefficientline tcount /zcount ttable descripti on 1. x1 x4 ρ41= 0.272 4,409 2,660 significan t 1. x2 x4 ρ42= 0.270 4,108 2,660 significan t 1. x3 x4 ρ43= 0.350 5,328 2,660 significan t 1. x1 x3 ρ31= 0.232 3.079 1,974 significan t 1. x1 x2 ρ21= 0.241 3,197 1,974 significan t based on the results of the analysis and hypothesis testing shows that the six hypotheses proposed in this study are proven. this implies that in general in the environment of the ministry of health of the republic of indonesia, there is a direct influence: (1) level iii leadership training on employee performance; (2) creativity on employee performance; (3) task commitment to employee performance; (4) level iii leadership training on task commitment; (5) level iii leadership training on creativity. in detail, the discussion of the results of analysis and testing of research hypotheses is described as follows: 1. hypothesis test results effect of training level iii leadership (x1) on employee performance (x4) judging from the theory or concept of level iii leadership training is the intensity of activities carried out for improve the competence and professionalism of echelon iii officials in the field of tasks embraced to achieve organizational goals. the aspects of level iii leadership training must be managed well in an organization. likewise with the indonesian ministry of health as one of the ministries that manage health in indonesia. in this study it is in line with the hypothesis to prove level iii leadership training has an effect on employee performance at the indonesian ministry of health. from the results of verification research, it turns out level iii leadership training has a positive direct effect on employee performance. this can be proven from hypothesis testing which produces tcount of 4.409 greater than ttable of 2.660 or can be expressed symbolically tcount 4.409> ttable 2.660. this shows that employee performance can be improved by strengthening pim iii education and training. training is a development of human resources specifically designed to develop knowledge, skills, competencies, attitudes and behavior of employees in order to improve the international journal of human capital management, vol. 2 (2), december 2018 24 | p a g e performance of employees to carry out their work they are doing now. today's training needs not only focus on technical training, but also about managerial, soft skills needed for all employees at every level of office. this is due to the demands of community service and the development of science and technology that continues to grow (wirawan, 2015). based on the results of hypothesis testing, that the effect of level iii leadership training on employee performance is 0.272 or 27.2%. this is supported by the opinions of several experts as outlined in the theoretical framework represented by research (ibrahim, boerhannoeddin, & bakare, 2017) with the title "the effect of soft skills and methodology training on employee performance". the results of the study stated that there was a positive relationship between training (soft skills and training methodology) and performance. of the three indicators of level iii leadership training, there is 1 indicator that is still low (the average score is less than 4), which is an indicator of training needs assessment with an indicator score of 2.46. these indicators need to be improved (i.e. widyaiswara competencies, resource persons, training materials) because with this increase in indicators, they can certainly contribute to improving employee performance. regarding training materials, there is still a lot to be improved, because the end of education and training is a change project that will be an alumni competency to always be carried if placed anywhere. the success of the resulting change project can not be separated from the role of the leader / boss to motivate and guide the training participants in the constituent project changes to carry out their duties. the role of leaders in the guidance and implementation of change projects encourages training participants to work to meet the standards set. through the project changes that have been made, the leader will be easier to guide, supervise, and encourage employees whether their work does not meet the requirements of the standard. while the indicators are good, namely the indicators of the development of training programs and indicators of the effectiveness of the education and training program, leaders at the indonesian ministry of health need to take care of them so that these indicators are maintained. based on empirical evidence, the findings of this study indicate that level iii leadership training is one of the most important variables and has a direct effect on employee performance variables. 2. hypothesis test results effect of creativity (x2) on employee performance (x4) creativity is a way / action of work that is shown by someone to perform / present tasks and reporting in accordance with their responsibilities more effectively and efficiently to achieve targets / results of work. good creativity must be managed well in an organization. likewise with the organization of the ministry of health of the republic of indonesia, the ministry that takes care of these health issues. in this study, it is in line with the hypothesis to prove that creativity influences employee performance at the indonesian ministry of health. from the results of verification research, it turns out that creativity has a positive direct effect on employee performance. this can be proven from hypothesis testing which produces tcount of 4.108 greater than ttable of 2.660 or can be expressed symbolically tcount 4.108> ttable 2.660. based on the results of hypothesis testing, that the influence of creativity on employee performance is 0.270 or 27%. this is supported by the opinion of several experts as outlined in the theoretical framework represented by stojanova which states that the higher the mastery of science and work skills, the more ideas or thoughts emitted. the higher the quality of a person, the more the quantity of work achieved (increasesproductivity). creativity and productivity are forms of jointness in connection so as to form a whole between the process of implementing work and the variety of efforts undertaken to achieve results in accordance with predetermined expectations (stojanova, 2010). the results of this study were also supported by research (yoopetch, 2011) with the title "the relationship of employee knowledge, employee creativity and employee performance: an empirical investigation of international journal of human capital management, vol. 2 (2), december 2018 25 | p a g e hotel industry in thailand". the results showed that employee knowledge and employee creativity had a significant positive relationship with employee performance. of the four indicators of creativity, there are two indicators that need to be improved, namely the indicator of smooth production of many ideas with a score of indicator 2.06 and an elaboration indicator with an indicator score of 2.32. both of these indicators need to be improved because with the increase in these indicators certainly can contribute to improving employee performance. while the indicators are good, namely the indicator of the authenticity of ideas and indicators of flexibility to guide, the leaders at the indonesian ministry of health need to take care of them so that these indicators are maintained well. associated with reality in the field, researchers argue that although it has a mechanism in managing creativity as stated by the experts above including in taking policies related to creativity that consider the perspective of employees but in its implementation there are still gaps as shown in the description of research data. evidence that the ministry of health of the republic of indonesia has managed personality well, the ministry of health of the republic of indonesia gives freedom to its employees to work and think creatively, receive advice and input from employees in meetings held by the indonesian ministry of health. based on empirical evidence, these findings indicate that creativity is a very important variable and has a direct effect on employee performance variables. 3. hypothesis test results effect of task commitment (x3) on employee performance (x4) commitment tasks in principle are strong attachments from individuals to continue to work consistently with the organization and intend to maintain membership loyalty by directing all of their abilities to succeed organizational goals. factors that support the commitment of the task must be managed properly in an organization. likewise with the organization of the indonesian ministry of health as one of the ministries in the government cabinet that takes care of health in indonesia. in this study, it is in line with the hypothesis to prove the commitment of duty influences the performance of employees at the indonesian ministry of health. from the results of verification research, it turns out that task commitment has a positive direct effect on employee performance. this can be proven from hypothesis testing which produces tcount equal to 5.328 greater than ttable equal to 2.660 or can be expressed symbolically tcount 5.328> ttable 2.660. based on the results of hypothesis testing, that the effect of task commitment on employee performance is 0.350 or 35.0%. this is supported by the opinion of several experts as outlined in the theoretical framework represented by the judge who stated that organizational commitment has an effect on employee performance because employees who have a high level of commitment to the organization tend to have a high attitude towards, love and obligation to the organization. this will motivate to complete the work that is charged in an adult, calm, and responsible by using all the physical and psychological abilities it has. so to improve employee performance needs to improve organizational culture and organizational commitment (hakim, 2015). the results of this study are also reinforced by research conducted by (sani, 2013) with the title "role of procedural justice, organizational commitment and job satisfaction on job performance: the mediating effects of organizational citizenship behavior". the results showed that procedural justice and organizational commitment had a positive effect on organizational citizenship behavior. organizational commitment has a positive effect on job performance. of the five task commitment variable indicators (x3) there are 2 indicators that are still low (the average score is less than 4), namely indicators of involvement in organizational obligations with indicator score 3.47 and indicators are obedient to the organization with an indicator score of 3.35 . both of these indicators need to be improved because with the increase in these indicators certainly can contribute to improving employee performance. international journal of human capital management, vol. 2 (2), december 2018 26 | p a g e while the indicators that are good, namely indicators of active participation in the organization, indicators working hard for the benefit of the organization and loyal indicators for the organization, leaders at the indonesian ministry of health need to take care of them so that these indicators are maintained well. associated with reality in the field, researchers argue that even though the indonesian ministry of health already has a mechanism for managing task commitments as stated by the experts above including in taking policies related to task commitments that consider the perspective of employees but in implementation there are still gaps as shown in the description research data. evidence that the ministry of health of the republic of indonesia has managed the task commitment well, the ministry of health of the republic of indonesia in assessing the performance of its employees has included factors related to task commitment when assessing the performance of its employees. based on empirical evidence, these findings indicate that task commitment is one of the most important variables and has a direct effect on employee performance variables. from the description of the theory above and based on empirical evidence carried out in this study, it is evident that task commitment has a positive direct effect on employee performance. 4. hypothesis test results effect of training level iii leadership (x1) on task commitment (x3) level iii leadership training is basically the intensity of activities carried out to improve the competence and professionalism of echelon iii officials in the field of tasks embraced to achieve organizational goals . the aspects of level iii leadership training must be managed well in an organization. likewise with the indonesian ministry of health as one of the ministries that manage health in indonesia. in this study in line with the hypothesis to prove level iii leadership training has an effect on task commitment in the ministry of health of the republic of indonesia. from the results of verification research, it turns out level iii leadership training has a positive direct effect on task commitment. this can be proven from hypothesis testing which produces tcount of 2.655 greater than ttable of 1.650 or can be expressed symbolically tarithmetic 2.655> ttable 1,650. based on the results of hypothesis testing, that the effect of level iii leadership training on task commitment is 0.232 or 23.2%. this is supported by the opinions of several experts as outlined in the theoretical framework represented by research (inanlou & ahn, 2017) with the title "the effect of organizational culture on employee commitments: a mediating role of human resource development in korean firms". the results of this study found that organizational culture, in particular, was defined as better communication between superiors and subordinates, trust, and the climate of innovation, positively related to organizational commitment. in addition, company investment in hrd or employee participation in hrd plays a mediating role in influencing the relationship between organizational culture and organizational commitment. therefore, organizational culture is an important factor for increasing workers 'motivation through participation in hr training programs, thereby increasing workers' commitment. of the three indicators of level iii leadership training, there is 1 indicator that is still low (the average score is less than 4), which is an indicator of training needs assessment with an indicator score of 2.46. this indicator needs to be improved because with the increase in these indicators it can certainly contribute to increasing task commitment. while the indicators are good, namely the indicators of the development of training programs and indicators of the effectiveness of the education and training program, leaders at the indonesian ministry of health need to take care of them so that these indicators are maintained. based on empirical evidence, the findings of this study indicate that level iii leadership training is one of the most important variables and has a direct effect on task commitment variables. international journal of human capital management, vol. 2 (2), december 2018 27 | p a g e 5. hypothesis test results influence level iii education training (x1) on creativity (x2) based on the theory or concept, level iii leadership training is basically the intensity of activities carried out to improve the competence and professionalism of echelon iii officials in the field of tasks embraced to achieve organizational goals. the aspects of level iii leadership training must be managed well in an organization. likewise with the indonesian ministry of health as one of the ministries that manage health in indonesia. in this study in line with the hypothesis to prove level iii leadership training has an effect on creativity in the indonesian ministry of health. from the results of verification research, it turns out level iii leadership training has a positive direct effect on creativity. this can be proven from hypothesis testing which produces tcount equal to 2.536 greater than ttable equal to 1.650 or can be expressed symbolically tcount 2.536> ttable 1.650. based on the results of hypothesis testing, the effect of level iii leadership training on creativity is 0.241 or 24.1%. this is supported by the opinion of several experts as outlined in the theoretical framework represented by dessler, which states that training means giving employees a new skill they currently need to do their jobs. in any case, training is the hallmark of good management, and this is a task managers always ignore. in future organizational changes, of course, a manager as the challenger must understand the details of the 8-step process to lead the following organizational changes. among other things is to build a sense of urgency. this sense of urgency often requires creativity. for example, the ceo might provide an (fictitious) analyst report to the executive that describes the imminent death of the company, therefore employees need to be trained immediately (dessler, 2011). this is in line with the research (lourenco & jayawarna, 2011) with the title "enterprise education: the effect of creativity on training outcomes". overall, the results of this study mostly agree with the tpb (theory of planned behavior) as applied to entrepreneurship and suggest the perception of creativity of trainees as a driver to improve study habits among newborn entrepreneurs. of the three indicators of level iii leadership training, there is 1 indicator that is still low (the average score is less than 4), which is an indicator of training needs assessment with an indicator score of 2.46. this indicator needs to be improved because with the increase in these indicators it can certainly contribute to increasing creativity. while the indicators are good, namely the indicators of the development of training programs and indicators of the effectiveness of the education and training program, leaders at the indonesian ministry of health need to take care of them so that these indicators are maintained. based on empirical evidence, the findings of this study indicate that level iii leadership training is one of the most important variables and has a direct effect on the creativity variable. conclusion based on the analysis above, the findings in this study are as follows: there is a positive direct influence level iii leadership training on employee performance, meaning that if level iii leadership training increases, it is predicted that employee performance will also increase; there is a positive direct effect of creativity on employee performance, meaning that if creativity increases, it is predicted that employee performance will also increase; there is a positive direct effect on task commitment to employee performance, meaning that if task commitment increases, it is predicted that employee performance will also increase; there is a positive direct influence level iii leadership training on task commitment, meaning that if level iii leadership training increases, it is predicted that task commitment will also increase; there is a positive direct influence level iii leadership training on creativity, meaning that if level iii 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(2008). handbooks of organizational creativity (vol. 91). new york: taylor & francis group llc. international journal of human capital management, vol. 3 (1), june 2019 international journal of human capital management, vol. 3 (1), june 2019 58 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 3, no.1, june 2019, p 58-73 the effect of organizational commitment and organizational citizenship behavior toward service quality at universitas kristen indonesia edison siregar state university of jakarta email: edisonsiregar_im12s3@mahasiswa.unj.ac.id, muchlis r. luddin state university of jakarta email: muchlis-rantoni@unj.ac.id thomas suyatno state university of jakarta email: thomas.suyatno@yahoo.com abstract the objective of this research is to find out the effect organizational commitment and organizational citizenship behavior towards service quality at universitas kristen indonesia. the research method used was a quantitative method wiht using path analysed design. in collecting the data, 71 employees were chosen from 243 employees randomly to be the sample of this research. the data of the this research were obtained by distrubuting questiinnaires and analyzed them using path analysis. the result shows that there exists a positive direct effect of (1) organizational commitment towards service quality, (2) organizational citizenship behavior towards service quality, and (3) organizational commitment towards organizational citizenship behavior. therefore, as the conclussion to this research, to improve the service quality of the employee at universitas kristen indonesia, the organizational commitment, and organizational citizenship behavior should be improved. keyword: organizational commitment, organizational citizenship behavior, service quality. introduction the management human resources with good quality, educated, and characteristical is a must for universities as one of the institutions offering educational services, but achieving this is often a challenge for universities. higher education is the most strategic educational institution in developing and maintaining the quality of education. to excel in competition, universities must be able to provide quality services, as it is said by djati (2011: 12) that in order to achieve the highest service quality performances, it is needed the understanding of what the customers needs and wants together with how to deliver the excellent services based on the customer expectations. it means that in order to achieve the highest service quality performance, an understanding of what the customers' needs and desires are needed together with how to provide the best service based on customer expectations. in observing and interviewing customers conducted on-the-spot at universitas kristen indonesia (uki) jakarta, many complaints were directed at the quality of services received from employees, including: employees are less friendly, less sympathetic, less polite in communication, they are difficult to meet when they are needed, and less responsive to complaints. if this is allowed, it will have an impact on the decline in competitiveness for universities. as a higher education service industrial actor, it should carry out a service process that can ensure good service mailto:edisonsiregar_im12s3@mahasiswa.unj.ac.id mailto:muchlis-rantoni@unj.ac.id mailto:thomas.suyatno@yahoo.com international journal of human capital management, vol. 3 (1), june 2019 59 | p a g e quality because service quality is one of the competitive advantages that plays an important role in both the service industry and manufacturing industries. this statement is reinforced by ahmadia (2017: 40) in his research saying that competitive advantage and service quality are significantly correlated with visitor loyalty to tourist objects both directly and indirectly. the qsworld version of university ranking data shows that, in 2014, uki was in the 147 th position. in 2015, uki was ranked 135 th based on ratings from the directorate general of ministry of reseach, technology and higher education, in 2016, the ranking of uki dropped in to rank 164 th , and in 2017, this rank rose 158 th . re-accreditation of tertiary institutions in 2016/2017, uki has regained "b" for its accreditation (kopertis, 2014). the data shows a decline in the quality of services at uki, and it is necessary to strive to improve the quality of services that have competitive advantages. according to hui, et al., in djati (2014: 6) that it is necessary to measure through continuous surveys and lead to knowledge about the level of customer satisfaction with the services provided. universities need to know what factors influence service quality are. theoretically and based on previous research studies, there are quite a number of factors that can affect the service quality, including organizational commitment and organizational citizenship behavior (bahrami et. al., 2016: 97; setiawan, 2015: 27; nurandini and laturava, 2014: 2; wagner & hollenbeck, 2010: 101; adekola, 2012: 3; nengsih, hadyanto & murni, 2013: 932; chip, 2016: 63; sucahya & suana, 2016: 7332). in its 63-year-old journey, uki faced various challenges both externally and internally. challenges that affect many developments, this can be seen that employees still lack of discipline as it is expected by the uki‘s regulation in 2015, doing work only as an "attempt to abort obligations" and less responsible for work. in addition, although most employees have a long working period of more than 30 years and an average age of 40 years, but they do not show high morale and have no sense of responsibility towards the organization. another most influential problem is that the organizational citizenship behavior (ocb) which is in the uki is till having no support on effectiveness of work, simply, they are still individual worker, less cooperation as team, being jealous of other employees and still cannot accept a difference. there have been enough studies conducted on these variables; organizational commitment and ocb aimed at service quality, but what is done for employees in a service industry such as private universities is still lack even though employees are an important factor besides educators which affect the level of competitive advantage of universities in global competition. thus researchers are interested in conducting dissertation research with the title: the effect of organizational commitment and organizational citizenship behavior toward service quality at indonesian christian universities. with the aim of knowing: a) is there a direct effect of organizational commitment on service quality; b) is there a direct influence of ocb on service quality; c) is there a direct influence on organizational commitment to ocb. the novelty in this study can be seen from the findings based on the analysis conducted on the variables of organizational commitment, organizational citizenship behavior (ocb), and service quality, where ocb is a mediating variable so that the results of both direct and indirect effects on service quality are known. literature review quality service plays an important role in performing customer satisfaction, while also having an impact on creating profits for the company. the more quality services provided by the company, the more satisfaction felt by customers (panjaitan & yuliati, 2016: 266). kotler quoted by nuhung (2011: 117) says ―customer satisfaction is the level of one's feelings after comparing the performance (results) that are felt compared to expectations. to see how important service quality is for an organization, you need to know what factors affect it. one of the dominant factors that can affect service quality is the behavior of employees of the organization. this is in accordance with what was said by kamalinasab, sami and zendedel (2017: 1248) that ―one of the most important factors affecting service quality is employees' behavior in the organization. in fact, activities of internal staff link the organization with its customers.‖ one example is customer service (sugiyah, 2018: 62). two main factors that international journal of human capital management, vol. 3 (1), june 2019 60 | p a g e influence service quality are expected service and perceived service. if the service received, or perceived (perceived service) is as expected, the quality of service is perceived as good or satisfying, and vice versa versa (khoirista, yulianto & mawardi, 2015: 2). there are four characteristics of services, namely; intangibility, variability, inseparability, and perishability. services are a complicated phenomenon. the word service according to jasfar quoted by handayani (2013: 32) has many meanings and scope, from the simplest understanding, namely only in the form of service from someone to others, it can also be interpreted as starting from services provided by humans, both those who seen (explicit service) or that cannot be seen, which can only be felt (implicit service) to supporting facilities that must be available in the sale of services and other objects. according to ratminto in fatrunisah (2015: 237) and titisari (2014: 86) said service is an activity or series of activities that are invisible (inaccessible) that occur due to interactions between consumers and employees or other things provided by the service organization that is intended to solve the problem of consumers or customers. quality is a very dominant factor in the success of an organization. the american society for quality control cited kotler & keller (2012: 131), soleimani, khosravi & mohammadi (2017: 922), murni (2011: 103) and huang & lee (2015: 108) stated ―quality is the totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs.‖ some people think of qualities such as excellence, zero defects, product prices, also other things such as: (a) perfection; (b) consistency; (c) eliminating waste; (d) speed of delivery; (e) compliance with policies and procedures; (f) providing a good, usable product; (g) doing right the first time. lewis and booms in harjati and venice (2015: 65), luthans (2011: 39), and mmatle & shonhe (2017: 2) define service quality as a measure of how well the level of service provided is in line with customer expectations. another dimension of service quality was delivered by ogunnaike (2011: 35) who divided it into the following two categories: a) enhancing factors, b) dual threshold factors. the service quality measurement model was developed by parasuraman, zeithaml, and berry (1998: 23) so that it became 5 (five) dimensions i,e tangible, reliability, responsiveness, assurance, and empathy. based on the description above, it can be synthesized that service quality is a match between expectations and reality of services received by customers, with indicators: (1) tangibles; (2) reliability; (3) responsiveness; (4) assurance; (5) empathy. commitment is a combination of self-confidence and motivation and enthusiasm of employees as well as employee development on the tasks handled. this is also an ongoing process where members convey their concern for the organization, success and progress that is sustainable (setyaningrum, 2017: 557). while according to robbins and judge (2013: 109), organizational commitment is ―the degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization‖. organizational commitment is an encouragement in the individual to do something in order to support the success of the organization with the aim and prioritize the interests of the organization (putra, 2017: 2340; rusyandi, 2016: 8). this understanding shows that organizational commitment is the extent to which employees identify the organization and its desire to continue to actively participate in it. often reflects employees' trust in the company's mission and goals, willingness to develop business in the completion of their work and the desire to continue working in the organization. organizational commitment can also be said as a strong desire for someone to continue together and connect with the organization and strive to help the organization achieve its goals. this statement is supported by aledeinat and alrfou (2017: 3) who quote porter and steers, who say ―the relative strength of the relationship between an individual and an organization often characterized by a strong belief in and the acceptance of the organization‘s norms and goals, strong drive to continue being a member of the organization and the willingness to go extra miles for the organization is regarded as organizational commitment‖. organizational commitment as a good introduction to the organization so that employees will be willing to develop a business to achieve the goals and mission of the organization, and want to become members of the organization for a long time. this is in line international journal of human capital management, vol. 3 (1), june 2019 61 | p a g e with what was stated by wagner & hollenbeck (2010: 111) and khaleh & naji (2016: 173) who say ―organizational commitment is the degree to which people identify with the organization that employs them. it implies a willingness on the employee‘s part to put forth a substantial effort on the organization‘s behalf and his or her intention to stay with the organization for a long time‖. organizational commitment is the degree to which an individual identifies himself with an organization, participates and engages in certain organizations and this level is measured through three elements that define identity, work participation and involvement and loyalty to the organization. the definition above reflects the attitude of employee loyalty to the organization and is an expression of its concern for the organization and its continued success and progress. in this sense there are three indicators of organizational commitment, namely: (1) a strong desire to remain as a member of a particular organization; (2) the desire to strive according to the wishes of the organization; and (3) certain beliefs, and acceptance of organizational values and objectives. meanwhile, colquitt, lepine, and wesson (2011: 68) say ‖organizational commitment is defined as the desire on the part of an employee to remain a member of the organization‖. organizational commitment is defined as the desire of some employees to remain members of the organization. organizational commitment influences whether an employee stays as a member of the organization or leaves an organization member to look for another job. ortiz et al. (2015: 93) say that the organizational commitment is formed when employees and organizations foster greater interest in maintaining their working relationships. employees experience a level of loyalty related to their ties to the organization, and their willingness to continue to participate or work with them. organizational commitment is the emotional relationship that employees feel with their work. while george and jones (2012: 71) and mcshane & glinow (2010: 122) say organizational commitment is "... is the collection of feelings and beliefs that people have about their organization as a whole". employees who have a high commitment to the company tend to show good quality, more totality in work and the turnover rate for the company is also low (akbar et al., 2017: 33). newstroom in apriliana, hamid, and hakam (2013: 21) said that conceptually, organizational commitment is characterized by three things: (1) a strong sense of trust and acceptance of the goals and values of the organization; (2) the desire of someone to do business seriously for the sake of the organization; and (3) there is a strong desire to maintain membership in an organization. meyer and allen in prabhakar and ram (2011: 55) concluded that an employee‗s commitment reflected a desire, need and obligation to maintain membership in an organization. there are two main dimensions of organizational commitment. rational commitment, reflects that work provides services to financial interests, development, individual professional interests. emotional commitment reflects the feeling that what someone is doing is important, valuable, and provides real benefits to others. evidence that strong emotional commitment to the organization is based on the values and interests of others and gives a 4fold positive influence on performance rather than rational commitment, which is based on pay and self-interest (wibowo, 2015: 188). based on the description above, it can be synthesized that organizational commitment is the attachment of employees to their roles and functions as members of the organization as indicated by the acceptance of organizational values and objectives and having a desire to be affiliated with the organization as measured by indicators: 1) desire; 2) need; and 3) obligation. improving the performance of an organization is strongly influenced by the quality of behavior of employees in it. this behavior is expected not only to relate to the quality of the implementation or tasks assigned as inrole of behavior, but more than that also behavior that is extra role or not outlined in the organization's job description and is able to make a positive contribution to the effectiveness of the organization. this extra role behavior became known as ocb. the productivity of the company depends on the contribution and performance that the employee gives to the company or organization. employee performance is a dependent variable, so that the condition of employee performance in the organization cannot be separated from other factors. especially in service companies, then one of the factors that international journal of human capital management, vol. 3 (1), june 2019 62 | p a g e influence the high and low of employee performance is extra role behavior or commonly called ocb (hapsari, 2010: 13). some experts gave opinions on ocb, including organ and konovsky quoted by rahayu (2016: 17), saying ―ocb are those voluntary, ―above the call of duty‖ behavior that some feel not only contribute to company success but are necessary for success. the ocb can include ―talking up‖ the firm too outsiders, helping co-worker, and offering useful suggestion‖. it means that ocb is voluntary "over the call of duty", a behavior in which some people feel that not only contributes to the success of the institution or company but is needed for success, ocb can include "discussing success" institutions / outsiders, helping friends work, and offer useful advice. another opinion says that ocb is free individual behavior, not directly or explicitly recognized in the reward system and in promoting the effective functioning of the organization or in other words ocb is the behavior of employees that exceeds the required role, which is not directly or explicitly recognized by the system formal reward (ticoalu, 2013: 784). aldag and reschke in darto (2014: 13) define ocb as ―...are individual contributions in the workplace that beyond role requirements and contractually rewarded job achievements. this would include such behaviors as helping others, volunteering for extra-job activities, and upholding workplace rules and procedures regardless of personal inconvenience. these behaviors represent ―employee value added‖ which is not reflected in traditional narrower performance measures.‖ this view suggests that ocb is the contribution of individuals in the workplace that goes beyond the role role and achievement of work that is contractually rewarded. these behaviors illustrate the added value of employees that are not reflected in traditional narrow performance measures. meanwhile, ivancevich, konopaske and matheson (2005: 267) state that "being civilized or polite towards other people in an organization is something that is liked and forms what some people call organizational citizenship behavior. according to tambe and shanker (2014: 67) who cite the organ, interpreting ocb as ―represents individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and in the aggregate promotes the efficient and effective functioning of the organization.‖ ocb is an individual behavior that is voluntary, not directly or explicitly recognized by the formal reward system and as a whole can improve the efficiency and effectiveness of organizational functions. organ in iliea (2014: 489), defines ocb as ―... individual behavior that is not explicitly or indirectly recognized by the formal reward system and that behavior play a vital role in the effective functioning of the organization.‖ it has as well as those of its environment, it is hoped that it can be used to maintain and improve social interaction better. while organ et al. proposes five dimensions of ocb, namely: (1) altruism, is the behavior of employees in helping colleagues who experience difficulties in the situation being faced both regarding tasks in the organization and personal problems of others. this dimension leads to giving help which is not an obligation that is borne by it; (2) conscientiousness, is behavior that is shown by trying to exceed what is expected by the company, for example the efficiency of using time and exceeding expectations, voluntary behavior which is not an obligation or duty of employees. this dimension reaches far above and far ahead of the call of duty; (3) sportsmanship, is a behavior that tolerates less ideal conditions in the organization without raising objections. employees will be more polite and cooperate with others so that it will create a more pleasant work environment; (4) courtesy, is to maintain good relations with colleagues to avoid interpersonal problems. someone who has this dimension is someone who respects and cares for others; (5) civic virtue, a behavior that indicates responsibility for the life of the organization. this dimension leads to the responsibility given by the organization to a person to improve the quality of the field of work involved (djati, 2014: 27). others also found that ocb employees, when collected over time, influenced organizational effectiveness (ghanbari & eskandari, 2014: 2). based on the theory discussed above, it can be synthesized that ocb is an individual work contribution that exceeds formal work requirements carried out voluntarily and is not related to the reward system with indicators consisting of: 1) altruism; 2) conscientiousness; 3) sportsmanship; 4) courtesy; and 5) civic virtue. international journal of human capital management, vol. 3 (1), june 2019 63 | p a g e in this section will be elaborated some various studies which are relevant to the problems examined in this study. this is intended to obtain accurate information and provide a clear position and relationship between these studies with this research: a) research conducted by amri & shabri (2015: 180-188) with the title "contributions to job satisfaction, organizational climate and organizational commitment against the quality of medical services at the regional public service agency (blud) of the aceh mental hospital. "; b) research conducted by somad (2013: 320-341) with the title "effect of organizational culture and organizational commitment on the service quality of four-star hotel employees in the city of bandung". the population in the study were 170-star four-star customer service hotel employees in bandung city; c) other research conducted by ogunnaike (2011: 33-39) which took the title "assessing the effect of organizational commitment on service quality; a study of customer-contact employee ". this study focuses on the effect of organizational commitment on service quality and the data needed for this study was collected through a questionnaire instrument. three hypotheses are formulated and tested using multiple regression. each hypothesis examines the effect of affective commitment, ongoing commitment and normative commitment to service quality. luthans states that as an attitude, organizational commitment is often defined as aspects that mark the high level of one's commitment to the organization, namely: (1) a strong desire to remain a member of a particular organization (a strong desire to remain a member of the organization) ; (2) a willingness to express high levels of effort on behalf of the organization (willingness to mobilize all of its capabilities for the organization); and (3) a definite belief in, and acceptance of, values and goals of the organization (deep belief and acceptance of the values and goals of the organization). based on the description, it can be assumed that organizational commitment has a positive direct effect on service quality. ocb is free individual behavior, which is not directly or explicitly recognized by the reward system and in promoting the effective functioning of the organization (ticoalu, 2013: 784), or in other words, ocb is the behavior of employees that exceeds the required role, which is not directly or explicitly recognized by the formal reward system. based on this description, it can be assumed that ocb has a positive direct effect on service quality. schermerton, et al. say "organizational commitment is the loyalty of individuals to the organization. individuals with a high organizational commitment identify strongly with the organization and take pride in considering themselves a member. organizational commitment as someone's loyalty to the organization. from this description, it can be assumed that organizational commitment has a direct positive effect on ocb. based on the theoretical framework and frame of mind, the research hypothesis can be formulated as follows: a) organizational commitment has a direct positive effect on service quality; b) organizational citizenship behavior has a direct positive effect on service quality; c) organizational commitment has a direct positive effect on organizational citizenship behavior. methodology this study used a quantitative approach through survey methods and path analysis techniques carried out at universitas kristen indonesia (uki). the variables in this study consisted of endogenous variables, namely service quality and exogenous variables, namely organizational commitment and ocb which are described in the following diagram in table 1. table 1. operational variable no. variable indicator reference 1. service quality  tangibles  reliability  responsiveness  assurance  emphaty parasuraman, zeithaml, dan berry in journal of retailing (1998) 2. organizational commitment  desire allen, n. j. & meyer, j. p. (1990) prabhakar and ram (2011) international journal of human capital management, vol. 3 (1), june 2019 64 | p a g e  needs  obligation 3. organizational citizenship behavior (ocb)  altruism  conscientiousness  sportmanship  courtesy  civic virtue djati, s. p. (2014). this can be seen in the constellation of relations between variables, as can be seen in figure 1 below. figure 1. constellation of influence pathways among research variables in this study, the population is the employees of the faculties and units of uki, which amount of 243 people. to determine the number of samples taken, the yamane formula is used as follows. information: n = number of samples n = total population d2 = precision set at 10% with a confidence level of 90%. (3.1) based on the formula above, the research sample amounts to: 234 n = ————— = 70.26 = 71 persons (234).(0,1) 2 +1 from the results of the calculation, then the number of each sample is determined according to the unit or faculty in a proportionate random sampling formula: with this formula, the number of samples according to each unit and faculty can be known as in table 2. table 2. distribution of research samples no unit/faculty number of population sample calculation number of sample 1 library 16 16/234*71=4.79 5 2 lppm 2 2/234*71=0.60 1 ρy2 ρy1 organization commitment (x1) ocb (x2) service quality (y) n n = n.d 2 +1 information: ni = number of sample based on the stratum n = total number of sample ni = number of population based on the stratum n = total number of population ni ni = n n ρ21 international journal of human capital management, vol. 3 (1), june 2019 65 | p a g e 3 bpm 2 2/234*71=0.60 1 4 bau 36 36/234*71=10.28 10 5 baak 8 8/234*71=2.40 2 6 bti 12 12/234*71=3.59 3 7 bhp 10 10/234*71=2.99 3 8 bka 15 15/234*71=4.49 4 9 bsdm 7 7/234*71=2.10 2 10 upkk 6 6/234*71=1.80 2 11 bkma 5 5/234*71=1.50 1 12 bh&k 2 2/234*71=0.60 1 13 uki press 2 2/234*71=0.60 1 14 uppb 2 2/234*71=0.60 1 15 fkip 10 10/234*71=2.99 3 16 faculty of letters 6 6/234*71=1.80 2 17 faculty of economic 10 10/234*71=2.99 3 18 faculty of law 9 9/234*71=2.69 3 19 faculty of technique 13 13/234*71=3.89 4 20 faculty of medicine 40 40/234*71=11.38 11 21 academy of physiotherapy 3 3/234*71=0.90 1 22 faculty of social politics 6 6/234*71=1.80 2 23 postgraduate 8 8/234*71=2.40 2 24 faculty of nurse 2 2/234*71=0.60 1 25 banking academy 2 2/234*71=0.60 1 number 234 71 data source: annual report of uki‘s rector, 2017 in accordance with the design of this study, namely using a survey, the data collection technique used is field research using an instrument in the form of a questionnaire. questionnaires were made using a rating scale with five alternative answers, namely: (a) strongly agree / very often given a score of 5, (b) agree / often given a score of 4, (c) doubt / sometimes given a score of 3, (d ) do not agree / have been given a score of 2, (e) strongly disagree / never given a score of 1. the data analysis technique used is descriptive data analysis techniques, data analysis with infresial statistics and test analysis requirements. the use of descriptive data analysis techniques is to obtain a description of the characteristics of the score distribution of each variable studied. data analysis with descriptive statistics were presented in the form of frequency distribution tables and histograms. central size includes average (mean), middle value (median) and mode (mode). the size of the spread includes variance and standard deviation (standard deviation). while inferential analysis / causal analysis is used to test the requirements of analysis and hypothesis by using path analysis. all hypothesis testing uses α = 0.05. before testing the hypothesis, the normality test is done first, error estimation of regression using the liliefors technique. to calculate the direct and indirect effects of independent variables on a dependent variable, reflected in the path coefficient. the endogenous variable in this study is service quality (y). while exogenous variables include organizational commitment (x1) and organizational citizenship behavior (x2). the program used is the data analysis package contained in microsoft excel and the statistical package for the social science (spss) program. result and discussion measurements in the study were carried out on service quality variables (y) called endogenous variables, organizational commitment variables (x1) as exsogenous variables and ocb variables (x2) as intervening variables. the summary of each variable is presented in the following table. table 3. summary of descriptive statistics explanation service quality organization commitment ocb average 117.96 121.15 103.97 standard error 0.51 0.89 0.65 median 118 121 104 mode 118 120 105 standard 4.31 7.47 5.51 international journal of human capital management, vol. 3 (1), june 2019 66 | p a g e deviation variance 18.6125 55.7900 30.3421 range 19 34 34 lowest 108 105 85 highest 127 139 119 total score 8375 8602 7382 sample size 71 71 71 1. testing requirements for analysis the analytical tests conducted in this study include: a) normality test of error estimated regression data and b) test of significance and linearity of regression. a. test the normality of estimated error data the recapitulation of the calculation results on the regression estimation error normality test as in the following table. table 4. summary of calculation results for estimated normality test regression estimation error n lcount ltable explanation α = 0,05 α = 0,01 y on x1 71 0,0609 0,105 0,120 normally distributed y on x2 71 0,0802 0,105 0,120 normally distributed x2 on x1 71 0,0652 0,105 0,120 normally distributed based on the prices of lcount and ltable above, it can be concluded that service quality for organizational commitment, service quality for organizational citizenship behavior, organizational citizenship behavior on organizational commitment originated from samples that are normally distributed. b. test of significance and linearity of regression the recapitulation of calculations result on significance and linearity test of regression can be seen in the following table. table 5. summary of significance test results and regression linearity test regression regression equation significance test linearity test fcount ftable fcount ftable 0,05 0,01 0,05 0,01 y on x1 ŷ = 84,87 + 0,27x1 19,86 ** 3,98 7,02 0,80 ns 1,75 2,22 y on x2 ŷ = 77,48 + 0,39x2 22,65 ** 3,98 7,02 1,48 ns 1,77 2,25 x2 on x1 ̂2= 73,90 + 0,25x1 8,81 ** 3,98 7,02 0,98 ns 1,75 2,22 information : **: very significant; ns: non significant (linear regression) c. path coefficient calculation the calculation of path coefficient is done by using the spss 22.0 for windows program, while the coefficient for each pathway in the structural relations model between variables illustrated in the table and the figure below are calculated and tested by the ttest. the path diagram has 3 path coefficients, namely: py1, py2, and p21, so that there are 2 structural models obtained as follows: 1) path coefficient in the first model substructure the structural equation formed in the first substructure model consists of 3 path coefficients from variables x1 to y and x2 to y in the form: y = py1x1 + py2x2 + pyε1. with magnitude (ry.12) 2 = 0,4467 so pyε1 = 0,744. so the form of structural equations in the first sub-structure model: y = 0,291x1 + 0,285x2 + 0,744. the description of path coefficient estimation is explained in table 5 and visualized through the following figure 2. international journal of human capital management, vol. 3 (1), june 2019 67 | p a g e table 6. spss results on first model model unstandardized coefficients standardized coefficients t sig. b std. error beta 1 (constant) 52,641 8,991 5,855 ,000 organization commitment (x1) ,168 ,056 ,291 2,991 ,004 ocb (x2) ,224 ,079 ,285 2,861 ,006 a dependent variable: service quality (y) the results of the estimation of the first structural model are then shown in the following figure: figure 2. empirical path structural model 1 2) path coefficient in the second model substructure the structural equation formed in the second substructure model consists of 2 path coefficients from variables x1 to x2 in the form of: x2 = p21x1 p2ε1. with magnitude (r2.12) 2 = 0.1835 so p2ε1 = 0,904. then the shape of the structural equation in the second substructure model: x2 = 0,266x1 + 0,904. the description of path coefficient estimation is explained in table 6 and visualized through the following picture: table 7. spss results second model model unstandardized coefficients standardized coefficients t sig. b std. error beta 2 (constant) 57,342 11,972 4,790 ,000 organization commitment (x1) ,196 ,084 ,266 2,339 ,022 a dependent variable: ocb (x2) the estimation results of the second structural model are then shown on the following picture: figure 3. empirical diagram of structural model 2 based on the calculation of path coefficients the influence of exogenous variables on endogenous variables in structural model 1 and structural model 2, the final results are obtained as follows: py1 = 0,291 py2 = 0,285 ocb (x2) service quality (y) p21 = 0,266 organization commitment (x1) ocb (x2) p21 = 0,266 py1 = 0,291 py2 = 0,285 organization commitment (x1) ocb (x2) quality service (y) organization commitment (x1) international journal of human capital management, vol. 3 (1), june 2019 68 | p a g e figure 4. path coefficient in final structural models d. hypothesis testing after calculation of the path coefficient is done through analysis of the causal structural model, to test the proposed hypothesis and measure the positive direct effect between variables, then the hypothesis conclusions are made. withdrawal of hypothesis conclusions is based on the results of the calculation of the path coefficient and significance through the ttest for each path studied. the following are described as follows: a. positive direct effect of organizational commitment on service quality the hypothesis tested is: h0: βy1 ≤ 0 h1: βy1> 0 the coefficient value of organizational commitment path towards service quality is 0.291 with a tcount of 2.99. because the tcount is greater than the ttable value at dk = 67 for α = 0.01 at 2.65 then h0 is rejected and h1 is accepted, which means there is a very significant positive direct effect of the organizational commitment on the service quality. b. positive direct effect of ocb on service quality the hypothesis tested is: h0: βy2 ≤ 0 h1: βy2> 0 ocb path coefficient value for service quality is 0.285 with a tcount of 2.86. because the tcount is greater than the ttable value at dk = 67 for α = 0.01 at 2.65 then h0 is rejected and h1 is accepted, which means there is a very significant positive direct effect of ocb variables on service quality. c. positive direct effect of organizational commitment on ocb the hypothesis tested is: h0: β21 ≤ 0 h1: β21> 0 the coefficient of organizational commitment path to ocb is 0.266 with a tcount of 2.34. because the tcount is greater than the ttable at dk = 68 for α = 0.05 at 2.00, h0 is rejected and h1 is accepted, which means there is a significant positive direct effect of the organizational commitment variable on the ocb. from the results of the analysis and calculation process carried out on the direct influence section, it can be summarized as follows: table 8. direct effects on inter-variable no direct effect path coefisien tcount ttable summary α = 0,05 α = 0,01 1. x1 on y 0,291 2,99 ** 2,00 2,65 organization commitment has a significant positive direct effect on service quality 2. x2 on y 0,285 2,86 ** 2,00 2,65 organizational citizenship behavior (ocb) has a significant positive direct effect on service quality 5. x1 on x2 0,266 2,34 * 2,00 2,65 organization commitment has a significant positive direct effect on organizational citizenship behavior (ocb) * = significant (tcount> ttable at α = 0.05) ** = very significant (tcount> ttable at α = 0.01) in addition to analyzing the direct effects of organizational commitment, and organizational citizenship behavior on service quality, there are indirect effects of organizational commitment to service quality through organizational citizenship behavior. d. positive indirect effects of organizational commitment on service quality through ocb the hypothesis tested is: international journal of human capital management, vol. 3 (1), june 2019 69 | p a g e h0: βy2. β21 ≤ 0 h1: βy2. β21> 0 positive indirect effects of organizational commitment on service quality through organizational citizenship behavior (ocb) are the results of organizational commitment path coefficients on ocb (β 21) and ocb path coefficients on service quality (β y2), are: (0.266) (0.285) = 0.076. because the direct effect of organizational commitment on service quality is 0.291, the total effect given by organizational commitment to service quality through ocb is 0.291 + 0.076 = 0.367. based on the calculation results, the indirect effect value is greater than the direct effect value, this indicates that there is an indirect effect of the variable organizational commitment on service quality through significant ocb. 2. discussion of research results the results obtained after conducting a model analysis, are used as a basis in answering the hypotheses and drawing conclusions in this study. the explanation of the answers to these hypotheses can be described as follows: a. positive direct effect of organizational commitment (x1) on service quality (y) the finding of the first hypothesis result is that organizational commitment has a positive direct effect on service quality. based on these findings, it can be concluded that service quality is directly influenced positively by organizational commitment. increasing organizational commitment will result in improved service quality. this is in accordance with the conclusions conveyed by robbins and judge that reinforcement theory has a record in predicting service quality, and optimal service quality will be achieved if employees have a commitment to repeat behavior that can increase customer satisfaction. in addition, the results of this study are reinforced by somad's statement that organizational commitment has a positive and significant effect on employee service quality so that the higher the organizational commitment, the higher the quality of employee services (somad, 2013: 337) thus the findings of facts and data in the analysis of this study increasingly support the direct influence between organizational commitment and service quality. b. positive direct effect of ocb (x2) on service quality (y) the finding of the second hypothesis result is that ocb has a direct and positive effect on service quality. based on these findings it can be concluded that service quality is directly influenced positively by ocb. increasing ocb will result in improved service quality. the results of this study are in line with the opinions of several experts including robbins and judge, who stated that organizations that have employees who have good organizational citizenship behavior will have better performance than other organizations, so they can be expected to show high service quality in the form of behavior reliable in the job, responsive to needs, provide a assurance of trust, and empathize with customers. the same opinion was said by djati in his research on administrative or administrative employees and students from six private universities in surabaya who had more than 5,000 students, that ocb had a positive effect on service quality so as to provide satisfaction to customers at several universities in east java (djati, 2011: 18). the results of the study show that the quality of service provided by administrative employees to private university students in surabaya is good. in addition, the results showed that moral, commitment, and motivation significantly affected organizational citizenship behavior which subsequently affected service quality. thus the findings of facts and data in the analysis of this study further support the direct influence between organizational citizenship behavior (ocb) and organizational quality. c. positive direct effect of organizational commitment (x1) on ocb (x2) the finding of the thirth hypothesis result is that organizational commitment has a positive direct effect on ocb. based on these findings, it can be concluded that ocb is directly influenced positively by organizational commitment. increasing organizational commitment will lead to increased ocb. the results of this study are in line with the opinion of robbins and judge that ocb can arise from various factors in the organization, including because of the organizational commitment of high employees. when an employee has satisfaction with his job, then the employee will work optimally in completing his work, even doing some things that might be beyond his duties. likewise when an employee has a high commitment to his organization, the person will do anything for the success of his company international journal of human capital management, vol. 3 (1), june 2019 70 | p a g e because the employee has confidence in his organization. employees who have a commitment to the company, then the employee will feel satisfaction in working and willing to do for the progress of the company. the results of the analysis were also supported by sucahya and suana (2016: 7352) who conducted research on employees of the denpasar one-stop integrated licensing and investment services agency (bpptsp & pm). the results of the study concluded that organizational commitment had a positive and significant effect on organizational citizenship behavior at denpasar city's one stop licensing and investment services (bpptsp & pm) employees. thus the findings of facts and data in the analysis of this study further support the direct influence between organizational commitment and ocb. d. positive indirect effects of organizational commitment on service quality through ocb the finding of the fourth hypothesis result is that organizational commitment has a positive indirect effect on service quality through ocb. so that to improve service quality can be done by increasing organizational commitment so that ocb increases. this means that organizational commitment is important to improve service quality conclusion based on the analysis carried out in the previous section, the findings in this study are as follows: a) organizational commitment has a very significant positive direct effect on service quality. these findings indicate that the increasing commitment of employees to the organization will have an impact on improving the quality of service for employees of the indonesian christian university. the results of this study are in line with the opinions of rismi somad (2013: 337) who conducted a study of four-star hotel employees in the city of bandung. the results of the study showed that organizational commitment had a positive and significant effect on the quality of employee services in four-star hotels in the city of bandung; b) ocb has a very significant positive direct effect on service quality. these findings indicate that increasing ocb will have an impact on improving the quality of services for indonesian christian university employees. the results of this study are in line with the opinions by djati (2011: 18) in his research on administrative employees and students from six private universities in surabaya who had more than 5,000 students, that ocb had a positive effect on service quality so as to provide satisfaction to customers at several universities in east java; c) organizational commitment has a significant positive direct effect on ocb. these findings indicate that increasing employee commitment to the organization will have an impact on increasing ocb for indonesian christian university employees. the results of this study are in line with the opinion of sucahya and suana (2016: 7352) who conducted research on employees of the denpasar one-stop integrated licensing and investment services agency (bpptsp & pm). the results of the study concluded that organizational commitment had a positive and significant effect on organizational citizenship behavior at denpasar city's one stop licensing and investment services (bpptsp & pm) employees. in addition, the finding that there is an indirect effect of organizational commitment on service quality through ocb. so that to improve the quality of service for indonesian christian university employees can be done by increasing organizational commitment so that ocb increases. international journal of human capital management, vol. 3 (1), 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(2015). behavior in organizations. jakarta: rajagrafindo persada. international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 4 (1), june 2020 16 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 4, no. 1, june 2020, p 16-25 the effect of organizational culture, leadership style, and trust to organizational commitments of lp3i polytechnic jakarta lectures dingot hamonangan ismail universitas negeri jakarta email: dingothamonangan_im14s3@mahasiswa.unj.ac.id moch. asmawi universitas negeri jakarta email: moch.asmawi@unj.ac.id suparno eko widodo universitas negeri jakarta email: suparnoekowidodo@yahoo.com abstract the purpose of this study is to obtain valid and reliable empirical data, facts and information about the influence of organizational culture, leadership style, and trust to the organizational commitment of the lp3i polytechnic lecturers in jakarta. this study makes the use of associative quantitative approach and path analysis technique. the population in this study were all permanent lecturers at the lp3i polytechnic jakarta with 228 people in total. the sampling method was using simple random sampling upon all permanent lecturers at the lp3i polytechnic jakarta who were actively working in 2017. the sample was taken using the slovin formula and the sample size therefore was 145 lecturers. the research data was filtered through questionnaires. the results of the study concluded that there was a positive direct effect of organizational culture to the organizational commitment, there was a positive direct effect of leadership style to organizational commitment, there was a positive direct influence trust to organizational commitment, there was a positive direct influence organizational culture to trust, there was a positive direct influence leadership style to trust, there was an indirect influence of organizational culture on organizational commitment through trust and there was an indirect influence of leadership style on organizational commitment through trust. this finding implied that, should you want to increase the commitment of lp3i polytechnic jakarta lecturers to the organization, it can be done through the increase of organizational culture, leadership and trust style in a systematic and planned manner. keywords: organizational culture, leadership style, trust, organizational commitment received: 31 october 2019 ; accepted: 16 january 2020 ; publish; june 2020. http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 4 (1), june 2020 17 | p a g e how to cite: ismail, d.h., asmawi, m., & widodo, s.e. (2020). the effect of organizational culture, leadership style, and trust to organizational commitments of lp3i ploytechnic jakarta lectures. international journal of human capital management, 4 (1), 16-25. https://doi.org/10.21009/ijhcm.04.01.02 introduction lecturers and education staff are the most valuable asset and a very important resources in higher education institution. starting from planning, operation, to the implementation of programs and strategies for each institution and organization, lecturers and education staff are its main driver. as the most important and valuable assets, the performance of hr is an important element in determining the failure or success of an organization because hr is the operator of all organizational management activities. in this effort, leaders of the higher education institution need to execute various strategies to obtain and retain qualified lecturers. without the right strategy in obtaining qualified human resources, maintaining and retaining them, it is believed that the entire program and the vision and mission realization of the higher education institution will fail and be difficult competing with its competitors. the organizational commitment of the lecturers is not stable and very dependent, but it occurs as a result of influence of other factors including organizational culture, organizational structure, leadership style, teamwork, work motivation, ethics and adopted norms, trust, communication effectiveness, emotional intelligence, and others. low organizational commitment will have implications to high employee turnovers and absenteeism which, in the long run, can damage the organization. dewi, i gusti ayu ketut ratna & ida bagus ketut surya (2017) also say that low organizational commitment has an impact to the low level of participation and organizational silence. this symptom began to occur at the lp3i polytechnic jakarta, and also at lp3i group, where the attendance of lecturers and staff of lp3i head office in the last three years (2013-2015) continued to increase and reached 8%, while for employees turnover increased to 5 %. according to sutrisno (syarifah i.f, dkk (2016), high absenteeism rates will reduce organizational productivity, and hign turnover rates will make the organization losing time and money to recruit or re-train new members to have not only knowledge, skills and attitude level satisfying organizational expectations, but also lost the tacit knowledge brought by those who moved. high absenteeism and uncontrolled turnover rates are symptoms of the lack of dissatisfaction that comes from the low organizational commitment of employees. this can have an impact on the organization's insubordination and, should it be not immediately overcome, it will have implications of the low quality of service to organizational stakeholders and have an impact of not achieving the organization's vision and mission as well as the decline in professionalism of lecturers. in terms of professionalism, lecturers are a necessity for qualified universities (siti rokhmi lestasi (2014). the results of previous studies relevant to the problem of this study are presented as follows: soryani, (2018). research entitled, the effect of organizational culture on organizational commitment and job satisfaction, international journal of economics, trade and management, published in the united kingdom vol. vi, issue 5, may 2018. the findings of this study indicate that organizational culture is very influential on organizational commitment. from the research findings, it is known that the strongest indicator that shapes organizational culture is the comfortable feeling of all employees. then, nina zahra in journal of management and marketing services volume 8, no.1 year 2015, entitled: the influence of leadership style on organizational commitment through aspects of employee’s job satisfaction and trust in the banking sector also concluded, that leadership style has a positive and significant influence and it is trusted. https://doi.org/10.21009/ijhcm.04.01.02 international journal of human capital management, vol. 4 (1), june 2020 18 | p a g e literature review organizational commitments a general understanding of the meaning of commitment is an agreement to do something for yourself, other people and groups or organizations. formally, organizational behavior researchers interpret commitment as "a force that binds a person by the relevance of action to one or several targets" (kreitner & kinicki, 2014). this understanding requires that commitment is not sufficiently spoken orally, but must also be proven by concrete actions in realizing the goals and or defense of the organization. according to ivancevich, konopaske, and matteson (luthans, 2008: 50), organizational commitment is characterized by 3 attitudes: (1), a sense of recognizing organizational goals, (2), a sense of involvement in organizational tasks, and (3), a sense of loyalty to organization. allen & meyer divides the antecedents of organizational commitment based on three components of organizational commitment (kreitner & kinicki, 2014). wagiman (2018) explains in more details the three dimensions of organizational commitment: the dimensions of affective commitment is the degree to which employees are emotionally bound, familiar, and involved in the organization. the continuance commitment dimension is an assessment of the costs associated with leaving the organization. the normative commitment dimension refers to the degree to which a person is psychologically bound to become an employee of an organization based on feelings such as loyalty, affection, warmth, ownership, pride, pleasure, happiness, and so forth. based on this description, it can be synthesized that the variable organizational commitment is a psychological bond of someone with an organization that encourages him to always try to maintain his membership in an organization. organizational culture organizational culture according to schein (2004:17) is a perspective to understand the behavior of individuals and groups in an organization and in external interaction. this means that the organizational culture or group culture is used as basic assumption and learned by the group because it can solve the problem of external adaptation and internal integration, which is believed able to work well and considered valid. organizational culture is therefore taught to new members as the right way to think and to feel the relationship of those problems. it is thereof clear how important organizational culture is for ups-and-downs interaction of the individual and collective living of all employees as part of the organization. kreitner and kinicki (2014:70) state that organizational culture is a system of common norms, beliefs, and assumptions that bind people together, thus creating shared meaning. this system is manifested by customs and habits that give an example of the values and beliefs of the organization. this statement means that organizational culture is a unity of assumptions believed to be true and become a guidance of a group that influences how the group feels, thinks, and reacts to its various environments. robbins (robbins, et.al, 2011) provides characteristics of a good organizational culture. it has at least 7 main characteristics: (1) innovation and courage to take risks: how well the organization encourages employees to be innovative and dare to take the risk. in addition, it is how the organization respects the actions of risk taking by employees and arouses employee ideas; (2) attention to details: how well the organization is expecting employees to show accuracy, and analysis/attention to details; (3) outcome orientation: how good the management focuses on results rather than the techniques and processes used to achieve the results; (4) human orientation: how well management decisions take into account the influence on people in the organization; (5) team orientation: how good work activities are organized around the team to support collaboration, not individuals; (6) aggressiveness: how well people in the organization are aggressive and competitive to run the best organizational culture instead of being calm; (7) stability: how well organizational activities emphasize the status quo rather than growth. in simple terms, organizational culture can be synthesized as a togetherness of values, norms, and beliefs that exist within the organization formed from the process of interaction between members of the organization to achieve a common goal, which appears in: the spirit of togetherness, international journal of human capital management, vol. 4 (1), june 2020 19 | p a g e integration among members, consensus of values believed, and sincerity towards achieving common goals leadership leadership is a process of influencing others to support the achievement of relevant organizational goals (ivancevich, et. al. 2004). he further said, effective leaders have 4 characteristics: (1), giving direction, (2) fostering trust to subordinates, (3) helping subordinates be dare to fail in achieving goals, (4) giving hope. gary yukl (2007) mentions that leadership is the ability to influence people toward achieving goals. the leadership style as hersey and blanchard in ( toha, 2009) is the behavior patterns shown by a person when influencing other people's activities as perceived by others. the leadership style is also interpreted as the perception of others, followers or subordinates, who will be influenced by their behavior, not the perception of the leader itself. how we lead others is our unique leadership style. so, the overall pattern of the action of a leader is interpreted as a leadership style. robbin (2003) gave new meaning to leadership in terms of transformative leadership, it is the whole activity to influence people so that they are willing to work together to achieve a desired common goal by using: (1) charisma: providing vision and sense of mission, building pride, gaining respect and trust; (2) inspiration: communicating high level of expectations by using symbols to focus on business, illustrating important intentions in simple way; (3) intellectual stimulation: encouraging intelligence, rationality, and prudent problem solving; (4) individual considerations: giving personal attention, serving employees personally, training and advising. according to harini (2018), miftahun ni'mah (2010), m. sabri abd madjid, khudriyah (2017), indrasari (2017), leadership influences organizational commitment. transformative leadership is a leadership style that is very suitable for educational institutions as indicated by some researchers such as ngadiman, anis and dwi rahmawati (2013). indasari (2017), sepryanto (2017). trust the key dimensions or indicators underlying the concept of trust (suzanne, janasz, dowd, & schneider 2009) are the integrity that refers to honesty and kindness. among the five dimensions of trust, this dimension seems most important when a person has the nature to be trusted by others. competence refers to the technical knowledge and skills a person has and between individuals, whether he knows what needs to be done and is mastering it or not. consistency refers to a person's reliability, predictability and judgment in handling situations well. inconsistency between words and actions will erode the trust. in time dimension, we will see the consistency of one's attitude and the consideration by others wheter he can provide the same level of trustworthy or not. loyalty is believing in friends, and the opinion is the same both at front or behind. it can be also interpreted as a willingness to protect and save one's face. openness is a person who can be trusted because he is able to provide truth as real as possible. openness also means as a willingness to share ideas and information freely (in syarifah et al, 2016). research method this study uses a quantitative associative approach and path analysis technique to 145 lecturers of lp3i polytechnic jakarta that was taken out oif 215 with simple random techniques. data collection used a questionnaire instrument which was designed using likert scale and tested firstly for validity and reliability of the data. the commitment variable and validity test results show that 24 items was valid with alpha coefficient as big as 0.90. in the 29 items of organizational culture, there were 28 items valid questionnaires with one invalid, x24 with r count value of 0.143 and below r table 0.296 and, consequently, this item cannot be used for subsequent data retrieval. the results of the research instrument reliability test analysis concluded that all the indicators/items of the questionnaire were valid to explain the organizational culture variable with the value of cronbach alpha coefficient of 0.917, whereby international journal of human capital management, vol. 4 (1), june 2020 20 | p a g e leadership style was valid for 21 items with alpha coefficients 0.968. trust resulted 26 items valid with alpha coefficient 0.964. organizational commitment resulted 23 items valid with alpha coefficient 0.897. data analyzed was using inferential statistical analysis with path analysis. result and discussion result the results statistic calculation showed the coefficient of the influence of organizational culture on lecturer organizational commitment was 0.380 with t count 5.94, the influence of leadership style on lecturer organizational commitment was 0.342 with t count 5.483, the effect of trust on lecturer organizational commitment was 0.267 with t count 4.667, the effect of organizational culture on lecturer trust was 0.464 with t count 5,449, the effect of leadership style on lecturer trust was 0.247 with t count 4,708, the effect of organizational culture, leadership style, and trust (x3) altogether was 0.835 with f count 279.325, and the influence of positive organizational culture and leadership style simultaneously related to the beliefs of polytechnic lecturers. based on the analysis of research results, the findings of this study are as follows: a. there was a positive direct influence of organizational culture on organizational commitment. this finding shows that the application of a strong organizational culture would increase the organizational commitment of the lecturers at the lp3i polytechnic in jakarta. b. there was a positive direct influence of the leadership style on organizational commitment. this finding shows that the effective application of leadership (transformative leadership) would increase the organizational commitment of jakarta lp3i polytechnic lecturers. c. there was a positive direct influence on trust in the organization to the lecturer organizational commitment. this finding showed that increased trust in the organization would lead to the increase in the organizational commitment of lp3i polytechnic jakarta lecturers. d. there was a positive direct effect of organizational culture to trust. this finding showed that organizational culture improvement would lead to the increase in lecturers' trust in the organization. e. there was a positive direct influence on the leadership style to trust. this finding showed that the increase in leadership style would lead to an increase of trust in the organization of the lp3i polytechnic jakarta lecturers. f. there is an indirect influence of organizational culture on organizational commitment through trust. this research gives the meaning that if you want to increase the commitment of lp3i jakarta polytechnic lecturers to the organization, it is not enough to do with only the implementation of organizational culture, but it must be done through instilling lecturers' trust in lp3i management first or together. g. there is an indirect influence of leadership style on organizational commitment through trust. this research gives meaning, the change of leadership style in polytechnic lp3i jakarta that will not give significant changes to the changes in lecturers’ commitment, without accompanied by changes in lecturers' trust. discussion theoretically, this findings show that a strong organizational culture results in increased organizational commitment, whereas the right leadership and high level of trust can increase the organizational commitment of the lecturers. conversely, a weak organizational culture results in low organizational commitment. incorrect leadership style results a low organizational commitment and a decline in the level of trust whereas this potentially erodes the level of organizational commitment of the lecturers. international journal of human capital management, vol. 4 (1), june 2020 21 | p a g e practically, the results of this study implies the following: 1. the organizational culture existence has a direct effect to the organizational commitment of lp3i polytechnic jakarta lecturers. hence, the increasing organizational commitment can be done by strengthening the organizational culture of lecturers by implementing corporate culture 1 through 9. corporate culture is required to be rejuvenated, modernated, and aligned with the tridharma three core functions of higher education. moreover, lp3i polytechnic mission will link and match with the world of industry. this opinion is in line with the research of zakiah mufida alfiana and durinda, who found a cultural representation of the organizational commitment of the employees of pt. sinar sosro surabaya. research by melina taurisa, intan ratnawati at pt. sidomuncul. then, mahmudah enny widyaningrum who supported ibnu sina hospital in gresik regency found cultural relations and organizational commitment that had the greatest level of significance in the dimension of relationship building ability. thus, there is no doubt about organizational culture that either opposes increasing organizational or lecturer commitment in higher education. 2. the existence of leadership style directly influences the increasing organizational commitment of lp3i lecturers. it will increase organizational commitment that can be done by improving the leadership management system from transactional practices and applying transformative leadership. this was not only achieved through leadership training, comparative studies but also coaching and mentoring for lp3i polytechnic jakarta lecturers. this opinion is in line with the audience with research from stephen robbin and timothi (2009) which says that leadership is very influential for the success of an organization not only in achieving its vision and mission but also affects the growth of organizational commitment both directly and indirectly. the influence of leadership style on organizational commitment also received confirmation from a number of other researchers such as nina zahra (2015), based on the results of his research in the banking sector concluded that leadership influences organizational commitment. 3. trust has a direct effect on increasing the organizational commitment of lp3i lecturers and, therefore, lp3i polytechnic leaders and management need to improve integrity, competence, consistency, loyalty and openness of communication in managing the plj. this is useful for increasing the organizational commitment of lp3i polytechnic jakarta lecturers. this opinion is also in line with the opinions of experts such as: mullins (2005) who said: lack of trust is probably one of the greatest time and resource wasters in the work place. managers who don't trust their employees are probably wasting hours every week checking up on them at every turn and failing to utilize the resources at their disposal. that lack of trust can be the biggest waste of time and resources at work. mauludin hanif, sulistyorini endang (2018) in his research at account representatives at the primary tax service offices throughout malang, also showed that trust had a significant effect on organizational commitment. 4. the existence of organizational culture has a direct effect on trust, and it will then increase the trust of the lecturers. this can be done by increasing the innovation and risk taking, attention to detail, increasing productivity of the lecturers having orientation to results and attention to the uniqueness of the lecturer. teamwork ultimately will also contribute to strengthening the commitment of lecturers. this opinion is in line with the theoretical model from colquit, lepine, wesson (2009) which says that trust is directly influenced by organizational culture and leadership style. suzanne c. de janasz, karen o. dowd, and beth z. schneider (2009) which states "trust is a multifaceted concept that captures one's faith or belief in the integrity or reliability of another person or thing. “simply, trust means confidence. when you trust people, you have confidence in them in their integrity and in their abilities." noe (2006) also emphasized the characteristics of a strong organizational culture consisting of seven important indicators, one of which is trust. the 7 indicators are: (1) trust in subordinates; (2) open communication (open communication); (3) leadership that pays attention to and supports others (considerate and supportive leadership); (4) international journal of human capital management, vol. 4 (1), june 2020 22 | p a g e solving problems with the team (team problem solving); (5) independent workers (worker autonomy); (6) various information (information sharing); and (7) high output and goals (high output goals). 5. with respect to the direct influence of leadership style on trust, leaders need to improve their abilities in terms of providing role model examples, the ability to understand tridharma three core functions of higher education which is very useful to foster the trust level of lp3i polytechnic jakarta lecturers. this opinion is in line with the views of ivancevich, el.al. (2004: 314-315), states "leadership as a process of influencing others to support the achievement of relevant organizational goals". he further said, effective leadership has 4 characteristics, namely: (1). give direction. (2) foster subordinate confidence (3) help brave subordinates fail to achieve goals (4) provide hope. that is, one's leadership to willing and willingly work according to the direction of his superiors is greatly influenced by the quality of subordinates' trust in superiors. subordinates who have a high level of trust, do not need pressure and layered supervision and control from superiors. the conclusion is also as strong as the results of nina zahra's (2015) research, which concluded that the leadership style variable has a positive and significant influence on trust. similar conclusions were found by orlando manuel martins marques de lima rua & joão manuel costa araújo. (2016) which concludes that transformational leadership has a significant and relevant relationship with organizational trust. 6. from the calculation results it is known that there is an indirect effect of organizational culture on organizational commitment through trust where after calculating the path coefficient between organizational culture, organizational commitment and trust found that there is an indirect influence of organizational culture on commitment organizations of polytechnic lp3i lecturers in jakarta, through trust. the conclusion is in line with the following expert views, among others, said by orlando manuel martins marques de lima rua & joão manuel costa araújo (2016), nina zahra (2015), jarot sembodo suroso (2013), concluded based on the findings, that any changes or variations in organizational culture, leadership style and trust can affect organizational commitment. 7. from the results of the calculation it is known that there is an indirect effect of leadership style on organizational commitment through trust. based on the analysis of the path between variables shows the indirect influence of leadership style on organizational commitment through the trustworthiness of polytechnic lp3i lecturers in jakarta. this result gives a meaning, the change of leadership style in polytechnic lp3i jakarta will not provide a significant change to the change in lecturer commitment, without being accompanied by changes in the lecturers' trust. this opinion is in line with the research of mohammad maskan (2017), in his research entitled, the influence of leadership on trust in shaping the commitment of non-permanent elementary school teachers in malang concluded that leadership style positively and significantly affected commitment to organizations by mediating trust in gtt organizations of elementary school in malang. the suggestion of this research is that institutional leaders are expected to be able to apply a leadership style that can translate the vision and mission of the institution to have self-belonging for its subordinates (gtt sd / mi) so that they are sure and believe that what is done by the institution is also in their interests. adi indrayanto, 2012. in a study entitled, the effect of trust mediation on the effects of transformational leadership on the commitment of satpol-pp employees in the ex residence of banyumas. this study aims to examine and determine the mediating effect of trust, on the commitment of subordinates, in the context of transformational leadership in the civil service police unit (satpol-pp) in the banyumas and surrounding areas. this research is an explanatory research that tests and explains research variables with cross-sectional data analysis. the difference between this study and previous studies such as azar seputih (2009), mochamad arif fanani, imam abrori, nur imron rosyadi (2019) and other studies, that this study conducts item analysis on each questionnaire question to find the highest and lowest international journal of human capital management, vol. 4 (1), june 2020 23 | p a g e dimensions of each variable. whereas previous research only analyzes in general terms of each organizational culture variable, leadership style and trust. this research also measures organizational commitment lecturer at a college in the form of a franchise (cooperation) and its operations are decentralized in 15 development campuses in jabotabek. conclusion and recommendation conclusion based on the results of the research and discussion above, the conclusions of this study are: (1) there is a positive direct effect on organizational culture on organizational commitment; (2) there is a positive direct effect of leadership style on organizational commitment; (3) there is a positive direct effect of trust on organizational commitment. (4) there is a positive direct effect on organizational culture on trust; (5) there is a positive direct influence on the leadership style on trust; (6) there is an indirect influence of organizational culture on organizational commitment through trust and (7) there is an indirect influence of leadership style on organizational commitment through trust. thus, if you want to increase the organizational commitment of lecturers, you can do it by increasing the organizational culture, applying the appropriate leadership style, and increasing the quality of the lecturers' trust. this study also found that affective and normative commitments were very good at the polytechnic lp3i jakarta, but this was not the case with continual commitments that were still very low. though strengthening organizational commitment should be done simultaneously. recommendation based on the conclusions of the research results as above, our suggestions are as follows: 1. the organizational commitment of the lecturers at the lp3i polytechnic jakarta still needs to be improved. this can be done through creative programs including: a. increasing the human resources quality of lecturers, both through formal education, training in research and community service so that they become professional lecturers who are able to create applied science and technology as required by industry. b. lecturer career path is clear, systematic and planned according to tridharma, the three core function, of higher education aligned with the plj mission to become a leading educational institution in the field of vocational education. c. the differentiation of infrastructure facilities for the development of the competencies of plj lecturers is supported by a clear and transparent budget. 2. the organizational culture of the lecturers at the lp3i polytechnic jakarta needs to be harmonized with religious and modernity spirits. a. the development of lecturer competencies is required in the fields of creativity, entrepreneurship, leadership and risk taking. b. appreciation for outstanding lecturers, those having initiatives to develop themselves and contribute, and those building the image of the institute is required. 3. the correct leadership style of the directors/management is in a form of transformative leadership that is in line with the smooth leadership transition in lp3i from the early generation to the second generation, and this fits to other current challenges. to improve the leadership of the lecturers, things needed are as follows: a. giving facility and support to lecturers who are active in professional organizations. b. providing training and coaching of transformative leadership to plj leaders. c. educational support of doctoral programs for plj leaders. d. supporting applied research. international journal of human capital management, vol. 4 (1), june 2020 24 | p a g e e. comparative study to foreign universities having successfully partnership with the business world. f. implementation management of tridarma three core function of higher education. 4. the trust is still required to be improved. with regards to the increase of trust, number of efforts can be made: a. to ensure open communication between the plj by family by forming the wa lecturer group, leaders and education personnel and family gathering program. b. it is necessary to develop the integrity, competence and loyalty systematically with future orientation to lecturers and education staff. c. setup of code of ethics, sop listing rights and obligations of plj lecturers with clear management and implementation in a pure and consistent manner. references arif fanani. mochamad, imam abrori , nur imron rosyadi. pengaruh budaya organisasi dan gaya kepemimpinan terhadap komitmen organisasi pengurus pondok pesantren mahasiswa al jauhar sumbersari jember. prosiding seminar nasional dan call for paper ekonomi dan bisnis (snaper-ebis 2017) – jember, 27-28 oktober 2017, h. 326-338, 2017. dewi, i gusti ayu ketut ratna & ida bagus ketut surya. pengaruh budaya organisasi terhadap komitmen organisasional dan organizational silence pada pt. pln (persero) rayon denpasar, e-jurnal manajemen unud, 6,1, 289-316, 2017. harini, hegar. kepemimpimpinan dan kepercayaan (trust ) terhadap komitmen organisasi pada guru bimbingan dan konseling di smp, indonesian journal of educational counseling. 202 203, 2018. ivancevich, john m., andrew d., walace, marce. perilaku dan manajemen organisasi. new york: mcgraw hills. 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organizational commitment and performance in ibnu sina hospital gresik. academic research international issn-l:, 2(1), 2012. yukl, gary. kepemimpinan dalam organisasi edisi kelima, jakarta, pt. indeks, gramedia, 2007, h. 172192, 2007. zakiah mufida a., pengaruh budaya organisasi terhadap komitmen organisasi pada karyawan pt. sinar sosro surabaya, 2015. jurnal administrasi perkantoran, (jpap), vol 3, no 1 (2015). https://doi.org/10.18551/rjoas.2018-10.13 https://jurnalmahasiswa.unesa.ac.id/index.php/jpap/issue/view/806 international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 4 (2), december 2020 49 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 4, no. 2, december 2020, p 49-63 how leadership and organizational culture shape organizational agility in indonesian sme’s zulvia khalid universitas budi luhur, jakarta email: zulvia.khalid@budiluhur.ac.id r.madhakomala universitas negeri jakarta email: madhakomala@live.com dedi purwana universitas negeri jakarta email: dpurwana@unj.ac.id abstract a highly competitive market has increased the importance of organizational agility in attaining competitiveness through strengthening leadership and organizational culture. this study aims at examining the effect of entrepreneurial leadership on organizational agility mediated by organizational culture in indonesian small and medium-sized enterprises. there was a lack of evidence on which entrepreneurial leadership could significantly influence organizational agility through organizational culture. using simple random sampling technique, a total of 200 employees from the centre of industrial village in east jakarta, indonesia was selected as the sample. data were obtained through survey method and quantitatively analysed using structural equation modelling. the findings show that entrepreneurial leadership and organizational culture respectively have positive and significant direct effects on organizational agility. entrepreneurial leadership has a positive and significant direct effect on organizational culture, and entrepreneurial leadership has a positive and significant indirect effect on organizational agility mediated by organizational culture. the research findings can provide guidelines for the smes entrepreneur to facilitate appropriate leadership and organizational cultu re, so as to foster organizational agility and achieve business benefits. keywords: organizational agility, entrepreneurial leadership, organizational culture, organizational behavior received: 27 july 2020 ; accepted: 28 august 2020 ; publish; december 2020. how to cite: khalid, z., madhakomala, r., purwana, d. (2020). how leadership and organizational culture shape organizational agility in indonesian sme’s. international journal of human capital management, 4 (2), 49-63. https://doi.org/10.21009/ijhcm.04.02.06 http://journal.unj.ac.id/unj/index.php/ mailto:zulvia.khalid@budiluhur.ac.id international journal of human capital management, vol. 4 (2), december 2020 50 | p a g e introduction in most developing countries, small and medium-sized enterprises (smes) play significant and strategic role in the national economic growth. the contribution of smes in indonesia, for example, is quite significant which was about 60% of the total gross dom estic product (gdp) in 2018. employment absorption in the smes sector also increased from 96.99 percent to 97.22 percent in the same period (gewati, 2018). however, despite their pivotal roles in the development of the country’s economy, indonesian smes face significant barriers to compete and grow their businesses. wilantara & susilawati (2016) claim that more than 60% of indonesian smes’ problems lie on the organizational knowledge. which signalize the low capacity of human resources. this condition has implications on weak governance and poor management among the leaders that make it difficult to optimally develop smes. in addition, the organizational culture cannot support the emerging of creativity among the employees. this can be seen from the work culture of smes where employees only pursue predetermined production targets, stuck with work routines and have lack opportunity to develop knowledge and skills, which ultimately leads to low quality and innovation in the products output. as a result, smes’ products cannot fulfill the demands and tastes of the market that are constantly changing. besides that, poor technological capabilities among the employees causes inefficient production and limited marketing access. these constrains make it difficult for smes to develop and grow, even some have difficulties to survive their business (azisah, 2018). low capacity of human resources, weak technological capabilities, limited market access and weak governance and leadership are the indication of weak organizational agility (keijzer, 2016). based on the existing problems, it is indicated that most indonesian smes are having weak organizational agility. this condition certainly needs improvement, otherwise; it can threaten the survival of smes in the future. to survive and win the business in today’s increasingly fierce competition, it is very crucial for any kinds of organizations, including smes, to have strong organizational agility (wageeh, 2016; žitkienė & deksnys, 2018). setili (2014) claimed that organizational agility is a critical factor to adapt with the turbulent changes that happen in this disruptive era. harraf et al. (2015) declared that building organizational agility must be put as a priority when the organizations are to achieve organizational effectiveness and excellence. the value of organizational agility has been previously proven by a number of researchers. it was found that organizational agility had positive impacts on the organizational performance (cegarranavarro et al., 2016; chakravarty et al., 2013; kuleelung, 2015; lee & yang, 2014), organizational effectiveness (ghasemi & jenaabadi, 2015) and organizational efficiency (yeganegi & azar, 2012). by obtaining organizational agility it will enable organizations to better know the threats and opportunities faster than the competitors and to better draw up the required action to achieve competitive advantage (tikkamäki & mavengere, 2013). in the perspective of human resource management, building organizational agility is a complex thought that not only requires human resource competency, but also related to various psychological and cultural factors (saha et al., 2017). how employees perceive and respond to changes and challenges is largely determined by the culture prevailing in the organization. the capability to strengthen human behavior through appropriate leadership and supportive organizational culture is necessary when organizations have desires to build strong agility. the conceptual and empirical study about the influence of leadership and organizational culture on organizational agility had been formerly discussed by several authors (felipe et al., 2017; khatir & mianrood, 2016; oliver wyman, 2018; panda & rath, 2018). despite such number of studies, there has been scant research done in smes sector. most of those studies have been carried out in large organization such as universities, banks, hospitals and other big companies. there was also insufficient study about the effect of el on organizational agility mediated by organizational culture. hence, this research fills the gaps of previou s studies and worth investigating international journal of human capital management, vol. 4 (2), december 2020 51 | p a g e literature review organizational agility organizational agility (oa) has become an imperative factor for companies to be competitive in today’s business environment. agility is a source of competitive advantage in the midst of harsh and tight competition and is the main key to organizational survival (grantham et al., 2007; triaa et al., 2016). by having high agility, organizations have readiness to deal with changes, able to adapt and respond to changes, which is important to create competitive advantage (gibbons, 2015). the definition of agility according to wright, dyer and takla (bateman & snell, 2015) is the ability to adapt to the demands of the fast changing environment. oa is very important for the survival of the organization. wieland and wallenburg defined oa as the ability of organizations to adapt to changes in a productive and cost-effective way (north & varvakis, 2016). worley et al. (2014) explained agility as the ability to make timely, effective and sustainable changes, which is operationalized by four agility routines, namely formulating strategies, perceiving, testing, and applying them. setili (2014) defined agility as the ability to see and take advantage of new opportunities quickly. there are several components of the oa, such as proactivity, adaptability, resilience (sherehiy & karwowski, 2014), responsiveness, competency, flexibility and speed (sharifi & zang, 2001), anticipation, innovation, and learning (triaa et al., 2016). the success to build organizational agility is very much dependent on the human resources in the organizations. it is impossible for an organization to be agile without the support of employees. wendler (2016) affirm that what can be agile is the employees, not the organization itself. therefore, improving the organizational agility means improving the employees’ agility. in this study the authors define oa as the ability to adjust and respond to changes quickly and innovatively in order to achieve competitive advantage. entrepreneurial leadership entrepreneurial leadership (el) has become the topic of interest of many researchers in recent years. the concept of el is becoming increasingly important because organizations must be more entrepreneurial to improve performance and capacity for adaptation and long -term survival (kuratko, 2007). entrepreneurial leadership (el) is a combination of leadership and entrepreneurial aspects (leitch & harrison, 2018). aspects of leadership in general include the power and ability to influence, motivate and direct organizational members to be willing and able to synergistically carry out tasks in order to achieve organizational goals. while the aspects of entrepreneurship consist of business management, networking, innovation and the courage to take risks (bateman & snell, 2015; tahmasebifard et al., 2017). renko (2018) defined el as an activity of influencing and directing the performance of group members towards achieving organizational goals, which includes r ecognizing and exploiting opportunities. currie et al. said that el is based on leaders who create, identify, and exploit opportunities in innovative ways and are ready to take risks (nwachukwu et al., 2017). fontana and musa (2017) convey that el is about influencing others towards goals through effective communication to recognize opportunities and share visions about the future possibilities. in this study the authors define el is the ability to manage others in the organization to take advantage of opportunities and solve problems and encourage creativity and innovation in order to achieve competitive advantage. organizational culture there are huge definitions of organizational culture. mintzberg (langton et al., 2016) states that culture is the soul of an organization that is a belief and values, and how all of these things are manifested. the basic values, beliefs and assumptions shared within the organization are related international journal of human capital management, vol. 4 (2), december 2020 52 | p a g e to the overall group identity (ehrhart et al., 2014). according to keyton (ehrhart et al., 2014), oc is as a set of artifacts, values, and assumptions that arise from the interactions of organizational members. o'reilly (colquitt et al., 2017) states oc as shared social knowledge in an organization relating to rules, norms and values that shape the attitudes and behavior of employees in the organization. kinicki and fugate (2018) stated that oc is a collection of shared assumptions that are implicit in the organization, which determines how people in the organization feel, think, and react to their environment. in this study the authors defined oc as a collection of assumptions, values and shared beliefs that determine how people in the organization feel, think, react and behave towards their environment. hypothesis development smes must have adequate oa to survive in an unpredictable environmental change and intense competition. to build oa, strategic and innovative thinking and the ability to exploit change on an ongoing basis, is very crucial (harraf et al., 2015). the role of leadership is very important in compiling all policies and strategies used by organizations (north & varvakis, 2016). through appropriate leadership, ideas and actions of leaders can influence and direct the behavior of members of the organization towards achieving desired goals (hamidifar, 2015). a number of studies have highlighted the importance of leadership in building oa. the results of previous studies show a positive influence of leadership style on oa (hosseini et al., 2013; karimi et al., 2016; raeisi & amirnejad, 2017; veiseh et al., 2014). to build oa, smes need leaders who are not only there to lead, but also become contributors or facilitators (mast, 2018). therefore, entrepreneurial leadership is assumed to be an appropriate leadership style to achieve oa. based on the aforementioned conceptual and empirical studies, it is assumed that el will influence oa in smes. hence, the first hypothesis of this study is as follows: h1: there is a positive effect of el on oa. organizational success is not only the result of the strategy but also from the culture (griffin & moorhead, 2014). thus, success in building oa is inseparable from the cultural influences. moran (2015) declares that culture is one of the most important components to achieve oa. the right culture will direct employee behavior toward the achievement of oa. smes have to build strong oc as the effort to improve their agility. the effects of oc on oa have been formerly studied by several researchers. the results showed that oc has a positive and significant influence on oa (amirnejad & milad, 2015; fahami et al., 2017; felipe et al., 2017; sarshar & hezarjaribi, 2016). it is assumed that oc will also give positive effect on oa of indonesian smes. accordingly, it is hypothesised that: h2: there is a positive effect of oc on oa inside the organization, each of the employees has their own cultural backgrounds that may be different from the organizational culture. the cultural differences may cause conflict if it is not well managed (gomez & taylor, 2017). it is the role of leadership to synergize the cultural differences into a culture that is shared and followed by all organizational members. alomiri (2015) stated that leaders are source of values in the organization who can influence and direct the behavior of followers toward a certain goal. the effect of leadership on oc has been studied by a number of researchers who found a significant positive effect of leadership on organizational culture (belias & koustelios, 2014; frantz & jain, 2017; li et al., 2017). through appropriate leadership, strong organizational culture can be shaped. it is assumed that el will also influence oa in indonesian smes. hence, the third hypothesis is posited: h3: there is a positive effect of el on oc schein states that leadership and oc are like two sides of the same coin (chong et al., 2018). leaders have the greatest influence on the values and beliefs that exist within the international journal of human capital management, vol. 4 (2), december 2020 53 | p a g e organization (hogan & coote, 2014). the basic values, beliefs and assumptions shared within the organization are related to the overall group identity (ehrhart et al., 2014). the right culture will direct employees’ behavior to enable the achievement of organizational agility. the number of employees in smes which is relatively small compared to large companies, is more easily integrated under shared beliefs and values. this makes it easier for smes to change the culture when needed (tidor et al., 2012). leadership and oc are important in determining the achievement of organizational agility (moran, 2015). a number of studies have highlighted the positive effects of leadership on organizational agility, the positive effects of leadership on organizational culture, and the positive effects of organizational culture on organizational agility. based on the logic of syllogism, it can be concluded that leadership has positive indirect effect on organizational agility through organizational culture. hence, the fourth hypothesis is stated as follows: h4: there is a positive indirect effect of el on oa mediated by oc research method in accordance with the objectives of the research, this study examines the causal relationship between the variables of entrepreneurial leadership, organizational culture, and organizational agility. quantitative data were collected from 200 respondents who work at smes in the centre of industrial village which is called perkampunan industri kecil (pik) east jakarta. to examine the relationship between variables and measure the effect of one variable on other variables is processed by using spss 22.0 and structural equation modeling (sem) using lisrel 8.8. the relationship between these variables is a direct and an indirect effect of exogenous variables on endogenous variables. in this study the exogenous variable is el, the dependent endogenous variable is oa, and the endogenous mediating variable is oc. data about the oa, el, and oc were collected using measurement instruments developed from the theoretical studies. oa is measured using 5 indicators consisting of anticipatory behavior (anti), responsive behavior (resp), adaptive behavior (adap), innovative behavior (ino), and resilience (resi). the el is measured using 4 indicators namely proactivity (pro), innovation (ino), risk taking (risk), and decision making (deci). oc is measured using 5 indicators which were adapted from sashkin and rosenbach (2013) and the denison model (2014) namely managing change (chng), goal orientation (goal), team orientation (team), customer orientation (cust) and cultural strength or consistency (cons). primary data were quantified using a likert scale consisting of five rating in accordance with the contents of the statements. the pilot study was carried out by taking 40 respondents who were parts of the population and outside the determined number of samples. validity test is done by testing the loading factor on each indicator against the variable. the indicator is declared valid if the loading factor reaches an agreement of lf > 0.5 and value of the critical tcount > 1.97, and reliable when the value of cr>0.7 and ve > 0.5 (hair et al., 2014). result and discussion based on the data collection, the research respondents were categorized into gender, age, educational background, and length of employment. the results of respondent s’ profile analysis are summarized in the following table: table 1: respondents profile respondent identities category total percentage gender male 123 61.5% female 77 38.5% age ≤ 20 years old 18 9% 21 35 years old 68 34% international journal of human capital management, vol. 4 (2), december 2020 54 | p a g e 36 50 years old 102 51% > 50 years old 12 6% educational elementary school background junior high school 149 74.5% senior high school 44 22% diploma 5 2.5% bachelor 2 1% length of < 5 years 68 34% employment 5 years 10 years 94 47% 11 years 15 years 33 16.5% > 15 years 5 2.5% the data in the table above indicate that the majority of the respondents is male, aged from 36 to 50 years, junior high school graduates with length of employment between 5 and 10 years. based on confirmatory factor analysis (cfa), it can be declared that all indicators are valid with the loading factors range from 0.73 to 0.92 > 0.5, and a tcount > 1.97. the result of construct reliability (cr), variance extracted (ve) and cronbach alpha (ca) tests shown in table 2 indicated that all items are valid and reliable. table 2: the results of validity and reliability test variable valid indicator cr ave ca oa 15 0.97 0.70 0.97 el 14 0.97 0.73 0,971 oc 15 0.98 0.76 0.98 the value of cr > 0.7, ve > 0.5 and ca > 0.7 indicate that all instruments are reliable (hair et al., 2014). it can be concluded that all instruments are appropriate to use for the next analysis. a full model analysis is performed after it is ensured that all indicators on each variable have been declared valid and reliable. analysis of the results of data processing at the full model of structural equation modeling (sem) is carried out with the goodness of fit and statistical tests. table 3 below summarizes the results of the test. table 3: fitness indices of the model and their level of acceptance criteria fit index recommended value result conclusion absolute fit indices chi-square, (df=834) rmsea 1085.63 0.05 < rmsea ≤ 0.08 1161.91 0.056 poor fit good fit gfi gfi ≥ .,90 0.90 good fit incremental agfi agfi ≥ 0.90 0.90 good fit fit indices nfi nfi ≥ 0.90 0.97 good fit cfi cfi ≥ 0.90 0.99 good fit rfi rfi≥ 0.90 0.97 good fit parsimony fit indices aic aic < saturated = 240.00 < independence =8011.62 2433 good fit caic caic <saturated = 755.80 < 3404.61 good fit international journal of human capital management, vol. 4 (2), december 2020 55 | p a g e independence = 8076.10 ecvi e<saturated = 1.21 < independence = 40.24 12.23 good fit researchers are not required to fulfill all the criteria of goodness of fit. the use of 4 -5 criteria is sufficient to assess the goodness of fit of a model as long as it represents the criteria of absolute fit indices, incremental fit indices, and parsimony fit indices (hair et al., 2014). hence, it can be declared that the model reached a good fit. the results of the structural model analysis produce two structural equations which show the influence between variables. the structural equation of the model being tested are as follows: oc = 0.37*el, errorvar.= 0.86 , r² = 0.14 (1) (0.073) 0.13) 5.04 6.78 oa = 0.43*oc + 0.47*el, errorvar.= 0.45 , r² = 0.55 (2) (0.061) (0.062) (0.061) 7.02 7.56 7.35 from the equation of structure (1) it is obtained that the value of r2 = 0.14 which means that the formation of oc by el is 14%, while the remaining 86% is determined by other variables outside the test in this study. the second structural equation it is known that r2 = 0.055 which means that oa can be explained by oc and el by 55%. in other words, the formation of oa by oc and el is 54%, while the remaining 45% is formed by other variables not tested in this study. the full structural model is shown in figure 1 and 2 below: figure 1. structural model of latent variable paths source: lisrel 8.8 output international journal of human capital management, vol. 4 (2), december 2020 56 | p a g e figure 2. tcount of latent variable path source: lisrel 8.8 output the hypothesis test was carried out by comparing the tcount to the ttable. the number of respondents is 200, and the number of variables is three, then the value of ttable is 1.97. hypothesis testing is based on structural equation modeling (sem) analysis, where the level of significance of the path coefficient is obtained from the tcount > 1.97 and standardized path coefficient > 0.05. table 4 below summarizes the results of path analysis. table 4: the results of hypothesis testing no . path standardized coefficient tcount significa nce result 1. el  oa 0.47 7.56 significa nt accepted 2. el  oc 0.37 5.04 significa nt accepted 3. oc oa 0.43 7.02 significa nt accepted 4. eloc oa 0.16 (0.37*0.43) 4.30 significa nt accepted based on table 4, the results of hypothesis testing can be explained as follows: hypotheisi1 is accepted. therefore, el is proven to be positively and significantly affect the organizational agility. hypothesis 2 (h2) is accepted. thus, it can be concluded that el has a positive and significant direct effect on oc. hypothesis 3 (h3) is accepted. thus, it can be concluded that oc has a positive and significant direct impact on oa. hypothesis 4 (h4) is accep[ted. el has a significant and positive direct effect on oa. this means that el has an indirect positive effect on oa through oc. to find out the mediation role of oc in the relationship between el and oa, the authors used the formula by hayes (2018) in which a . b = c c’. the value of direct effect of el on oc is 0.37(a), and the value of direct effect of oc on oa is 0.43 (b). before controlled by oc, the value of direct effect of el on oa is 0.47(c). the value of indirect effect of el on oa through oc is 0,16, which is obtained from the multiplication of the direct path of el to oc (0.37) with the direct path of oc to oa (0.43). therefore, the effect of el on oa after controlled by oc is decreased to 0.31 (c’), which is obtained from 0.47 (c) – 0.16. as the decrease is not to zero. it can be concluded that oc has partially mediated in the effect of el on oa. the illustration the direct and indirect effect of el on oa is shown in figure 3. international journal of human capital management, vol. 4 (2), december 2020 57 | p a g e figure 3. panel a: the direct effect of el on oa. panel b: the indirect effect of el on oa mediated by oc. source: hayes (2018) the summary of direct, indirect and total effects is shown in table 5. table 5: direct effect, indirect effect, and total effect from through to direct effect indirect effect total effect el oa 0.47 0.47 el oc 0.37 0.37 oc oa 0.43 0.43 el oc oa 0.47 0.16 (0.37*0.43) 0.63 the combination of entrepreneurial leadership and organizational culture had a greater impact on organization agility, with a combined effect regression coefficient of 0.63. discussion el has a significant and positive direct effect on oa. it can be interpreted that an increase in el will lead to an increase in oa. this findings reinforce the theory that leadership means influencing followers to achieve a common objective (kinicki & fugate, 2018; mcshane & glinow, 2018). through leadership the employees can be directed to the achievement of oa. the results of previous empirical studies (aurélio de oliveira et al., 2012; karimi et al., 2016; raeisi & amirnejad, 2017; veiseh et al., 2014) indicated that leadership positively influenced the oa. it can be interpreted that the improvement of el will affect the improvement of oa. therefore, to enhance oa, el must be improved. the improvement of el should be done through the improvement of its indicators namely; proactivity, innovativeness, risk -taking, and decision making. when those factors are strong, then el can be stronger, which finally impact the higher oa. based on the analysis, it is found that risk taking has the highest score in shaping th e el. it means that risk taking is the most representative indicator in explaining the latent variable of el in indonesian smes. smes leaders must keep maintaining the courage to take risks, because it is very important for the success of entrepreneurial activities in an uncertain business environment (guo & jiang, 2020). however, the proactivity was found as the weakest indicator in explaining the el at indonesian smes. therefore, to enhance strong el, the main effort is to increase the leaders’ proactivity. leaders should become more proactive to think, plan, and execute and bring about necessary changes, and remain focused on their core missions (wu & wang, 2011). besides being proactive themselves, leaders should also encourage the employees to be more proactive. organizations need proactive employees to improve the efficiency of their workplace (hu et al., 2018). fuller et al. (2015) declared that in the environmental uncertainty, employee proactive behavior is an increasingly important determinant of organizational success. likewise, el has a significant and positive direct effect on oc. this relationship can be interpreted that if el is applied better it will strengthen the oc. conversely, if el is not good, it will have an impact on the weakening of oc. this finding reinforce the theory that through leadership, the appropriate oc can be created and strengthened (klein et al., 2013). the results of international journal of human capital management, vol. 4 (2), december 2020 58 | p a g e this study is in line with the results of previous studies by frantz & jain (2017) and gholamzadeh et al. (2014) which found that el has a direct positive and significant effect on oc. meanwhile, oc has a significant and positive direct effect on oa. this means that to increase oa, smes need to improve oc. to strengthen oc, smes need to improve the 4 indicators which are shaping the oc namely, culture of managing change, team orientation , customer orientation, and goal orientation. the improvement of each indicator will lead to an increase in oa. this finding has empirically proved and corroborated the result of previous studies in which oc has positive effects on oa (fahami et al., 2017; felipe et al., 2017; goncalves et al., 2019; sarshar & hezarjaribi, 2016; yazdani & salarzahi, 2014). based on the result, it is shown that team orientation gave the biggest contribution in shaping the oc. it means that team orientation is the most representative indicator in explaining the latent variable of oc in indonesian smes. smes must keep maintaining the team orientation culture because it gives several benefits to the organizations, such as; to increase productivity; to improve product/service quality; to reduce absenteeism and turnover, which ultimately leading to improve work performance (glassop, 2002). however, the culture of managing change was found to be the weakest indicator in explaining the oc in indonesian smes. therefore, the main priority to improve oc should be done by improving the culture of managing change. managing change effectively is very essential for organizations to survive in the everchanging environment (m. n. et al., 2019). the efforts to strengthen the culture of managing change finally, oc partially mediated the effect of el on oa. an increase on el indirectly caused an increase on oa through oc. this means that to improve oa, the leaders need to improve the el through oc. when the oc is increased, then it will ultimately improve the effect of el on oa. various theories and empirical evidence through researches have shown a direct positive effect of el on oc and a direct positive effect of oc on oa. even though the study about the indirect effect of el on oa through oc has not been done, ba sed on the logic of syllogism, it can be concluded that el has a positive indirect effect on oa through oc. this logic is supported by the results of this study which show that el has a significant positive effect on oa through oc. it can be interpreted that good el will be able to increase oa, and through good oc, the influence of el in increasing oa will be stronger. conclusion the development and change in the environment, technological advances and rapid economic and social changes as a result of globalization, have had a major influence on the industrial world. smes in indonesia face the reality of challenges which can affect and threaten their survival and growth. to stay relevant to the environmental changes, smes should have strong organizational agility. organizational agility should be built from the employees who have the most contribution in the business process. the results of this study are expected to bring some managerial implication as input for smes entrepreneurs to improve their organizational agility. the findings show that entrepreneurial leadership and organizational culture respectively have positive and significant direct effects on organizational agility. this finding provides directions for smes entrepreneurs to accommodate the entrepreneurial leadership and organizational culture to foster the achievement of strong organizational agility. comparing to organizational culture, entrepreneurial leadership has greater influence on organizational agility. therefore, the effort to incr ease organizational agility should be more prioritized in strengthening the entrepreneurial leadership. leaders should improve their proactivity as the first priority, followed by improving innovativeness, decision making ability and risk taking. when these indicators are improved, it will strengthen the entrepreneurial leadership which can give positive effects to the improvement of organizational agility. the results of this study also indicate that organizational culture partially mediates in the effect of entrepreneurial leadership on organizational agility. it is suggested that the owners/ leaders of smes to consider the organizational culture if they want to prompt the effect of entrepreneurial leadership on the organizational agility. increasing smes’ organizational culture international journal of human capital management, vol. 4 (2), december 2020 59 | p a g e should be prioritized on the strengthening of managing change culture. to build this culture, smes leaders have to communicate and share the value of managing change, so that the employees are more aware of the need for change in order to adapt to the situation. finally, the results of the research can be used as an input for leaders to manage the human resources in smes, as a basis for making decisions in the context of human resource development, as a priority setting program to improve strategies, values, and approaches in order to increase employees’ organizational agility. the results of this research also provide some theoretical contribution to enrich the management science entity in the spectrum of organizational behavior, especially within the field of small and medium-sized enterprises. however, this research still contains several limitations. the first is that this study was conducted at the smes which are located in the same geographical area, in industrial village (pik) east jakarta, indonesia. the second limitation is that the sample was taken only from the clothing industrial sector, so the results are less generalizable. for the future study, it is suggested to look into different sectors of smes in different areas/ regions. the third limitation is that the independent variables discussed in this study were delimited to the entrepreneurial leadership and organizational culture. further 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(2018). organizational agility conceptual model. montenegrin journal of economics, 14(2), 115–129. https://doi.org/10.14254/1800-5845/2018.14-2.7 hypothesis 2 (h2) is accepted. thus, it can be concluded that el has a positive and significant direct effect on oc. hypothesis 3 (h3) is accepted. thus, it can be concluded that oc has a positive and significant direct impact on oa. hypothesis 4 (h4) is accep[ted. el has a significant and positive direct effect on oa. this means that el has an indirect positive effect on oa through oc. likewise, el has a significant and positive direct effect on oc. this relationship can be interpreted that if el is applied better it will strengthen the oc. conversely, if el is not good, it will have an impact on the weakening of oc. this finding re... meanwhile, oc has a significant and positive direct effect on oa. this means that to increase oa, smes need to improve oc. to strengthen oc, smes need to improve the 4 indicators which are shaping the oc namely, culture of managing change, team orient... based on the result, it is shown that team orientation gave the biggest contribution in shaping the oc. it means that team orientation is the most representative indicator in explaining the latent variable of oc in indonesian smes. smes must keep main... finally, oc partially mediated the effect of el on oa. an increase on el indirectly caused an increase on oa through oc. this means that to improve oa, the leaders need to improve the el through oc. when the oc is increased, then it will ultimately im... various theories and empirical evidence through researches have shown a direct positive effect of el on oc and a direct positive effect of oc on oa. even though the study about the indirect effect of el on oa through oc has not been done, based on the... international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 4 (2), december 2020 33 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 4, no. 2, december 2020, p 33 41 analysis of the nurses service in preventing stunting at upt puskesmas astana anyar bandung afrizal hendra universitas negeri jakarta email : afrizalhendra_7647130408@mhs.unj.ac.id ma’ruf akbar universitas negeri jakarta email : marufakbar@unj.ac.id rd. tuti sariwulan universitas negeri jakarta email : tuty.wulan@unj.ac.id abstract this study focuses on the nurses’ service in preventing stunting at upt puskesmas astana anyar, bandung. puskesmas is an institution that provides health services to the community but the quality and standards are different from hospitals. this study employs qualitative research method with a phenomenological approach. data collection was carried out using the informant's perspective (emic perspective), and key instruments, such as observation, interviews, documentation studies, and questionnaires. qualitative analysis is deployed as the data analysis in this study. the validity of the research findings was measured using the validity and reliability standards of qualitative research, namely: credibility, dependability, confirmability, and transferability. the findings showed that: nurses' service in preventing stunting like improving children's nutrition at upt puskesmas astana anyar bandung is considered as quite good; this can be seen from the perceptions and expectations of patients using and receiving the service of stunting prevention. keywords: nurses, stunting, community health, service quality. received: 6 april 2020 ; accepted: 8 june 2020 ; publish; december 2020. how to cite: hendra, a., akbar, m., & sariwulan, t. rd. (2020). analysis of the nurses service in preventing stunting at upt puskesmas astana anyar bandung. international journal of human capital management, 4 (2), 33-41. https://doi.org/10.21009/ijhcm.04.02.04 http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 4 (2), december 2020 34 | p a g e introduction research by researchers is very important to do considering the problem of stunting is rarely examined from the standpoint of management science. stunting is a hidden tragedy. stunting illustrates the chronic malnutrition status during the period of growth and development since the initial phase of life (ni’mah & nadhiroh, 2015). this circumstance is presented by the z-score value of body height according to the age (bh/a) which is less than -2 of deviation standard (ds), who’s growth standard shows (who, 2010). globally, around 1 of 4 toddlers have stunting (unicef, 2013). family defence becomes the main pillar in preventing and handling stunting. the efforts would result in the prevention of failure in the growth and development of children under five years old, which may be possible due to the chronic malnutrition. law number 52 year 2009 defines family defence and welfare as the family condition which has tenacity and resilience, and it contains material physical ability for independent life and selfand family development to live harmoniously in improving physical and emotional welfare and happiness. furthermore, the family defence is indicated as adequate and continuous access to income and resources, at least to meet ends need, including adequate access to food, water, health services, education, housing, time to participate in the society and social integration. hence, family defence is a pillar of stunting prevention and handling in the society. the initial survey conducted by the researchers through the interview with the community health centre’s (puskesmas) staffs and patients shows optimal citizens satisfaction to the nurses’ service in preventing stunting. this optimal service is seen can be seen through the professionalism of health workers, the quality of paramedic human resource which has been improved through various trainings, the complete medical utilities, the good health service tools, and the strength of the puskesmas’ management. this study focuses on the nurses’ service in preventing stunting at upt puskesmas astana anyar bandung. the sub-focuses of this study include: a) the performance of nurses in conducting tasks to prevent stunting, b) the cause factors of the good and bad nurses’ service in stunting prevention, c) the strategy to improve nurses’ service in stunting prevention, and d) the quality of health services given by the nurses in stunting prevention. literature review stunting nutritional problem is one of the problems in lifespan, starting from pregnancy, babies, toddlers, adolescents, to the elderly. nutritional problems can occur in any age range, even nutritional problem in a certain age group would affect the nutrition status within the next life cycle (intergenerational impact) (mitra, 2015). a child who has stunting is more likely to grow as a short individual in the adult phase. if stunting is not handled properly, a newborn with low weight will keep existing in the next generation, thus creating the problem of intergeneration short children (unicef, 2013). malnutrition problem 1000 hpk starts from the slowing down or retardation of the fetus growth or known as iugr (intra uterine growth retardation). in developing countries, the malnutrition during pre-pregnancy and pregnancy period affects the birth of babies with iugr or bblr. iugr condition is almost partially related to the nutrition status of the mother, which are body weight (bw) of pre-maternity that is incompatible with the mother’s height or having a short posture, and the increase of body weight during the pregnancy (pbbh) that is less than the standard. a mother with short posture when she was two years old is more likely to have short posture when she is entering the adult phase. in her pregnancy, a mother with short posture will likely bear a baby with bblr (victoria et al., 2008). if there is no improvement, iugr and bblr will keep occurring in the next generation, thus creating the problem of intergeneration short children. international journal of human capital management, vol. 4 (2), december 2020 35 | p a g e research of basic health (riskesdas) showed increasing prevalence of stunting in indonesia from 36.8% in 2007 to 37.2% in 2013; in another word, 1 from 3 children in indonesia is categorised as short (riskesdas, 2013). stunting problem is a nutritional problem faced by the world, especially in developing and low-income countries. stunting is a failure in growth due to the accumulation of ever-occurring malnutrition from the pregnancy until the age of 24 months. toddlers under three years old with stunting and short posture will have them until their five-yearold period. adult women with stunting are more likely to have babies with low body weight when they are born. stunting can occur in intergeneration if the right intervention is not conducted since the early stage. influential factors to stunting stunting is influenced by multidimensional factor and not only by malnutrition factor experienced by pregnant woman or toddlers. thus, the most determining factor to prevent the prevalence of stunting must be done during the first 1000 days of life (hpk) of a toddler. in more details, several influential factors to stunting are 1) the bad practice of nurturing; 2) the limitation of health services including anc-antenatal care (health service for mother during pregnancy), postnatal care, and quality early lesson for pregnant woman; 3) the lack of access to nutritional foods for households/families; 4) the lack of access to water and sanitation; 5) diseases that the child has, such as acute respiratory infections and diarrhoea which often experienced by children; 6) inadequacy of the family’s economic status; 7) educational status of the family; 8) inadequate environmental health; 9) inadequate healthcare; 10) inadequate behaviour in do ing phbs (clean and healthy life behaviour); 11) decreasing reproductional health, and 12) the lack of food availability. a research conducted by senbajo et al. (2011) showed that influential factors to stunting are public schools, polygamous family setting, inadequate knowledge of the mother and low social status. from those four factors, inadequate knowledge of the mother is the most influential factor to children with stunting. nonetheless, assefa (2013) noted that the socioeconomic status of the family, age, sex and knowledge of the mother are the most important factors of the child’s nutritional status (underweight and stunting). the board of national development planning (bappenas) in the notice written in the policy framework of national movement for the acceleration of nutrition in accordance to 1000 hpk (1000 hpk movement) explains that stunting in 1000 hpk is the impact of several interrelated factors. there are two direct factors that influence an individual’s nutritional status, namely food and infectious disease; both are influential to each other. the first direct influential factor is food consumption that does not go along the principle of balanced nutrition. the second one is an infectious disease related to the prevalence of transmitted diseases and bad environmental health. the first direct influential factor is the consumption of food that does not meet the amount and composition of nutrients in the perspective of balanced nutrition (i.e. diverse, as needed, clean and safe), such as a baby that does not get exclusive breastfeeding. the second direct influential factor is the infectious diseases pertaining to the prevalence of the occurrence of transmitted diseases, especially diarrhoea, ascariasis and acute respiratory disease. these factors are often related to the quality of basic health services, especially immunization, environmental quality and healthy behaviour. the environmental quality especially includes the availability of clean water, sanitation means and healthy behaviour, such as the habit of soap hand-washing, pooping in the toilet, not smoking, air circulation in the house, and many more. community health services this research studies health services as an integral part of public services, the area of which the civic workers as the state apparatus work in the government institution to provide services to the society. international journal of human capital management, vol. 4 (2), december 2020 36 | p a g e quality of the services is the key to an organization’s excellence, including the government institution, within the increasingly competitive era nowadays. fitzsimmons (2015) notes five aspects of the quality of the services, which include: 1. tangibles covers the outlook of the physical facility, equipment, workers and communication tools. 2. reliability covers the ability to provide convincing and precise guaranteed services. 3. responsiveness covers the eagerness to help customers and provide fast services. 4. assurance covers the knowledge and hospitality of the workers and their ability to convince and trust. 5. empathy covers personal attention. service quality contains consumer expectation and perception towards the service (customer perceived quality) and the comparison between them. ideally, service quality is seen from the perspective of the consumer, not from the perspective of the service provider. hence, from the explanation above, community health services hold a critical role in the development efforts to realize the quality of indonesian people as a whole. community health centers (puskesmas) puskesmas is the front-row unit of a health service organization with the mission as the development centre of health services, which conducts overall and integrated health training and services for the society living in a certain work region. based on the description, community health centres, which are given by the government through the civic workers for the community, are one of the scopes within state administrative duties to improve the quality of health services given to the society, including the patients. nurses nursing is a form of professional health service in fulfilling the human’s basic needs (biological, psychological, social and spiritual) which is given to an individual, a family, a community in health and sickness (hidayat, 2011). according to the description above, it is synthesized that a nurse is someone who graduated from the nursing education and has the ability and the right to conduct nursing activities based on the academic discipline. a nurse also provides health services holistically and professionally to healthy and sick individuals. a nurse is obliged to fulfilling the patients’ bio-psycho-social and spiritual needs. service quality albrecht and zemke (as cited in dwiyanto, 2005) argued that public service quality is a result of the interaction of various aspects, namely service system, human resource of service provision, strategy and customers. hence, service quality is the characteristic totality of a service concept encompassing all service aspects, and the measurement of service quality is providing satisfaction to the customers. international journal of human capital management, vol. 4 (2), december 2020 37 | p a g e research framework the research framework is as seen in the figure below. figure 1 research framework systematically elaborated, the explanation of the variables analyzes: 1. nurses’ service in conducting stunting prevention in puskesmas. 2. influential factors on nurses’ service in stunting prevention in puskesmas. 3. a new concept in the form of strategy model for improving nurses’ service in stunting prevention in puskesmas. 4. quality of health services given by the nurses to prevent stunting in puskesmas. research method this study employs qualitative research method with a phenomenological approach to analyse and formulate the nurses’ service improvement in stunting prevention in puskesmas. this study aims in: a) analyzing the nurses’ service in stunting prevention in puskesmas, b) analyzing the influential factors on nurses’ service in stunting prevention in puskesmas, c) analyzing the new concept in the form of strategy model for improving nurses’ service in stunting prevention in puskesmas, and d) analyzing the quality of health services given by the nurses to prevent stunting in puskesmas. this study was conducted at upt puskesmas astana anyar bandung, which is located in the work region of the bandung health agency. the study was set out from april 2019 to august 2019. the researchers deployed case study to understand the research object. this case study research is supported by an analytical-qualitative descriptive method. the data that was collected from the research field can be categorized as the primary and secondary data. the informants in this study consisted of four people consisting of two nurses and two patients, among others in the table below: table 1. informant data no. name information 1. nani setiani nurse 2. hanifah pratami supervisor nurse 3. acep supriatna patient 4. yusuf wahyudi patient questions asked by the researcher to the nurse: 1. in the nursing process, there are five stages: (1) assessment, (2) health diagnoses, (3) planning, (4) implementation, and (5) evaluation. can you explain these stages in carrying out your duties as a nurse? nurses’ service in stunting prevention (a) influential factors on the nurses’ service in stunting prevention concept of strategy for improving the nurses’ service in stunting prevention service quality of the nurses in stunting prevention (d) international journal of human capital management, vol. 4 (2), december 2020 38 | p a g e 2. related to the four main tasks of nursing, namely (1) providing nursing care, (2) managing nursing services, (3) carrying out guard and standby tasks, and (4) carrying out specific tasks. can you explain the four main tasks? 3. regarding the strength or health care advantages from the point (1) the behavior of the patient/community, (2) government policy, (3) health clinic facilities, and (4) the qualit y of human resources nurses. can you explain this? 4. regarding the problems or weaknesses of health services from the point of view as previously asked, namely (1) patient/community behavior, (2) government policies, (3) health center facilities, and (4) the quality of human resources for nurses. what do you think of the problem or weakness? questions asked by the researcher to the patient: 1. how the health services of health center to the community in carrying out their duties? 2. how care nurses to help patients in solving difficulties, whether the quality of health services at the health center has met the expectations of patients as recipients of these services? the validity of the findings of this study strives to meet the criteria or standard of qualitative research validity and reliability, as lincoln & guba (2015) notes: credibility, dependability, confirmability and transferability. result and discussion based on the research findings, it is found that overall, toddlers’ nutritional status, according to the patients’ visit, almost every toddler gets good nutrition (87.9%). however, the finding shows 10.6% of toddlers have bad nutritional status or malnutrition. from the indicator of bw/a and bh/u, it is found that more than half of toddlers have normal height/weight (73.1%), and 23.8% of toddlers have a short and extremely short figure. social status of the family, such as economic status and educational background of the mother, influences stunting on children. low level of knowledge that is possessed by the mother can result in stunting on the children. the factors that may be influential on stunting in this study include low educational background of the mother, the age of the mother which is mostly in the category of late adolescence, the family income that is less than umr, and bigger expense average of the family compared to the family income; there is a small population of the mothers who have malnutrition. the findings are in line with the study conducted by samba et al. (2016), which found that family poverty and bad family health are closely related to stunting. unicef (2006) reported that there is a close relationship among the children’s nutritional status and the poverty, the mother’s nutritional status, and the mother’s ability to make a decision (women’s decisionmaking power). the family’s economic status is one of the influential factors to stunting on the children. stunting is more likely to happen in a poor family. families with low income are exposed to the risk of food and nutritional insecurity, which is the result of the family’s low ability to provide food resources, low educational status of the family, limited access to information on nutrition, and bad access to health services. this study found that nearly almost families have an income lower than idr 1.500.000, even lower than the west java’s umr (idr 2.550.000, and the family’s expense is higher than the income, thus the money used for buying food exceeds the family’s purchasing power. aside from directly related to food availability, poverty is also related to the low ability of the family to provide clean water, good health hygiene, healthy toilet and healthy housing. these aspects are indirectly influential to the risk of stunting on the children. in this study, most children are nurtured by the housewife with secondary education. in developing countries, especially in the case of mothers with low education, a mother has not taken part in the family’s decision making, including in the nutritional and health maintenance; she does not have direct access to the resources for the children’s nutritional provision. this is related to the family’s hardship in the economy, so every expense has to go under the husband’s acceptance, international journal of human capital management, vol. 4 (2), december 2020 39 | p a g e including for food buying as the main resource of the children’s nutrition. this study also found that there is a small population of mothers who have malnutrition history during the pregnancy. the mother’s nutritional health status is influential to stunting on the children, so it is obligatory for the mother’s status condition to be good during the pre-pregnancy and the pregnancy, even long before the pregnancy (i.e. school-age and adolescent phase). hence, the mother’s nutritional health status is supposed to be on the normal condition. aside from quantitative data collection, this study also deploys qualitative method by conducting interviews and focus group discussion to obtain the illustration on tri bina program, especially bina keluarga balita (toddler’s family development/bkb) in strengthening the family defence to prevent stunting on the children. some probing questions that were asked include the stakeholder’s knowledge on family defence especially bina keluarga balita, the participation of plkb’s cadres and staffs, and the stakeholder’s hope on program execution in the future. generally, the result of analysis on the nurses’ service in stunting prevention at upt puskesmas astana anyar is described below. 1. bina keluarga balita program bina keluarga balita (bkb) program is one of bkkbn’s most superior programs -an activity that especially manages the development of children’s growth and development through the right nurturing pattern based on the age group, executed by the cadre on the hamlet level. the program aims in improving the knowledge, creativity and awareness of the mother and the family members. 2. bkb program implementation society’s response toward the ongoing bkb program is positive and enthused. bkb is implemented along with posyandu, in which they are complementary to each other. in posyandu, there is kartu menuju sehat (kms) or health card, and in bkb, there is kartu kemabng anak (kka) or children’s development card. 3. challenges in bkb program execution there are some challenges in the execution of bkb, including inadequate facility, varied human resource (cadre), low incentives received by the cadre, and the number of people who find it difficult to attend the program due to the far distance and high level of activities. 4. efforts in tackling challenges of bkb program execution there is sincerity and awareness of the importance of bkb program, so sometimes personal funding is used to support it. the cadre makes efforts in visiting people who cannot attend to give motivation and look for the obstacles that make them absent. 5. hopes for the improvement on the next bkb program the cadres hope that the government would give more budgets so that the service would improve along with the community participation. 6. cadre’s participation in bkb program almost every cadre actively participates in this bkb program 7. cadre’s role in bkb program the cadre’s role in bkb program is pivotal since the cadre directly interacts with the people, from socializing the program, inviting them to participate and giving them adequate knowledge and information. 8. evaluation of cadre’s role in bkb program the cadre has done their role efficiently on the field. however, it is important to note that cadre regeneration, knowledge development through various training or capacity building, and more reward in the form of better incentives are necessary since they motivate the cadre in working better and more aggressively. based on the explanation, it is found that the nurses, in preventing stunting, must support bina keluarga balita program as a program to improve knowledge, attitude, behaviour and skills of the parents and fellow family members in nurturing and building the growth and development of the toddlers through physical stimulus, emotional, social, and spiritual intelligence through effective interaction between the parent and the child. bkb movement has to be supported by the nurses in building a partnership between the government and the society to maintain the children’s international journal of human capital management, vol. 4 (2), december 2020 40 | p a g e health, the growth and development of the children, early detection on health problems, disability prevention, and preparation for toddlers to interact with the other children. conclusion based on the explanation above, the researcher draw some conclusions that will be presented in this paper, are as follows: 1) the nurses’ service in stunting prevention at upt puskesmas astana anyar regarding their main duties and functions has run well, 2) despite running well, the nurses’ service in stunting prevention is not optimal due to the need of help from midwives since the nurse is not a midwife. division of duties, functions, activities and performance standards that must be achieved by the nurses in puskesmas tend to be formulated based on the program targets and not be adjusted the tasks that supposedly be carried out on the basis of the functional nurses’ positions, 3) influential factors on the success of the nurses’ service in stunting prevention is hugely supported by the health agency’s work plan, policy or action planning and budgeting so as being able to empower all the potentials of nurse resources, and 4) strategies for improving the nurses’ service in stunting prevention is generally grouped into two categories, namely training strategy and non-training strategy (motivating and improving the condition of work environment or organizational situation). bandung health agency programmed education and training albeit still very dependant to the state of the funds, not based on the need analysis. improvement program for health services has helped its resources in cooperating together; the quality of facilities and infrastructure has been adequate and nice. health services improvement provided by the nurses in puskesmas includes promise-keeping, attention, service provision since the arrival time of the patients, proper service, and error avoidance in taking notes. recommendation for recommendations or suggestions based on the discussion and conclusions above, the researcher provides several recommendations, are as follows: 1. academic recommendation it is difficult to discover studies with the focus on the nurses’ service in tackling the problem of stunting either in the form of a research report or academic paper, compared to the studies on human resource management. hence, here are some academic suggestions pertaining to the nurses’ service in tackling the problem of stunting to enrich the future research in collecting more comprehensive and accurate findings. studies on the nurses’ service in this research is still limited to analyzing the nurse performance qualitatively, which is focused on the service of stunting problems in puskesmas, including the field of nursing service duties, community service, professional development and supporting nurses’ service. the cause of the nurses’ service in handling stunting needs to be analyzed from the factor of ability and effort/motivation possessed by the nurses (internal) and the condition of work environment or organizational condition in puskesmas (external) using the theory of attribution from dale timple. improvement strategy on the nurses’ service in handling stunting problem needs to be based on the training and non-training strategy. the analysis of health service quality conducted by the nurses in handling stunting in puskesmas, needs to be focused on the aspects of tangibility, reliability, responsiveness, assurance and empathy as the reference. 2. practical recommendation several practical suggestions for the performance improvement of the nurses in providing service of stunting problem handling in puskesmas are as follows: it is necessary to develop the knowledge of nurses and cadres through various training and coaching to not only provides insights regarding the children’s growth and development, but also international journal of human capital management, vol. 4 (2), december 2020 41 | p a g e how to deliver information effectively to the toddler’s family. selection of the cadre should consider the commitment and motivation to develop social welfare. furthermore, after the commitment and motivation are developed, the government should consider giving more rewards to the cadre in the form of better incentives to be taken as a trigger to work harder and better. regeneration of cadres is needed, and regular monthly meeting of all cadres should be conducted to learn the obstacles in the field and formulate the right solution to tackle them. the sectoral partnership should remain and be improved to develop the children’s growth and development. the cross-sectoral partnership to be conducted by the ministry of agriculture, the ministry of cooperatives and the ministry of home affairs is to improve food and nutritional defence through the program of food and nutritional defence. the conducted activities may be in the forms of a) ensuring food access that fulfils nutritional needs, especially for pregnant women, breastfeeding mothers, and children; b) ensuring optimal utilization of food available for all classes of the population; c) providing more attention to the small farmers, fishermen, and gender equality; d) micro economic empowerment for families with mothers experiencing lack of protein-energy (kurang energi protein/kek); e) kb service improvement. reference colquitt, j.a., lepine, j.a., & wesson, m.j. (2009). organizational behavior: improving performance and commitment in the workplace. mcgrawhill. depkes, r. i. (2011). pedoman pelaksanaan kewaspadaan universal di pelayanan kesehatan. fitzsimmons. (2015). delivering quality service: balancing customer perceptions and expectations. in v. r. zainal, et al., manajemen sumber daya manusia untuk perusahaan. jakarta: rajawali pers. kuntjoro, t. (2007). standar pelayanan minimal rumah sakit sebagai persyaratan badan layanan umum dan sarana peningkatan kinerja. jurnal manajemen pelayanan kesehatan, 10(01). lincoln, y. s., & guba, e. g. (2015). naturalistic inquiry. in sugiyono, memahami penelitian kualitatif. bandung: alfabeta. mc clelland, d. c. (2005). the achieving society. new jersey: d. van nostrand company. inc. rajagukguk, t. (2017). pengaruh perilaku organisasi terhadap prestasi karyawan pada pt. perkebunan nusantara ii (persero) medan. jurnal ilmiah methonomi, 3(2), 124-137. robbins, s.p, & judge, t.a. (2014). perilaku organisasi. jakarta: salemba empat. subekhi, a., & jauhar, m. (2013). pengantar manajemen sumber daya manusia. jakarta: prestasi pustaka. united nations children’s fund (unicef). (2013). improving child nutrition: the achievable imperative for global progress. unicef indonesia, (2013). ringkasan kajian gizi ibu dan anak. unicef . (2000). strategy for improved nutrition for women and children in developing countries. unicef. (2013). improving child nutrition, the achievable imperative for global progress. new york: united nations children’s fund. unicef. (2012). ringkasan kajian gizi oktober 2012. jakarta: unicef indonesia. usaid. (2014). multi-sectoral nutrition strategy 2014-2025 technical guidance brief: implementation guidance for ending preventable maternal and child death, 1-6. international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 5 (1), june 2021 107 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 5, no. 1, june 2021, p 107-114 effect of quality of work life on performance employees with variables work commitments intervening in millenial generation employees in pt pelabuhan indonesia ii (persero) head office fella fatchiya universitas negeri jakarta email: fellafatchiya@gmail.com i ketut r sudiarditha universitas negeri jakarta email: sudiarditha@yahoo.com henry eryanto universitas negeri jakarta email: henryeryanto@unj.ac.id abstract this study aims to analyze the influence of quality of work life on employee performance with work commitment as an intervening variable on employees of the millennial generation of pt head office. port of indonesia ii (persero). determination of samples using probability sampling method with 160 respondents and analyzed using structural equation model partial least square (sem pls) analysis method. the results of the study showed that 1) the quality of work life has a positive and significant effect on employee performance, indicating that if the quality of work life in employees of the millennial generation of pt pelabuhan indonesia ii (persero) the better the employee performance will increase, 2) the quality of work life will have a positive and significant effect on work commitment, indicating that if the quality of work life in employees of the millennial generation of pt pelabuhan indonesia ii (persero) the better then the employee's work commitment will increase , 3) work commitments have a positive and significant effect on employee performance, indicating that if the work commitment to millennial employees of pt pelabuhan indonesia ii (persero) is getting better then the employee performance will increase, and 4) the quality of work life on employee performance through work commitment has a positive and significant influence, showing an increase in the work commitment of millennial employees of pt pelabuhan indonesia ii (persero) able to mediate the influence of quality of work life on employee performance. keywords: quality of work life, work commitment, employee performance received: 9 february 2021 ; accepted: 24 february 2021 ; publish; june 2021. how to cite: fatchiya, f., sudiarditha, k.r., & eryanto, h. (2021). effect of quality of work life on performance employees with variables work commitments intervening in millenial generation employees in pt pelabuhan indonesia ii (persero) head office. international journal of human capital management, 5 (1), 107-114. https://doi.org/10.21009/ijhcm.05.01.9 http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 5 (1), june 2021 108 | p a g e introduction the ministry of bumn is making programs for the millennial generation so that this generation can become the successor to bumn that are fluent in technology and have innovative and creative thoughts so that bumn can be sustainable for the next 100 years. one of the bumns that is actively mobilizing millennial generation employees to develop and innovate is pt pelabuhan indonesia ii (persero) (pt pelindo ii). according to the demographics of pt pelindo ii employees, in 2018 the company had a total of 2581 organic employees. of the total employees, 277 employees (10%) are included in the millennial category. from this data, it can be concluded that pelindo millennials must develop faster to replace their retiring seniors. pt pelindo ii faces various internal challenges, one of which is the performance of the employees. the performance management implemented by pt pelindo ii has not been very successful in increasing employee enthusiasm to provide better results for the organization. this can be seen from the results of the performance of pt pelindo ii, indeed every year employee performance shows an increase but the results are very small, and there is stagnation from 2018 to 2019. millennial generation, namely employees born in 1983-1995 in 2018 and 2019 have a level average performance of 7.6. the problem that often arises in an organization is how to produce employees who have optimal performance and high work productivity. according to lumbantoruan (2015) explains that the quality of work life has a significant effect on performance. every improvement in the quality of work life will increase performance and vice versa. in order to support employee performance so that it continues to the maximum, it is important for the company to maintain the quality of work life of its employees. by paying attention to the quality of work life will increase the results of employee performance much better. the concept of quality of work life basically expresses the importance of the value of respect for humans in the work environment so that this concept becomes the main basis for the management of a company to improve the quality of work life in the company. if the quality of work life in a company is well manifested, it will play an important role in creating organizat ional commitment in the company's employees. the results of the research by pristiwati and sunuharyo (2014) obtained a significant value so that it can be concluded that the variable organizational commitment has a significant effect on employee performance. so with a high organizational commitment from employees can affect employee performance to be good too. the results of research by afrian (2017) say that there is a significant influence between the quality of work life on organizational commitment to employees. thus an organization can carry out its activities properly so as to achieve organizational goals. in addition, employee commitment implies more than just passive loyalty but implies an active relationship between employees and the company. by looking at and paying attention to the descriptions that have been stated above, it is deemed necessary to conduct research on the effect of quality of work life on employee performance through work commitment to employees of the millennial generation of pt pelindo ii. literature review employee performance the definition of performance according to moeheriono (2012) performance is a description of the level of achievement of the implementation of an activity program or policy in realizing the goals, objectives, vision and mission of the organization as outlined in the strategic planning of an organization. gibson, ivancevich (1994) argue that the notion of performance refers to the level of success in carrying out tasks and the ability to achieve predetermined goals. performance is declared good and successful if the desired goals can be achieved properly. both international journal of human capital management, vol. 5 (1), june 2021 109 | p a g e of these opinions can be interpreted that the employee's performance is assessed based on the completion of the assigned task if the results of the work are carried out properly, the employee's performance is good. it can be synthesized that the performance of employees is the result of work carried out by someone in an organization in order to achieve the desired goals of an organization and minimize losses by giving tasks with clear instructions so that the effectiveness of the work of tasks occurs besides being seen from how the process of completing tasks uses the skills and experience possessed and the time required to complete the task. based on the opinion of the experts above, it can be concluded that performance is the willingness of a person or group of people to carry out an activity and perfect it according to their responsibilities with the expected results. quality of work life (qwl) the source of the job is one of the extrinsic factors that employees get when they are at work. the quality of work life or quality of work life (qwl) according to dessler (2003) means a situation where employees can meet their important needs by working in the organization and the ability to do so depends on whether there is fair and supportive treatment and opportunities for every employee to appreciate himself. in contrast to dessler, according to cascio (2003) the quality of work life is the level of employee participation, career development, conflict resolution, communication, health, work continuity, safe environment and fair compensation which can be operationalized through financial compensation, career management or employee advancement. structuring the work environment, designing job characteristics and leadership practices. synthesized from all the definitions above that the quality of work life is a company management effort that pays attention to the circumstances in which the company can meet the needs of employees in order to make employees feel at home and survive in the company. work commitment robbins, meyer and smith in munawaroh et al (2015) have a point of view, which states that organizational commitment is defined as a strong willingness to become a member in a particular organization and throw away opportunities to change workplaces. sunarto (2005) defines commitment as love and loyalty which consists of the union with the goals and values of the company, the desire to remain in the organization and the willingness to work hard on behalf of the organization. organizational commitment encourages employees to keep their jobs and show the results they should. the results of the conclusions from all of the above definitions can be synthesized by researchers that work commitment is an employee who has a strong desire, feeling and attitude to become a member of the organization. staying persistent and willing to try hard by showing the nature of loyalty to the organization, with a feeling of really working for the benefit of the organization. research hyphothesis hypothesis 1: the quality of work life has a positive direct influence on work commitment. hypothesis 2: work commitment has a positive direct effect on employee performance hypothesis 3: the quality of work life has a positive direct effect on employee performance. hypothesis 4: the quality of work life has a positive indirect effect on employee performance through work commitment. based on the formulation of the hypotheses that have been described, the conceptual framework of the research can be described as follows: international journal of human capital management, vol. 5 (1), june 2021 110 | p a g e h4 h1 h2 h3 picture 1. research model research method the research will be conducted at the head office of pt pelabuhan indonesia ii (persero) with a population of 318 and limiting the age included in the millennial generation, namely employees born around 1982-1996. according to hair, et al (2010), if the sample size is too large it will be difficult to get a suitable model, and it is suggested that an appropriate sample size is between 100-200 respondents so that an interpretation estimate can be used with the structural equation model (sem). for that the number of samples will be determined based on the results of the minimum sample calculation. the determination of the minimum sample size for sem according to hair et al (2010) is the number of indicators multiplied by 5. based on these guidelines, the maximum sample size for this study is 32 indicators x 5 = 160 respondents. in this study, data analysis used was validity test, rehabilitation test and hypothesis testing using sempls on 3 (three) variables. result and discussion data testing results validity test an indicator is declared valid if the measurement of the loading factor is above 0.70 so that if there is a loading factor below 0.70 it will be dropped from the model (ghozali, 2014). validity testing for reflective indicators uses a correlation between the item scores and the construct scores. measurements with reflective indicators indicate a change in an indicator in a construct if other indicators of the same construct change (or are removed from the model). table 1 loading factor value quality work of life work commitment employee performance qwl1 0.876 ko1 0.896 kk1 0.796 qwl2 0.872 ko2 0.899 kk2 0.931 qwl3 0.870 ko3 0.893 kk3 0.879 qwl4 0.882 ko4 0.899 kk4 0.878 qwl5 0.875 ko5 0.882 kk5 0.869 qwl6 0.888 ko6 0.898 kk6 0.878 qwl7 0.874 kk7 0.883 qwl8 0.870 kk8 0.885 qwl9 0.877 kk9 0.847 qwl10 0.898 kk10 0.916 qwl11 0.893 quality of work life employee performance work commitment international journal of human capital management, vol. 5 (1), june 2021 111 | p a g e qwl12 0.881 qwl13 0.903 qwl14 0.904 qwl15 0.927 qwl16 0.897 based on table 1, it can be seen that all indicators are valid. this is because several indicators have been eliminated with a loading factor value below 0.70 (ghozali, 2014). in addition to seeing the value of loading factors, convergent validity can also be assessed by looking at the average variance extracted (ave) value. reability test the reliability test was carried out to prove the accuracy, consistency and accuracy of the instrument in measuring construction (ghozali, 2014). reliability test is carried out using the composite reliability and cronbach's alpha tests by looking at all latent variable values that have a composite reliability value or cronbachs alpha ≥ 0.7, it can be concluded that the construct has good reliability or the questionnaire used as a tool in this study is reliable or consistent . table 3 reliability test results construct cronbach's alpha composite reliability information employee performance 0.966 0.971 reliabel work commitment 0.950 0.960 reliabel quality of work life 0.982 0.983 reliabel table 3 shows that the results of the composite reliability test show that all latent variable values have a composite reliability value ≥ 0.7. and the results of cronbach's alpha test also show that all latent variable values have a cronbach's alpha value ≥ 0.7. from these results, it can be concluded that the construct has good reliability or that the questionnaire used as a tool in this research has been reliable or consistent. hyphothesis testing t-statistic (bootsrapping) is used to see the significance value between constructs. hair et al. (2017) suggest performing a bootstrapping procedure with a re-sample value of 5,000. the limit for rejecting and accepting the proposed hypothesis is ± 1.96, which if the t-statistic value is in the range of -1.96 and 1.96 then the hypothesis will be rejected or in other words, accept the null hypothesis (h0). table 4 hypothesis test results original sample (o) sample mean (m) standard deviation (stdev) t statistics (|o/stdev|) p-values quality of work life → work commitment 0.959 0.958 0.007 129.445 0.000 work commitment → employee performance 0.303 0.256 0.025 2.612 0.002 quality of work life → employee performance 0.888 0.886 0.063 14.133 0.000 international journal of human capital management, vol. 5 (1), june 2021 112 | p a g e quality of work life → work commitment → employee performance 0.988 0.987 0.007 322.439 0.000 discussion direct effect of quality of work life on work commitment the results showed that the quality of work life has a positive and significant direct effect on work commitment. the original sample value generated is positive (+) of 0.959 which indicates that if the quality of work life at pt pelabuhan indonesia ii (persero) is getting better, the employee's work commitment will increase. the t statistical value is 129,445 ≥ 1.96 so that the quality of work life is directly able to increase work commitment significantly. so that the hypothesis h1 in this study is accepted. this shows that a good quality of work life will increase the work commitment of millennial employees of pt pelabuhan indonesia ii (persero). the quality of work life is a level at which members of an organization are able to satisfy their main personal needs through their experience in doing work at the organization (robbins, 2015). so that the quality of work life is what will determine how a company can retain prospective employees. employees who are truly empowered in decision making are more committed to the company. the results of this study are in line with previous research conducted by afrian et al (2017) and lumbantoruan (2015) that the quality of work life has a positive and significant effect on work commitment. direct effect of work commitment on employee performance the results showed that work commitment has a positive and significant direct effect on employee performance. the resulting original sample value is positive (+) of 0.303 which indicates that if the work commitment at pt pelabuhan indonesia ii (persero) is getting better, the employee performance will increase. the t statistical value is 2,612 ≥ 1.96 so that direct work commitment can significantly improve employee performance. so that the h2 hypothesis in this study is declared accepted. this shows that good employee work commitment will improve the performance of millennial employees of pt pelabuhan indonesia ii (persero). high commitment can encourage employees to work well. organizational commitment shows a person's belief and support and loyalty to the values and goals the organization wants to achieve. a strong organizational commitment will cause individuals to strive to achieve organizational goals, think positively and strive to do the best for the organization. the results of this study are in line with previous research conducted by munandar & fuady (2017) and sapitri (2016) which show that work commitment has a positive and significant effect on employee performance. direct effect of quality of work life on employee performance the results showed that the quality of work life has a positive and significant direct effect on employee performance. the resulting original sample value is positive (+) of 0.888 which indicates that if the quality of work life at pt pelabuhan indonesia ii (persero) is getting better, the employee performance will increase. the t statistic value is 14,133 ≥ 1.96 so that the quality of work life can directly improve employee performance significantly. so that the hypothesis h3 in this study is declared accepted. this shows that good work quality will directly improve the performance of millennial employees of pt pelabuhan indonesia ii (persero). according to robbins (2015) in the theory of organizational behavior, it is said that the quality of work life conditions make managers provide opportunities for employees to design their work about what is needed in producing a product or service so that they can work effectively. so that by providing the higher quality of work life for employees, the employee's performance will international journal of human capital management, vol. 5 (1), june 2021 113 | p a g e increase. the results of this study are in line with previous research conducted by ramadhoan (2016) and munandar & fuady (2017) showing that the quality of work life has a positive and significant effect on employee performance. indirect effect of quality of work life on employee performance through work commitment the results showed that there was an indirect effect of the quality of work life on employee performance through work commitment positively and significantly. the resulting original sample value is positive (+) of 0.988 which indicates an increase in work commitment of pt pelabuhan indonesia ii (persero) is able to mediate the influence of the quality of work life on employee performance. the t statistical value is 322,439 ≥ 1.96 so that the quality of work life indirectly affects employee performance through work commitment. so that the hypothesis h4 in this study is declared accepted. this shows that good work quality will improve the performance of millennial employees of pt pelabuhan indonesia ii (persero) through good work commitment. based on the analysis that has been done, it proves that organizational commitment is a factor that is able to mediate the relationship between the quality of work life and employee performance. for this reason, organizations must increasingly understand the importance of retaining employees as a very important resource for the company. the results of this study are in line with previous research conducted by ramadhoan, (2015) and asharini & irham (2018) that there is an indirect effect of the quality of work life on employee performance through work commitment in a positive and significant manner. conclusion based on results of the study, this indicates that the quality of work life has a direct effect on employee performance. this shows that if the quality of work life is better, the performance of employees will be increasing in the millennial employees of pt pelabuhan indonesia ii (persero). the quality of work life has a direct effect on work commitments. this shows that if the quality of work life is better then the employee's work commitment will be increased in the millennial employees of pt pelabuhan indonesia ii (persero). the work commitment has a direct effect on employee performance. this shows that if the work commitment is better, the performance of employees will increase in the millennial employees of pt pelabuhan indonesia ii (persero). there is an indirect influence of quality of work life on employee performance through work commitments. therefore, increased work commitment is able to mediate the influence of quality of work life on the performance of millennial employees of pt pelabuhan indonesia ii (persero). recommendation suggestions for pt pelabuhan indonesia ii (persero) be able to increase employee involvement in the company. this is based on the lowest answer on the descriptive analysis of the quality of work life variables. in addition, it is recommended that pt pelabuhan indonesia ii (persero) be able to increase work commitment so that employees feel that they are an important part of the company. this is based on the lowest answer in the descriptive analysis of work commitment variables. employees feel part of the organization when they participate in making decisions regarding the future of the company. it is suggested that further research can use other variables to test their effects on employee performance such as leadership style, self efficacy, and others. international journal of human capital management, vol. 5 (1), june 2021 114 | p a g e references afrian, n., widayati, d., setyorini, d., akmalafrizalgmailcom, e., ilmu, j., masyarakat, k., health, p., puskesmas, m., rumah, d. a. n., wenni ardianti, buchari lapau, o. d., ekel, y. l., kepel, b. j., tulung, m., นนนนน นนนนนนน., iv, b. a. b., kerja, w., sidomulyo, p., pekanbaru, k., chelvam, r., … kesehatan, i. (2017). pengaruh kualitas kehidupan kerja dan kepuasan kerja terhadap komitmen organisasi dengan employee engagement sebagai variabel intervening di rsup dr. soeradji tirtonegoro, kabupaten klaten, jawa tengah. ejem, 1(1), 1–10. cascio, w. f. (2003). managing human resources: productivity, quality of work life, profits (3rd editio). mcgraw-hill. dessler, g. (2003). manajemen sumber daya manusia (edisi 9). prentice hall inc. gibson, ivancevich, d. (1994). organisasi: perilaku, struktur dan proses (edisi alih). erlangga. lumbantoruan, e. r. (2015). pengaruh kualitas kehidupan kerja, kepuasan kerja dan komitmen karyawan terhadap kinerja karyawan terhadap kinerja karyawan dan prilaku kewargaan sebagai variabel intervening (studi pada pt. perindustrian dan perdagangan crumb rubber pekanbaru). jurnal online mahasiswa fakultas ekonomi universitas riau, 2(1), 1–10. moeheriono. (2012). pengukuran kinerja berbasis kompetens (edisi revisi (ed.)). pt raja grafindo persada. munawaroh, yuniarti, d., & hayati, m. n. (2015). analisis regresi variabel mediasi dengan metode kausal step (studi kasus: produk domestik regional bruto (pdrb) perkapita di provinsi kalimantan timur tahun 2011-2013). jurnal eksponensial, 6(2), 193–199. sunarto. (2005). manajemen karyawan. amus. international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 5 (2), december 2021 44 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 5, no. 2, december 2021, p 44-57 management 3.0: a systematic literature review and research agenda fernando almeida ispgaya & inesc tec, v.n. gaia, portugal email: falmeida@ispgaya.pt eduardo espinheira porto business school, porto, portugal email: eduardo.espinheira@qavalue.com abstract management 3.0 is a new concept that intends to revolutionize the way managers and leaders act within companies to offer a more happy, collaborative, and productive work environment. this paper aims to analyze the management 3.0 phenomenon and establish a research agenda in the field. a systematic review was conducted considering 215 published studies in the field between 2010 and 2019. the findings reveal that management 3.0 is an emerging area and one that has grown in 2019 and involves multidisciplinary research teams from management, leadership, information technology, and psychology. keywords: management 3.0; self-managed teams; leadership; organizational agility; empowerment. received: 13 february 2020 ; accepted: 7 june 2021 ; publish: december 2021. how to cite: almeida, f., espinheira, e. (2021). management 3.0: a systematic literature review and research agenda. international journal of human capital management, 5 (2), 44-57. https://doi.org/10.21009/ijhcm.05.02.5 introduction organizations are experiencing a phase of digital transformation. however, as schwertner (2017) notes, this transformation is not exclusively digital and includes a change of culture and a new way of working and interacting. in this context, the role of leadership is essential for success. management 3.0 appears as a movement proposed by appelo (2014) that seeks to inspire leaders to rethink the work system making it more productive and happier. the objective of this management approach is not to select the best proposals, but to create a system and working environment that encourages the emergence of the best ideas. http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 5 (2), december 2021 45 | p a g e management 3.0 is an evolution of the previous management models. management 1.0 is based on a top-down work orientation, with low freedom in decisions and creations. the second evolution (i.e. management 2.0) sought essentially to develop new, more effective management techniques (e.g. total quality management, six sigma). however, the decision structure is still very vertical. finally, management 3.0 aims to provide an environment where all employees are responsible for management success. appelo (2011) considers this model enhances people and teams. management 3.0 is an innovative leadership movement that advocates the management processes are too important to be exclusively thought out and defined by top managers. appelo (2014) argues that management should be participative and the responsibility of a group of people, in which the happiness of people is a priority of this management model. this model also defends that organizations should not focus on hierarchies and burdens. its priority should be the way people behave and relate. organizations should be considered as large systems of high complexity in which large networks of relationships between people are established (bond-barnard et al., 2018). diaconu (2019) states there are many similarities between management 3.0 and agile methods. the principles are identical when we look at the concepts of experimentation, autonomy, self-organization, and continuous improvement. however, the objectives are different. agile methodologies are focused on product delivery, while management 3.0 is focused on the growth of organizations and people. management 3.0 is a concept and not a framework or methodology that has a set of rigid steps to be adopted by organizations (appelo, 2014). management 3.0 was initially applied to companies in the information and communication technology sector. however, other business segments are progressively adopting the concept as a new approach to leading teams to promote more agile organizations and more productive employees. there are many references in the literature about agile methods and their application in project development and management (almeida et al., 2019; azanha et al., 2017; hidalgo, 2019). the application of agile principles to the leadership of organizations is an emerging theme and it becomes important to explore and synthesize, particularly in the context of the principles advocated by the management 3.0 paradigm. management 3.0 has stood out essentially in the entrepreneurial component and has enabled the sustainable growth of organizations in highly turbulent environments, where it is necessary to anticipate market needs. however, the scientific study of the subject is very residual and there are no studies that synthesize the various dimensions of management 3.0 and explore its scientific relevance. this study addresses this research gap by carrying out a systematic review on management 3.0 in the last 10 years (2010-2019) to understand the relevance of this theme for the scientific community, identify the main issues that have been addressed, and characterize the countries and institutions that have led this research. furthermore, it is also intended to provide a roadmap to serve as a conceptual reference on several promising research streams. literature review management 3.0 was proposed by jurgen appelo in 2010 and associated with the concept of leadership in agile environments. appelo (2014) considers there are six visions to achieve success with management 3.0, respectively: (i) to energize and motivate people by valuing human capital; (ii) to empower teams by encouraging self-management in which team members can participate and make important decisions for the company; (iii) to align restrictions to ensure that the freedom given to teams is compatible with the goals of the organization; (iv) competence development in which the development of individual skills is essential to help strengthen the team; (v) growing the structure in which organizational growth should be focused on the quality of the collaborative environment; and (vi) continuous improvement through the improvement of processes, teams and people, in which the aim is to reduce failures and turn processes more efficient. international journal of human capital management, vol. 5 (2), december 2021 46 | p a g e the principles of management 3.0 have become a reference in many organizations that adopt agile methodologies as their work methodology. however, the scientific component has not felt the same evolution. in this sense, it becomes relevant to look at the studies that have emerged and that support jurgen appelo's initial vision. the following research question has been established: rq1. what studies have been published on management 3.0? management 3.0 views management as part of a system, in which people and relationships influence the environment and its boundaries. as groeger et al. (2019) argue, systems are complex in that their multiple relationships, regardless of whether they are known or not, contribute to creating an unpredictable system. therefore, complexity is related to unpredictability, and there is no complexity that is not already related to the difficulty of understanding. people are the most important part of a system (daryani & amini, 2016; zurub et al., 2015). in this sense, management must do everything possible to keep them active, creative, and motivated. through this it also seeks to encourage innovation through a bottom-up approach in which all employees are motivated to participate in this process through a crowdsourcing model (almeida et al., 2019). studies exploring various approaches to extrinsic motivation based on bonuses and rewards have emerged (darmaki et al., 2019). however, management 3.0 views these practices as harmful and toxic to an organization. on the contrary, management 3.0 understands that the best way to have motivated professionals is to align the organization's goals with people's intrinsic values and vice-versa. team empowerment is a core value that can be found in management 3.0. as hanaysha (2016) acknowledges, empowerment of a team can be accomplished through delegation of authority namely by delegation. the process of delegating does not make management weaker and corresponds to a loss of power of the leader. in management 3.0 it is argued that more powerful teams also make their leaders more powerful. the implementation of management 3.0 in an organization is associated with employee engagement. its implementation cannot be viewed only in the short term since management 3.0 is not a ready-to-adopt framework, but a set of principles and values that should guide the functioning of organizations (appelo, 2014). it is up to the leaders of organizations to cultivate the values of management 3.0 in their organizations. therefore, one of the main steps to adopt it in an organization is to create a setting where everyone feels comfortable to think, decide, and innovate. management 3.0 is supported by several visions that it is relevant to summarize. therefore, the following research question was defined: rq2. what research topics do they explore? in a systematic review it is important to follow a set of procedural formalisms. the systematic literature review is a secondary study that aims to gather similar published studies analyzing it critically. by synthesizing similar primary studies of good quality, it is considered the best level of evidence for knowledge and decision making in a scientific area (gough et al., 2017). to avoid the analysis bias in the systematic review, the proposal of tranfield et al. (2003) was adopted, which advocates a set of sequential phases in the process of collection, analysis, and evaluation of studies to be included in a systematic review of the management literature. three more research questions were also defined that are relevant in the context of conducting a systematic review, respectively: rq3. what is the adopted methodology? rq4: which are the main publishers in this field? rq5. who is leading this research? international journal of human capital management, vol. 5 (2), december 2021 47 | p a g e these research questions are aligned with other systematic review studies conducted in adjacent areas to management 3.0 such as lean management, corporate social responsibility, and industry 4.0 (lubis et al., 2019; piccarozzi et al., 2018; sinha & matharu, 2019). rq1 is relevant to understand the importance given to this phenomenon by the scientific community. for this purpose, a period of analysis of 10 years was considered. rq2 is important to understand the research topics that have raised more interest in the scientific community. moreover, it is also relevant to explore the areas of the greatest conceptual and practical impact of management 3.0. rq3 is pertinent in allowing the focus on the scientific component of management 3.0 by scientific publishers. finally, rq4 allows us to briefly understand which countries have been leading this line of research worldwide. methodology this study adopts a protocol for conducting the activities related to the systematic review. the adopted protocol proposal follows the model presented by tranfield et al. (2003) that was adapted from the cochrane handbook for systematic reviews of intervention guideline. a set of four sequential phases were followed: (i) identification of the studies considering multiple databases; (ii) screening that implies the removal of duplicates and publications with no relevance to the subject looking at the abstract of each study; (iii) eligibility in which the eligibility of each study is evaluated considering the full-text articles; and (iv) studies included in the qualitative and quantitative synthesis. figure 1 presents the preferred reporting items for systematic reviews and meta-analyses (prisma) of this process. figure 1. prisma diagram international journal of human capital management, vol. 5 (2), december 2021 48 | p a g e a total of 215 publications in the last 10 years (2010-2019) were considered after the removal of duplicate records in wos and scopus databases. the abstract of these publications was analyzed and 130 studies were excluded as they did not fit into the scope of management 3.0. after that, the full-text of 85 articles was accessed, and 62 studies were eliminated because they did not obtain the minimum value in quality assessment due essentially to three reasons: (i) focus on the development of agile methodologies for the it sector; (ii) focus on the challenges related to knowledge management and on the technologies that allow promoting its development; and (iii) applicability in local contexts to specific activity sectors and that do not allow generalizing the conclusions of these studies. in the end, 23 studies were considered for quantitative and qualitative analysis, respectively: benders et al. (2014), carvalho et al. (2019), gerpott et al. (2019), gong & janssen (2012), grand & bartl (2019), gutierrez et al. (2019), johnson & kruse (2019), korge (2017), kotter & von ameln (2019), lederer et al. (2019), magpili & pazos (2018), markova & perry (2014), millikin et al. (2010), obydenov (2019), parker et al. (2015), paunova & lee (2016), perry et al. (2013), przybilla et al. (2019), strelnikova et al. (2018), van der vegt et al. (2010), walker (2012), weerheim et al. (2019), and yazid et al. (2018). 3.1 inclusion and exclusion criteria articles with peer review published between january 1, 2010 and december 31, 2019 were included. only articles written in english, with full text available online, were also considered. all studies in the area were considered regardless of the methodology adopted (for example, literature reviews, qualitative, quantitative, or mixed methods). articles published in journals, conferences, and book chapters were also considered. exclusion criteria were considered duplicate reports from the same study, published before 2010, dissertations and theses, and gray literature (not published in peer-reviewed indexed journals). 3.2 databases and search terms the web of science (wos) and scopus were used as databases of scientific publications. four wos collections were considered: (i) science citation index expanded; (ii) social sciences citation index; (iii) emerging sources citation index; and (iv) conference proceedings citation index. other databases such as ieeexplore, emerald, taylor&francis, springer, and wiley were not included because after an initial exploratory study it was verified that most of their scientific journals are already included in wos and scopus. google scholar was not considered due to the high heterogeneity of the quality of the publications since some of them are not peer-reviewed. the search strategy began by identifying search strings that were later combined to form keywords. first, a keyword consisting of the terms "management 3.0" and "leadership" was used. considering the origin of the management 3.0 model in the agile methodologies, the search terms "agile" or "agility" and "leadership" or "management" were also added. after that, two more composite keywords were also included that result from the work of appelo (2011) in which it is mentioned that two terms equivalent to the principles of management 3.0 are the autonomous and selfmanageable teams. in this sense, the following compound search terms were defined: "selfmanaged" and "teams", and "autonomous", "management", and "teams". 3.3 data collection the process of collecting the publications was gathered by one of the researchers and mapped to an excel document. after that, a division of the identified publications among the researchers was performed for abstract and full-text analysis. this process was carried out between 25th may 2020 and 17th july 2020. for each publication included in the final phase of this process we gathered information on: (i) the name of the authors; (ii) the title of the article; (iii) the source international journal of human capital management, vol. 5 (2), december 2021 49 | p a g e (name of journal, conference, or book); (iv) the year of publication; (v) the indexation (i.e., wos, scopus, or both); (vi) classification of the study type (i.e., literature review, qualitative, quantitative, and mixed methods); (vii) the affiliation and country of the authors; (viii) summary of the main research questions answered by each study; and (ix) quality evaluation. 3.4 quality assessment each study included in the slr was independently and autonomously evaluated by each researcher. for this purpose, a likert scale consisting of five levels (i.e. strongly disagree, disagree, undecided, agree, and strongly agree) was used. three evaluation criteria as proposed by mikalef et al. (2018) were adopted: (i) rigor, investigation methods were correctly applied; (ii) credibility, the results obtained are well presented and are discussed considering the literature in the area; and (iii) relevance, the study makes clear its theoretical and practical contributions to the community. this evaluation was carried out for all studies with full-text access. all studies with an average score below 3 were rejected. results and discussion 4.1 rq1. what studies have been published on management 3.0? figure 2 presents an overview of the evolution of the number of publications on management 3.0. this is an emerging theme with approximately 45% of publications in the area having been published in 2019. in the period 2010 to 2017, the number of publications is residual although constant over time. this means that although the theme has not been systematically addressed in the literature, some studies explore the phenomenon of management 3.0 from the perspective of managing self-organized teams and looking to its impact on organizations. furthermore, most publications are published in journals (16), while the remaining are in international conferences (4), and books/book chapters (3). figure 2. evolution of publications 4.2 rq2. what research topics do they explore? figure 3 shows that the most relevant research topics associated with management 3.0 are "organizational structure" and "work environment". next are also the research topics associated international journal of human capital management, vol. 5 (2), december 2021 50 | p a g e with "team performance" and "business process". these are important areas because they allow us to understand how self-managed teams emerge and how they can be sustainable. the performance of these teams has also been explored in the literature. several studies like benders et al. (2014), carvalho et al. (2019), or gutierrez et al. (2019) explore several themes simultaneously. on the opposite side, with less relevance emerge the research topics of "project management" and "technology support". despite the relevance of project management, the self-managed teams promoted in the 3.0 management context are responsible for the way tasks are performed, taking away the verticality of the management system. the technologies adopted are similar to those we can find in the traditional paradigm of project management and are mainly aimed at sharing information, communication, and collaboration among team members. figure 3. research topics 4.3 rq3. what is the adopted methodology? qualitative methodology through the adoption of methods such as case study, focus group, and action research has been the predominant methodology of studies in the area (figure 4). next, the quantitative methodology emerges in which surveys have been developed through linear and multiple regression models to characterize the relationship of the variables under study (e.g., operational excellence, team performance, productivity). only three literature reviews were found that aim to explore in-depth the good practices and challenges posed by the implementation of self-managing teams. one of these literature reviews is an slr that explores the self-managing team performance factors. it was not found any study using mixed methods. international journal of human capital management, vol. 5 (2), december 2021 51 | p a g e figure 4. adopted methodology 4.4 rq4. which are the main publishers in this field? emerald emerges as the main publisher in the field, followed by ieee, sage, and elsevier (figure 5). however, the very diverse number of publishers and international conferences at which the studies are published indicate a high level of publisher receptivity to the 3.0 management theme. the papers tend to present both theoretical and practical contributions. this diversity of implications is an aspect that has been valued by publishers and associated reviewers. figure 5. main publishers 4.5 rq5. who is leading this research? authors from university institutions in the usa have been the main authors of studies in the area. next, we encounter several european countries like the netherlands, germany, spain, and russia (figure 6). however, when we group the different countries of europe, we find that the number of researchers is clearly higher than in the usa. we note the low participation of asian countries, which, with the exception of researchers from malaysia concentrated on a single study, carried out studies in this field. international journal of human capital management, vol. 5 (2), december 2021 52 | p a g e figure 6. countries leading this research discussion management 3.0 is not a methodology or framework that can be easily implemented following a set of steps. it encourages the creation of a new way of thinking and only works when put into practice in the daily actions of an organization. research in the management 3.0 field is multidisciplinary and involves a wide range of domains, as shown in figure 3. studies published in the field explore mainly five dimensions: (i) organizational structure; (ii) work environment; (iii) team performance; (iv) business processes; and (v) leadership. from these dimensions, the cognitive map of figure 7 was constructed, which allows the concise identification of the various research themes and the establishment of a research agenda in this area. figure 7. research dimensions in the management 3.0 field international journal of human capital management, vol. 5 (2), december 2021 53 | p a g e 5.1 theme 1: organizational structure the organization structure has been one of the main research areas in management 3.0 and has been explored in studies like benders et al. (2014) and kotter & von ameln (2019). the main purpose of management 3.0 is to change the traditional model of people management, which means to make companies rethink their organizational structure and processes. the intention is to make routines more productive. there are two concerns in this area: (i) to have an organizational structure that encourages the emergence and management of self-managed teams; and (ii) to have a structure that allows the company to grow with a focus on the quality of the collaborative environment. decisions must be made in a decentralized way but without losing focus on the objectives of the organization. collaboration within teams and inter-teams is another main area of investigation (weerheim et al., 2019). additionally, change management in the composition of teams and knowledge management processes allows these teams to grow with the organization (kotter & von ameln, 2019). 5.2 theme 2: work environment the workplace environment to be promoted in management 3.0 must be aligned with the organization's agile mindset. in 3.0 management, the focus is no longer on controlling the team, but on supporting and ensuring that there are no obstacles to everything flowing, ensuring an environment of trust in which everyone can be creative and work effectively together. in this sense, creativity should be stimulated in the collaborators and an ideal environment should be built in which everyone can collaborate towards the objectives of the organization. the existence of selfmanaged teams involves several risks, among which the cohesion of the teams and the visibility of the work developed by each of them (markova & perry, 2014). conflict management becomes an activity that is resolved at a micro-level and in which yazid et al. (2018) advocate that impediments must be quickly identified and more easily resolved. 5.3 theme 3: team performance in this sphere, most studies focus on the adoption of models based on multi-level metrics that enable the assessment of individual and team performance (magpili & pazos, 2018). setting goals for teams to achieve is a key strategy for the operation of management 3.0. allowing teams to grow and evolve in their levels of maturity is another objective of management 3.0. finally, the diversity of skills is also an important element to achieve high levels of maturity of teams. teams need to have a balance between specialized, diversified, and complementary skills. 5.4 theme 4: business processes business processes in a management 3.0 environment must be both agile and flexible. the principles of 3.0 management and agile can be used simultaneously and combined with each other. several examples of companies combining these two approaches can be found at google, pixar, and zappos (tran, 2017). the search for operational excellence can be reconciled with the principles of agility and flexibility promoted in management 3.0. finally, another area of future research is the integration of processes, since one of the challenges is the integration of the wo rk done by self-managed teams. 5.5 theme 5: leadership management 3.0 was initially developed with companies in the information and communication technology sector due to its alignment with the agile methodologies that gave rise international journal of human capital management, vol. 5 (2), december 2021 54 | p a g e to this new management model. however, other segments are adopting the concept as a new approach to leading teams to achieve more agile organizations and more productive employees. to this end, one of the areas of research is linked to psychology and in which ways to energize people in organizations is being discussed. the goal is to keep employees active, motivated, and creative. another research theme addressed by paunova & lee (2016) is shared leadership. this requires empowering teams, which requires autonomy and trust of managers. conclusions and suggestions conclusion management 3.0 is an emerging research area involving several multidisciplinary concepts and knowledge in management, leadership, information technology, and psychology. data collected in this study led to the conclusion that the number of publications in this area has grown exponentially in recent years, particularly in 2019. most of the studies in this area are qualitative and adopt a case-based approach, focus group, and action research. quantitative studies that adopt surveys and explore the challenges posed to organizations by the adoption of management 3.0 practices can also be found. research in this area has been mainly concentrated in european countries and usa. research future directions reflect the multidisciplinary vision of 3.0 management. there are several areas with high research potential. in the organizational structure, there are research topics related to the decentralization of decision-making, collaboration and communication between teams, the involvement of cross-functional teams, or knowledge management. in process management, there is a need to find models that balance the agility and flexibility characteristic of an agile environment with operational excellence. in team performance, it is necessary to find multi-level metrics that allow measuring the performance of self-managed teams and that promote the growth of these teams through the compatibility of skills development and their diversity. in the work environment, it is pertinent to look at team cohesion and ways of managing conflicts that can quickly recognize and mitigate these challenges. finally, in the leadership theme, it is key to explore the challenges of shared leadership and motivation of teams throughout their growth process. this paper offers both theoretical and practical contributions. from a 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capital management, vol. 5 (1), june 2021 28 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 5, no. 1, june 2021, p 28-41 effects of employee motivation on organizational performance at ethiopian telecom south west region jimma wolde shiferaw dubagus (ma) jimma university, busniess and economics department email: woldeshif@gmail.com eminent negash (ma) lecturer of management department jimma university, p.o. box 378, jimma, ethiopia email:negashemnet@gmail.com aregu asmare (ma) lecturer of management department jimma university, p.o. box 378, jimma, ethiopia email:areguasmare2@gmail.com shimekit kelkay eshete (ma) lecturer of hospitality and tourism management jimma university, p.o. box 378, jimma, ethiopia email: skelkay@gmail.com abstract the study examined the effects of employee motivation on organization performance of crews in ethio telecom south west region jimma. the data were collected through self-administered questionnaire from 229 respondents and 219 were returned. both primary and secondary sources of data were consumed in this study. the quantitative research approach was implemented and simple random sampling technics were adopted to provide equal chances for respondents. the data were analyzed by spss version 20.0 using an exploratory research design and data was analyzed using correlation and regression analysis. the correlation analysis indicates that there was a positive relationship between the independent variables (employee motivation) and dependent variables (organization performance). the result of the regression implies that the independent variables (employee benefit, promotion, teamwork, training and working environment) have accounted for 78.1% of variance in the dependent variable. based on the outcome of the study, the researchers recommend that, it is better if the company focuses on employee motivation factors, mostly promotion, employee benefit, teamwork and training so as to improve its performance. based on the outcome of the study, the researchers recommend that, it is better if the company focuses on employee motivation factors, mostly promotion, employee benefit, teamwork and training improve its performance. keywords: ethiopia, employee, training, promotion, teamwork, employee benefit, organization performance,working enviroment. received: 28 june 2020 ; accepted: 28 november 2020 ; publish; june 2021. http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 5 (1), june 2021 29 | p a g e how to cite: dubagus, w.s., negash, e., asmare, a., & eshete, s.k. (2021). effects of employee motivation on organizational performance at ethiopian telecom south west region jimma. international journal of human capital management, 5 (1), 28-41. https://doi.org/10.21009/ijhcm.05.01.3 introduction employee motivation is one of the rules of managers of growth efficient task control between personnel in businesses. a motivated employee is responsive of the precise goals and goals he or she ought to achieve consequently he or she directs its attempt in that course. motivation formulates an enterprise greater successful because provoked employees are constantly seeking out progressed practices doing more. getting employees to do their satisfactory performance even in energetic circumstances is one of the personnel most stable and greasy demanding situations and this can be made possible over motivating them. motivation principle is concerned with what determines purpose directed behavior. those wishes, how the fulfillment of goals and or comments on their success reinforces a successful behavior and the way perception in a single’s capacity to perform a specific task will actuate behavior that is anticipated to achieve the successful overall performance of that challenge (armstrong, 2006). factors affecting employee’s motivation, nobody work for free, nor need to them. employees need to earn affordable revenue and fee, and personnel choice their people to sense that is what they're getting (houran. j, 1974). money is the fundamental incentive, no other incentive or motivational technique comes even close to it to appreciate to its influential cost (sara et al., 2004). it has the supremacy to magnetize, preserve and motivate people in the direction of better performance. frederick taylor and his scientific associate defined money because the most essential issue in motivating the economic workers to acquire extra productivity (adeyinka et al., 2007). studies have suggested that a reward is now reason for satisfaction of the employee which directly affects the performance of the employee (kalimullah et al., 2010). the rewards are management tools that optimistically make a contribution to company’s effectiveness by using influencing character or organization conduct. all organizations use pay, promotion, bonuses or different types of rewards motivate and inspire high level performances of employees (reena et al., 2009). to use salaries as a motivator effectively, managers need to recall revenue systems which ought to include significance. organization attach to every job, payment in keeping with overall performance, non-public or special allowances, fringe advantages, pensions and so on (adeyinka et al., 2007). and if you want them to believe you and do things for you and the institute, they want to be inspired (baldoni. j, 2005). theories imply that leader and fans raise one another to better stages of morality and motivation (rukhmani. k, 2010). motivation is solely and really a management behavior. it stems from wanting to do what is right for people in addition to for the organization. management and motivation are dynamic techniques (baldoni. j, 2005). including up, they work with a feeling of duty and prefer advantages of the organization to have benefit for themselves (yazdani, b.o. et al., 2011). trust is defined as the belief of one approximately others, selection to behave based on speech, conduct and their choice (hassan et al., 2010 if a business enterprise wants to improve and be successful, agree with performs a massive function so it should continually be preserved to make certain an organization's existence and to enhance workers motivation (annamalai. t, 2010). it is able to make intrapersonal and interpersonal results and influence at the relations, interior and out the employer (hassan et al., 2010). regardless of how technologically advanced an enterprise can be, excessive productivity depends on the level of motivation and the effectiveness of the group of workers. so a personnel training is an indispensable method for motivating people. one way managers can instigate motivation is to present suitable information on the judgments of their actions on others (adeyinka et al., 2007). research has shown that there are a variety of significant factors which determines international journal of human capital management, vol. 5 (1), june 2021 30 | p a g e the degree of employee motivation. consequently, managers are crucial to the performance and success of the organization. managers are highly involved in the process of modeling or re-shaping the organizational structure in a manner that inspires and increases the level of employee motivation. it is widely known that employees are motivated and stay within an organization for as long as they feel that the organization is able to provide an opportunity for self-actualization and personal development. the fulfillment of such conditions contributes to an improvement of the employee’s willingness to strive toward successfully achieving the organizations goals and objectives (pereira, 2012). research shows that job satisfaction is positively related to job performance, in addition low motivation and low job satisfaction has negatively affected organizational performance therefore, an employee motivation is likely to have effects on the outcome of care and performance of work. literature review according to butkus & green (1999), motivation is originated from the word "motivate", means to move, push or impact to continue for satisfying a want. motivation is a fixed of publications worried with a kind of energy that enhances overall performance and directs closer to engaging in a few definite objectives (kalimullah et al., 2010). helliegel, slocum, and woodman describe motivation as the force acting on or within a person that causes the man or woman to act in a, goal-directed manner (hellriegel, 1992). daft and marcic explain that motivation refers to the forces either within or outside to someone that provoke passion and persistence to pursue a positive path of movement (daft, 2004). bartol and martin (1998). consider motivation is an effective tool that boosts conduct and triggers the tendency to preserve. in different expressions, motivation is an internal force to satisfy an unsatisfied want and to attain a certain goal or objective. according to (bartol & martin et al., 1998) motivation is a physiological or psychological want that stimulates an overall performance set via an objective further more motivation has something to do with someone’s behavior, a reason of conduct, or the motives of individual conduct, and the reasons of man or woman behaviors might also vary because of one of a sympathetic person desires. the perception of the criteria to managers is that they need to first discover the personality differences and their needs and develop right fashions to inspire employees by means of satisfying those different needs to achieve organizational targets. consequently, managers need to not limit themselves to at least one specific motivational component, as an alternative, they should consider numerous motivational fashions to grasp the different wishes of employees (kim et al., 2006). it additionally describes the way to inspire humans to apply their efforts and abilities to achieve the business enterprise’s desires in addition to satisfy their own needs (armstrong, 2001). motivation theories employee motivation is an intricate and sophisticated subject; however, modern managers must face and deal with this topic to obtain organizational success. to enhance understanding of employee motivation, managers must recognize the requirements of employee motivation, its concepts, and differences in individual needs. according to (kim et al., 2006) this understanding of the employee motivation process requires a systematic approach, and managers must realize that employee motivation and its process are there to motivate their employees. therefore, employee input must be valued and included throughout this process maslow was a psychologist who proposed that within every person is a hierarchy of five needs (coulter, 2002). maslow argued that each level in the need’s hierarchy must be substantially satisfied before the next need becomes dominant. an individual moves up the need’s hierarchy from one level to the next. in addition, maslow separated the five needs into higher and lower levels. physiological and safety needs were considered lower-order needs; social, esteem, and self-actualization needs were considered higher-order needs. lower-order needs are predominantly satisfied externally while higher-order needs are satisfied internally (coulter et al., 2002). another classic motivational theory is douglas mcgregor's theory x and theory y. he is best known for proposing two assumptions about human nature. very simply, theory x is a international journal of human capital management, vol. 5 (1), june 2021 31 | p a g e negative view of people that assumes workers have little ambition, dislike work, want to avoid responsibility, and need to be closely controlled to work effectively. theory y is a positive view that assumes employees enjoy work, seek out and accept responsibility, and exercise self-direction. mcgregor believed that theory y assumptions should guide management practice and proposed that participation in decision making; responsibility and challenging jobs and good group relations would maximize employee motivation. (coulter et al., 2002). frederick herzberg’s two-factor theory (also called motivation hygiene theory) proposes that intrinsic factors are related to job satisfaction, while extrinsic factors are associated with job dissatisfaction. on the other hand, when they were dissatisfied, they tended to cite extrinsic factors arising from the job context, such as company policy and administration, supervision, interpersonal relationships, and working conditions. (coulter et al., 2002) the most comprehensive explanation of how employees are motivated is a victor vroom’s expectancy theory. it includes three variables or relationships invoked expectancy, instrumentality, and valence (coulter et al., 2002). according to vroom (1969) expectancy theory, that an employee will be motivated to apply a high level of effort when he or she trusts that effort will lead to a good performance appraisal, followed by organization rewards such as promotion which later satisfy personal goals. 1.1. intrinsic motivation deci and ryan (1985) suggested that intrinsic motivation is based on the needs to be competent and self-determining (that is, to have a choice). intrinsic motivation can be enhanced by assigning suitable job or role design. according to (katz, 1964) the job itself must provide sufficient variety, sufficient complexity, sufficient challenge, and sufficient skill to engage the abilities of the worker 1.2. extrinsic motivation extrinsic motivation occurs when things are done to or for people to motivate them. these include rewards, such as incentives, increased pay, praise, or promotion; and punishments, such as disciplinary action, withholding pay, or criticism. extrinsic motivators could have an immediate and powerful effect but will not necessarily last long. the intrinsic motivators, which are concerned with the quality of working life (a phrase and movement that emerged from this concept) are likely to have a deeper and longer-term effect because they are inherent in individuals and their work and not imposed from outside in such forms as incentive pay and summarized in table below the most significant ones are those concerned with expectancy, goal setting and equity, which are classified as process or cognitive theories armstrong( 2009). salary is very important for everyone. wages must first be received fairly (wheelhouse, 1989). as (bohlander, snell and sherman, 2001, cited in petcharak, 2002, p. 22) argued pay is a major consideration in human resource management because it provides tangible reward for employee’s service. according to (wentzel & wigfield 2009). the connection between worker motivation and employee productivity is not always well established. however, the consensus is that motivation ends in growth of productiveness in the long run. according to (sara, 2004). major factors that affects employee performances are fair pay, bonus, reward, promotion, and training. dessler (2008) presented that promotion is said to be came about employee makes a shift inside the upward direction within organizational hierarchy and movements to a place of more duty and responsibility. (armstrong et al., 2009) argue that a promotion coverage could maximizes the company’s goal by enhancing employee’s motivation. according to milkovich (2011). employee benefit has its own impact on company performance as well as individual’s productivity. highperformance teams are characterized by a deep sense of commitment to their growth and success (armstrong et al., 2009). thus, teamwork plays a vital role on employee performance and organization productivity. centers and bugental (1970) discovered that at better occupational level, “motivators” or intrinsic activity elements were extra valued, while at lower occupational levels “hygiene factors” or extrinsic job factors had been extra valued. as many researches additionally suggest those elements have significant effect on the task performance of employees. according to negash, zewude, megersa, (2014). there was significant and positive association international journal of human capital management, vol. 5 (1), june 2021 32 | p a g e between compensation and work motivation. inconclusion different variable and statistical measurements had been applied and tested by several researchers. conceptual framework from the literature collected for the study the factors that increases employee performance are training, promotion, employee benefits, teamwork and working environment which leads to better organization productivity. the researcher was provided detailed information on the application and results of motivational factors, so that it can justify the association or the connection of outcomes of employee motivation on organization performances. the below conceptual model was used in this study. source: constructed from review literature methodology this study was employed descriptive and exploratory. it is descriptive since descriptive data were collected through a questionnaire and it is also exploratory because the researcher would explore the effects of motivation on organization performance so as to meet the research objective. both primary and secondary types of data were collected. the primary data was collected by using structured questionnaires. the secondary data was collected from published journal articles, human resource books, organizational manuals, and any relevant secondary sources. the populations of the study were the entire region professional employee starting from regional management level to lower level employees of the company. currently, there were total of 540 employees in the region based on data taken form the regional human resource department from the total of 540 employees 229 samples were drawn based on taro yamane (1967) formula. 𝐧 = 𝐍 𝟏 + 𝐍(𝐞)𝟐 where n is the sample size n is the total population size and e is the level of precision by using above formula we obtain sample size 𝑛 = 540 1+540(0.05)2 =229 the researchers used simple random sampling technique to distribute the survey questionnaires to acquire participant’s perception towards the effects of employee motivation on organizational performance. in order to analyze the data gathered and come up with answers to the question raised exploratory methods was employed. the collected questionnaires were analyzed statistically with the help of spss (statistical package for social science) version 20. moreover, it was summarized by frequencies, percentages, means, and standard deviations. determination of the relationship between the identified independent and dependent variables, the researcher use pearson’s correlation coefficient and to show the extent of variation in the dependent variable that was international journal of human capital management, vol. 5 (1), june 2021 33 | p a g e explained by the independent variable, the data was computed by regression analysis so as to answer the research questions. according to creswell (2009) criteria for choosing statistical testes when the number of independent variable would be more than two and dependent variable is one multiple regression was statistically tested. in this regard the following multiple regression models were used to determine the variation or qualitative associations between the variables as follows: y =𝛼 + β1x1+ β2x2+ β3x3+ β4x4+ β5x5+e where: y dependent variable = organization performance, 𝛼 = constant, β1=is the coefficient of employee benefit, β2=is the coefficient of promotion, β3=is the coefficient of trainings, β4=is the coefficient of team work, β5=is the coefficient of working condition when β1= is the change in y for one unit change in x1 and β2 = is the change in y for one unit change in x2, β3= is the change in y for one unit change in x3, β4= is the change in y for one unit change in x4, β5= is the change in y for one unit change in x5. x1 = employee benefit, x2 = promotion, x3 training, x4 team work, x5 working environment and e = is the error term. result and discussion descriptive statistics of employee motivation and organization performance as described in the research methodology, likert scale was used to measure the effect of motivational factors for increasing organizational performance. the researcher has revealed employee’s insight towards motivational factors that influences company productivity. table 1 employee motivation and organization performances descriptive statistics no variables n mean standard deviation 1 employee benefit 219 2.85 1.42 2 working environment 219 2.82 1.43 3 promotion 219 3.13 1.42 4 training 219 3.12 1.39 5 teamwork 219 3.04 1.47 6 organization performance 219 3.09 1.41 source: own filed survey (2018) as shown in the above table 1 statistics, results were sorted based on their occurrence in the questionnaires. the mean value of an employee benefit package is=2.85 (sd=1.42) this shown that, the majority of the respondents were averagely satisfied with the benefit packages of the company. this indicates that employee benefit has impact employee performance. the average mean value of working environment is=2.82 (sd=1.43) this indicates that employees of the organization were also averagely satisfied with the working environments in which they were currently working on. this indicates that the working environment has an effect on employee performances. as indicated in the above table the mean value of promotion is = 3.13 (sd=1.42) from this we noticed that average of employees were satisfied and motivated when they were got a promotion opportunity and fair promotion policy and procedure within the company. from this we deduce that promotion is the most important factor that motivates and affects the employees of the company. accordingly, the average mean value of training is = 3.12 (sd=1.39) which is shown on the table above indicates that average of employees were satisfied and motivated by the training given to them by the company and believed that training is important to advance their performance, this also leads to increase the performance of the organization as well. the other determinants that international journal of human capital management, vol. 5 (1), june 2021 34 | p a g e affect employee motivation is teamwork which was shown in the table 1 above and the mean value is = 3.04 (sd=1.47) this shows that an average of the organizations crews motivated when they were working in teams, and believed that teamwork increases their productivity, this could increase the company’s performance. as illustrated in the above table 1 the respondents were requested to rate or select the effects of employee motivation on the performance of the company and replied that the mean value is= 3.09 (sd=1.41) this indicates that an average of the respondents were agreed that employee motivation has an effect on organizational performance in terms of profitability, employee retention, productivity and customer satisfaction. therefore, from the above paragraphs one can reveal that predictor variables such as employee benefit, working environment, promotion, training and teamwork could have averagely affects the dependent variable that is organizational performance. correlation analysis in this section, the direction and degree of the strength of the relationship among the variables were examined, it is possible to determine the correlation among all scopes of the independent variables (employee benefits, working environment, promotion, training and teamwork) and the dependent variables (organization performance) were used to analyze the strength, direction and statistical significance of the relationship as indicated table 2 below. table 2 pearson correlation analysis for independent and dependent variables correlations empb wenv pr tr tmw orgp empb pearson correlation 1 .373 ** .553 ** .350 ** .520 ** .664 ** sig. (2-tailed) .000 .000 .000 .000 .000 n 219 219 219 219 219 219 wenv pearson correlation .373 ** 1 .420 ** .471 ** .376 ** .504 ** sig. (2-tailed) .000 .000 .000 .000 .000 n 219 219 219 219 219 219 pr pearson correlation .553 ** .420 ** 1 .499 ** .478 ** .807 ** sig. (2-tailed) .000 .000 .000 .000 .000 n 219 219 219 219 219 219 tr pearson correlation .350 ** .471 ** .499 ** 1 .330 ** .598 ** sig. (2-tailed) .000 .000 .000 .000 .000 n 219 219 219 219 219 219 tmw pearson correlation .520 ** .376 ** .478 ** .330 ** 1 .606 ** sig. (2-tailed) .000 .000 .000 .000 .000 n 219 219 219 219 219 219 orgp pearson correlation .664 ** .504 ** .807 ** .598 ** .606 ** 1 sig. (2-tailed) .000 .000 .000 .000 .000 n 219 219 219 219 219 219 **. correlation is significant at the 0.01 level (2-tailed). empb=employee benefit, wenv=working environment, pr=promotion, tr=training, tmw=teamwork, orgp=organization performance. the correlation results provide initial indications for further analysis. in this study bivariate pearson coefficient (r) was used to determine the relationship between the effects of motivation and organization performance by using a two-tailed test of statistical significance at the level of 95% significance, p< 0.05. the results in table 2 show that correlation between all variables and it summarizes the values of the pearson coefficient of correlation and their significance. it is quite apparent from the results that organizational performance is very strong and positive correlated with promotion as the value of pearson correlation coefficient .807 and the relation is significant at 95% confidence level (p<. 01). the relationship between organization performance and employee benefit is also positive and strongly significant as pearson correlation coefficient is .664 and p value is less than .01 international journal of human capital management, vol. 5 (1), june 2021 35 | p a g e followed by the relationship between organization performance and teamwork which is positive and strongly significant as pearson correlation coefficient is .606 and p value is less than . 01. but the relationship between training and working environment and organization performance is positive and moderately significant as pearson correlation coefficient is .598 and .504 respectively and p value is less than . 01. consequently, all five independent variables are positively and significantly correlated with organization performance. based on the results, one can argue that employee motivation has an effect on organizational performance. regression analysis regression analysis supports in order to measure the relative strength of the independent variable on the dependent variable. thus, in order to examine the statistically significant effect of the independent variables on the dependent variable, multiple regression analysis was used. according to kothari (2004), multiple regression analysis applied when the researcher has one dependent variable, which is supposed to be a function of two or more independent variables. the objective of this exploration is to make a prophecy about the dependent variable based on its covariance with all the concerned independent variables. diagnosis test before applying regression analysis to assess the effect of employee motivation on organization performance, some tests were determined in order to confirm the appropriateness of data to assumptions of regression analysis as follows: multicollinearity test according to andy field (2013) one way of identifying multicollinearity is by scanning a correlation matrix of the predictor variables. spss yields various collinearity diagnostics, one of which is the variance inflation factor (vif). the vif shows whether a predictor has a strong linear relationship with the other predictor and tolerance statistics which is the reciprocal of vif. there is no one best rule that determines the value of vif but there are some general guidelines: if the largest vif is greater than 10 then there is cause for concern (bowerman, o’connell, & myers, 1990). if the average vif is substantially greater than 1 then the regression may be biased (bowerman & o’connell, 1990). tolerance below 0.1 indicates a serious problem. tolerance below 0.2 indicates a potential problem (menard, 1995). as indicated in the table 3 below tolerance value of all variables were above 0.5 and variance inflation factor (vif) less than 2 hence, we conclude that there was no multicollinearity issues exist. table 3 collinearity statistics summary coefficientsa model collinearity statistics tolerance vif 1 employee benefit .600 1.666 working environment .698 1.433 promotions .554 1.805 trainings .666 1.502 teamwork .657 1.521 a. dependent variable: organization performance linearity test linearity refers to the degree to which the variation in the dependent variable is related to the variation in the independent variables. to determine whether the relationship between the international journal of human capital management, vol. 5 (1), june 2021 36 | p a g e dependent variable organization performance and the independent constructs employee benefit, working environment, promotion, training and teamwork is linear, so, plots of the regression residuals through spss software has been used. figure 1. normal p-p plots of regression the scatter plot of residuals shows no more variation in the spread of the residuals as you can see from left to right on figure 1 above. this result suggests the relationship we are trying to predict is linear. as a result, the above figure shows the normal distribution of residuals around its mean of zero. hence the normality assumption is fulfilled as required based on the above figure, it is possible to conclude that the inferences that the researchers would made about the population parameter from the sample were valid. normality test figure 2. histogram figure 2 shows the frequency distribution of the standardized residuals compared to a normal distribution. as you can see, although there were some residuals (e.g., those occurring around 0) that are relatively far away from the curve, many of the residuals are fairly close. moreover, the histogram is bell shaped which lead to deduce that the residual (disturbance or international journal of human capital management, vol. 5 (1), june 2021 37 | p a g e errors) are normally distributed. thus, there is no violation of the assumption normally distributed error term. regression analysis result table 4 model summary model summaryb model r r square adjusted r square std. error of the estimate 1 .886 a .786 .781 .39401 a. predictors: (constant), teamwork, training, working environment, employee benefit, promotion b. dependent variable: organization performance source: spss regression results output, 2018 multiple regression result in the above table 4 indicates that employee motivation constructs (employee benefit, working environment, promotion, training and teamwork) have significant influence on the performance of the organization. the adjusted r2 tells us how much change in the outcome would be accounted for if the model had been derived from the population from which the sample was taken (field, 2013). in addition, the adjusted r2 gives us the percentage of variation explained by only the independent variables that actually affect the dependent variable. as a result, the adjusted r2 0.781 revealed that 78.1% of variance in organizational performance can be explained by employee benefit, working environment, promotion, training and teamwork whereas 21.9% were explained by other factor. table 5 testing for model fit anovaa model sum of squares df mean square f sig. 1 regression 121.247 5 24.249 156.199 .000 b residual 33.068 213 .155 total 154.315 218 a. dependent variable: organization performance b. predictors: (constant), teamwork, training, working environment, employee benefit, promotion source: spss regression results output, 2018 according to (field, 2013) the anova (analysis of variance) tells us whether the model, overall results in a significantly better degree of prediction of the outcome variable. similarly anova indicates the overall fit of the model. hence, as we seen from table 5 the value of f which is computed by dividing the mean square of explained data by the mean square of residual data is f (5, 213) =156.199, p<.001 from this one can conclude that the overall model has a better fit. international journal of human capital management, vol. 5 (1), june 2021 38 | p a g e tabel 6 coefficients model unstandardized coefficients standardized coefficients t sig. b std. error beta 1 (constant) -1.172 .161 -7.276 .000 employee benefit .325 .062 .214 5.228 .000 working environment .072 .042 .064 1.696 .091 promotions .606 .054 .479 11.249 .000 trainings .217 .043 .195 5.021 .000 teamwork .186 .041 .177 4.535 .000 a. dependent variable: organization performance source: spss regression results output, 2018 referenced table 6 shows that standardize beta coefficient, which tell us the unique involvement of each factor to the model. according to george (2003) a large beta value and a small p value (p<.05) revealed the predictor variable has made a significance statistical involvement to the model. on the other hand, a minimum beta value and a maximum p value (p >. 05) indicate the predictor variable has little or no significant influence of the model. the relative importance of effects of employee motivation (independent variables) in contributing to the variance of the organizational performance (dependent variable) is described by the standardized beta coefficient. the beta value of employee benefit is (beta=.214, p<0.05), working environment (beta=.064, p>0.05), promotions (beta=.479, p<0.05), trainings (beta=.195, p<0.05), and teamwork (beta=.177, p<0.05). among the independent variables, promotion is more significant and statistically sound and expression. this can be interpreted as every single unit improvement in the promotion will increase organizational performance by 47.9%. therefore, the promotion has a greater amount of impact than other predictors on the other hand, the working environment has less contribution which is 6.4% of the organization performance. table 6 also implies that employee benefit, promotions, training and teamwork have a significant influence on organizational performance at 95% confidence level. all employee motivation factors have been included in the formation of the function and detail expression as follows: y =𝛼 + β1x1+ β2x2+ β3x3+ β4x4+ β5x5+e y=-1.172+0.325x1+0.606x2+0.217x3+0.186x4+0.072x5+e the outcome of this study shows that, except working environment, all variables of employee motivation have a positive and significant effect on organizational performance. from the analysis the co-efficient value of promotion in the organization was 0.606. this means that all things being equal, when the other independent variables (employee benefit, teamwork, training and working environments) are held constant, organization performance would increase by 60.6% if there is a 1-unit improvement in the promotion. from the analysis the co-efficient value of employee benefit was 0.325. this means that all things being equal, when the other independent variables (promotion, teamwork, training and working conditions) are held constant, organization performance would increase by 32.5% if there is 1-unit improvement in employee benefit package. this was statistically significant (0.00<0.05) i.e. the variable (employee benefit) is making a significant unique contribution to the prediction of the dependent variable (organization performance). indicated from the analysis the co-efficient international journal of human capital management, vol. 5 (1), june 2021 39 | p a g e value of training was 0.217. this means that all things being equal, when the other independent variables (promotion, employee benefit, teamwork and working conditions) are held constant, performance would increase by 21.7% if there is 1-unit improvement in training. this was statistically significant (0.00< 0.05) i.e. the variable (training) is making a significant unique contribution to the prediction of the dependent variable (organization performance). as shown from the analysis the co-efficient value of teamwork was 0.186. this means that all things being equal, when the other independent variables (promotion, employee benefit, training and working conditions) are held constant, performance would increase by 18.6% if there is a 1-unit improvement in teamwork. this was statistically significant (0.00< 0.05) i.e. the variable (teamwork) is making a significant unique contribution to the prediction of the dependent variable (organization performance). furthermore, from the findings of this study, researchers found out that not all of the variables selected by the researchers have significant effects on organization performances. from the analysis the co-efficient value of working environment was 0.072. this means that all things being equal, when the other independent variables (promotion, employee benefit teamwork, and training) are held constant, performance would increase by 7.2% if there is 1-unit improvement in the working environment. this was statistically insignificant because it has value more than 0.05 i.e. the variable (working environment) is not making any unique contribution to the prediction of organization performance. from total of five selected variables (employee benefit, promotion, training, and teamwork) have positive unique contribution to organizational performance. among this promotion has the most unique contributor of all, this supports vrooms (1969) expectancy theory of motivation that argues, an employee will be motivated to exert a high level of effort that leads to good performance appraisal followed by organization rewards such a s promotion which later meets personal goal. on the contrary, the working environment has no significant unique contribution to company performance. regarding to this it is possible to deduce that promotion and employee benefit contribute more for organizational performance and would be focusing area for the company to inspire its workforce. conclusion depending on the outcome of this study the following conclusions were made. the purpose of this study was to examine the effect of employee motivation on company performance. for any organizations to be productive and successful, having of motivated employees has the most important issue to be emphasized by the organization. since organizations will be efficient if and only if their employees are motivated and this could happen among others through having an effective motivation of employees assured by the company. on employee motivation, it can also be concluded that promotion, employee benefit package, training, teamwork and working environment have an impact on organization performance that also leads to increase productivity and performance of employees of the company. similarly, promotion, employee benefit, training and teamwork have unique and significant contribution to company performance based on the result of this study. furthermore, the result shows that employees of the company were averagely agreed with the employee benefit currently provided by the company. likewise, the result of this study concludes that employee motivation is very important factors that the region managements needs to focus on to achieve region target or goal as well as to contribute more to company performance. ignoring this factor could cause to build demotivated employees, which are subject to reduce performance, lower commitment, and lower motivation or even contribute to the lesser productivity of the company. in contrast working environment has least unique effects on company performance in this investigation result which shows that the working environment has an insignificant impact on company performance. in summary, the major finding of this study implies that employee motivation has a positive effect on the ethio telecom company performance. based on the outcomes and conclusions the researchers recommend that the managements of the company need to motivate and encourage their staffs so as to advance their performance. it international journal of human capital management, vol. 5 (1), june 2021 40 | p a g e is important to work closely with hr departments to have promotion opportunities and flexible career development which are highly prioritized by crews as an important motivation factor. employees who work harder and perform well and meet their targets should be motivated by their respective organizations by giving them a special treatment in terms of incentives like bonus, salary increment, transportation and housing allowances and training programs to induce others to follow their footsteps. incentives were generally developed to generate employee motivation, satisfaction, and greater performance of any company. in addition, with an effective incentive, employees could gain several social and psychological benefits as a result of improving their purchasing power to meet his or her needs of goods and services. therefore, it can be concluded that incentives have great potential for improving employee work performance and increasing production efficiency through encouraging individuals or groups to act in a desired and productive way. and also the implementation of teamwork can increase efficiency and encourage employees to work more smarter and strongly. references armstrong. 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(2009) handbook of motivation at school. rutledge, new york yazdani b. o., yaghoubi n. m., giri e. s., european journal of social sciences 20(2) (2011) 267-274. regression analysis diagnosis test multicollinearity test table 3 collinearity statistics summary linearity test figure 2. histogram table 5 testing for model fit international journal of human capital management, vol. 3 (1), june 2019 international journal of human capital management, vol. 3 (1), june 2019 10 international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 3, no.1, june 2019, p 10-26 enterprenuerial motivation amongst university students in pakistan: proposing and testing a mediation model muhammad ali ahmad email: m.ali.ahmad-2018@feb.unair.ac.id syed alamdar ali shah email: alamdar2000pk@yahoo.com waqar ahmed mallah email: waqar.mallah2011@gmail.com muhammad saud email: muhhammad.saud@gmail.com abstract objective of this research is to explore factors that contribute towards entrepreneurial motivation amongst university students in pakistan. data of 500 respondents from hec recognized universities in pakistan has been collected and analyzed for the purpose of our research. data has been gathered from students of different degree programs commerce, business administration, banking and finance, and marketing department of public and private universities of pakistan. a mediation model has been proposed and tested in order to achieve our objectives. data has been analyzed using different econometric and statistical techniques. the results suggest that there exists some “psychological” and “economic” factors that influence the entrepreneurial motivation of university students in pakistan. over and above, there also that exits a group of psychological factors that partially mediate in our model. keywords: entrepreneurship, entrepreneurial motivation, mediation model, psychological factors, economic factors introduction entrepreneurship plays a vital role in economy by providing opportunities under the dynamic environment to the society (neck and greene, 2011). it develops the country‘s economic cycle which automatically deals with the unemployment problem which every developing country have through which country have through which country improves their economic condition and makes betterment in every field (mohar, singh and kamal ,2007). young generation is attracted to being an entrepreneur than to do a job in a specific field. universities play the best part for the entrepreneurial environment as these institutions are focus on new ideas and creative innovativeness (edmondson and mcmanus, 2007). entrepreneurship opens and broader the ways that students wants to owned a business or mailto:m.ali.ahmad-2018@feb.unair.ac.id mailto:alamdar2000pk@yahoo.com mailto:waqar.mallah2011@gmail.com mailto:muhhammad.saud@gmail.com international journal of human capital management, vol. 3 (1), june 2019 11 becoming self-employed with the creative mind and changed behavior (thompson, 2009). it is still in exploratory stage that need to get maximum and result of research and conflicts in the way of entrepreneurship (colette, 2015). the main concentration of the study to understand the concept of entrepreneurship and their main drivers of motivation among university students of pakistan that how knowledge base improve and enhance the entrepreneurship motivation like knowledge of business management and how entrepreneurial competencies effect the entrepreneurial motivation like behavior and skills of individual and how entrepreneurial attitudes affect entrepreneurial motivation like what point of view of an individual towards entrepreneurial motivation. the behavior attribute approach focuses on the appearances of specific persons expected that the exclusive conventional of structures that more improve the entrepreneurial motivation activities (cope, 2015). in this way, a great part of the examination to date does not give unequivocal exact help to the view that enterprise instruction increments entrepreneurial inspiration. accordingly, a need exists to build up extra research that may elucidate this point by examining conceivable clarifications for the conflicting outcomes saw in exact examinations (colette, 2015). in an under developed country like pakistan, importance of entrepreneurship grows by many fold. however, unfortunately pakistan‘s economy is severely lacking in such activities. there are multiple reasons for this which includes both psychological and hardcore factors. in pakistan, only government is expected to take initiatives and for the setup of new establishments. thus in order to encourage entrepreneurial activities in pakistan, it is imperative that along with modifying the mercantilist role of government, ideology and behavior of people also needs to be altered as well. the main focus of this study is to measure how different factors influence ‗entrepreneurial intentions‘ among the business students or young graduates those who are about to enter in the labor/ job market. for this selected behavioral variables; entrepreneurial knowledge, professional attraction, social valuation, entrepreneurial capacity, entrepreneurial capacity is used as determinants of entrepreneurial intentions among young entrepreneurs. apart from these behavioral variables demographics and father‘s education is also included the estimated model. the study aims to provide useful implications for educational institutions within the field of business and management, and for government policy makers. the findings of this research is to add whether situational factors, for example, the sort obviously, the degree level, and the length of the business enterprise course can likewise go about as an indicator of entrepreneurial inspiration among college understudies. for business visionaries, particularly university understudies can take in such a large number of things from the discoveries as it will give proposals to their improvement. this study therefore has the following main objective: to explore the factors which effect entrepreneurial motivation among university students of pakistan. this main objective shall be explored with the help of exploring the following sub objectives: to examine whether perception of the student about his personal success has any effect on entrepreneurial motivation of the student (em1). to examine whether perception of the student about his personal fulfillment has any effect on entrepreneurial motivation of the student (em2). to examine whether perception of the student about economic wealth acquisition has any effect on entrepreneurial motivation of the student (em5). to examine whether perception of the student about achieving comfort in life has any effect on entrepreneurial motivation of the student (em7). to examine whether perception of the student about his increment in personal income has any effect on entrepreneurial motivation of the student (em8). international journal of human capital management, vol. 3 (1), june 2019 12 to examine whether perception of the student about his intention to become his own boss has any effect on entrepreneurial motivation of the student (em11). to examine whether perception of the student about power to make his own decision has any effect on entrepreneurial motivation of the student (em12). to examine whether perception of the student about participation in decision making process has any effect on entrepreneurial motivation of the student (em13). to examine whether perception of the student about securing his future has any effect on entrepreneurial motivation of the student (em14). literature review basu and virick (2008) evaluated entrepreneurial intentions and their antecedents. their findings highlight that education and prior experience does have a positive and significant impact on entrepreneurial behavior. obembe, otesile and ukpong (2014) explained the student‘s points of view towards the idea of business enterprise, the different variables that shape the students' viewpoints and the part of the college foundation in developing an entrepreneurial soul of students. utilizing calculated various leveled relapse, the impact of four factors that could influence students' enterprise recognition, for example, capital, university education, survival and familiarity are resolved. discoveries have uncovered that these elements establish a noteworthy determinant of the students' entrepreneurial viewpoints, which this investigation subsequently base on speculation. yurtkoru, kuşcu and doğanay(2014) explored the effect of relevant factors on entrepreneurial goal of college understudies. hypothesis of planned behavior model (tpb) is utilized as a hypothetical structure, since ongoing writing recommends that aims can anticipate future enterprise. logical components which are social, instructive and auxiliary help are considered as precursors of individual state of mind and saw conduct control, consequently they are required to affect entrepreneurial goal. the outcomes of ismail et al., (2015) demonstrate that entrepreneurial introduction of staff and understudies is having more impact towards commercialization of research than entrepreneurial expectation alone. the examination adds to the current assemblage of writing identified with enterprise and the idea of entrepreneurial college. hassan et al., (2018) showed that dynamic educating and learning approach has critical association with an entrepreneurial goal and enthusiasm among understudies. moreover, dynamic educating and learning approach included proactive components that support basic reasoning and critical thinking ability among understudies. to execute this approach, this investigation proposes entrepreneurial creative card (ec-card) as a major aspect of classroom exercises. mat, maat and mohd (2015) recognized the elements that influencing the entrepreneurial goal among designing innovation understudies. the discoveries uncovered that the factor that contributes the most to business enterprise expectation is locus of control, trailed by need of achievement and subjective norms. kadir, salim and kamarudin (2012) coordinated to choose the association between enlightening help and entrepreneurial desires. van gelderen et al., (2008) exhibited a point by point observational examination of the entrepreneurial aims of business understudies. they utilize the theory of planned behavior (tpb) and the outcomes demonstrate that the two most critical factors to clarify entrepreneurial goals are entrepreneurial sharpness and the significance appended to money related security. schlaegel and koeing (2014) said that increasing enthusiasm for the improvement of entrepreneurial expectations has raised the significance of hypotheses that foresee and disclose people's inclination to begin a firm. moreover, our discoveries international journal of human capital management, vol. 3 (1), june 2019 13 recommend that the incorporated model gives extra logical power and a fuller comprehension of the procedure through which entrepreneurial expectation creates. bae et al., (2014) characterized the examination on enterprise education– entrepreneurial expectations has yielded blended outcomes. they additionally dissected mediators, for example, the qualities of business enterprise training, understudies' disparities, and social qualities. our outcomes have suggestions for business enterprise training researchers, program evaluators, and approach creators. muhammad, aliyu and ahmed (2015) explained that entrepreneurial goal (ei) is one of the major contributing variables to the arrangement, development and advancement of business. it advances independence and achieves activities. business then again, has been considered as a motor of development for financial development and improvement of created and rising economies. scholastic exchanges and approach activities are expanding these days on the indispensable part of entrepreneurial improvement in a general public. rasli et al., (2013) demonstrated that work understanding, vicarious experience, general disposition, picture of enterprise and other statistic factors are tried against entrepreneurial conviction and entrepreneurial aims. this examination underpins the suggestion that conviction is the most grounded variable that has coordinate impact towards entrepreneurial aim, while general demeanor has a huge impact and in addition those male understudies with work encounter were found to have higher entrepreneurial aim. adekiya and ibrahim (2016) analyzed the impact of business preparing program and social introduction on the expectation of understudies to take part in entrepreneurial practices. the outcome from the relapse investigation led shows that apparent suitability, saw viability and entrepreneurial preparing, except for apparent consistence have a positive and critical impact on entrepreneurial expectation. farhangmehr, gonçalves, & sarmento (2016) uncovered that business enterprise skills are an indicator of business inspiration however that learning base isn't. furthermore, enterprise training does not enhance the inspiration of college understudies to wind up business visionaries. noor hasnah (2014) analyzed factors influencing the behavior towards entrepreneurship among the higher education students in unikl, malaysian spanish institute. multiple regression analysis shows the results that all the independent variable except the desirability to self-employment and government role have the significant relationship with the attitude towards entrepreneurship. this is supported by a study made by wang and wong (2004) which stated that dreams of many students lose momentum by the lack of preparation by the academic institutions. internal factors like willingness to take risks need for independence and locus of control are studied by franke and luthje (2004). they also investigated some external factors like market, education, training, network, society, inspiration likely to affect student intention to be an entrepreneur. luthje and franke (2003) distinguished the reasons for entrepreneurial purpose among building understudies. in particular, we investigate whether enduring individual auras or whether view of relevant establishing conditions affect the expectation to establish one's own business. the review of 512 understudies at the mit school of engineering extensively affirms the model. identity characteristics strongly affect the state of mind towards independent work. the entrepreneurial mentality is firmly connected with the aim to begin another wander. the understudies' identity consequently demonstrates a circuitous impact on goals. besides, the entrepreneurial expectation is straightforwardly influenced by seen obstructions and bolster factors in the business related setting. the discoveries have vital ramifications for strategy producers inside and outside colleges. franke and luthje (2004) acknowledged that the instructive arrangement of colleges needs to give a scholarly situation that may fill in as an impetus for high-innovation new companies. the scholarly custom of business in german-talking nations is short. up to this international journal of human capital management, vol. 3 (1), june 2019 14 point, cultivating advancements and new item improvement through business has not been viewed as an essential assignment of colleges. be that as it may, points of view have changed in this regard, and there have been various endeavors to upgrade the part of college graduates as originators of creative organizations. in this paper, we look at the entrepreneurial goals of understudies at two german-talking colleges (the vienna university of economics and business administration and the university of munich) with the relating results for a main organization in this field: massachusetts institute of technology (mit). we find exceptionally particular examples of entrepreneurial soul in these colleges. the outcomes additionally recommend that the lower level of establishing expectations among understudies in munich and vienna might be credited to their less unmistakable business enterprise instruction. this leaves a lot of opportunity to get better. however, in entrepreneurship it effects both positively and negatively on the work which wants to be self-employed or entrepreneur. the environment, social networking and culture create a close relationship between attitudes, competencies, knowledge base and behavior towards entrepreneurship. according to the researcher luthje (2004) he examines that university play a major role to create an impact on students who wants to become an entrepreneur. therefore, an individual person with the positive actions towards the creation of revenues may be more positive to become a self-employed. after seen this situation the country creating a trend and motivate their young generation and students to become an entrepreneur then to do job in a specific field which ultimately improve the living stander of the students and through this country improves its economic conditions (garba,kabir,and nalado,2014). in this context the entrepreneurship creates the link between motivation with entrepreneurial attitudes, motivation with entrepreneurial competencies, motivation and knowledge base. there are many factors that influence behavior and also indicate that how hard a person is willingness to try to do a business. yurtkoru, kuşcu and doğanay (2014) explored the effect of relevant factors on entrepreneurial goal of college understudies. this investigation utilized adjusted theory of planned behavior show in clarifying entrepreneurial expectation by wiping out abstract standard as an immediate impact on entrepreneurial goal. as indicated by our outcomes, individual disposition and saw conduct control anticipated the entrepreneurial expectation; in any case, state of mind had a significantly more grounded impact. hypothesis of planned behavior model (tpb) is utilized as a hypothetical structure, since ongoing writing recommends that aims can anticipate future enterprise. logical components which are social, instructive and auxiliary help are considered as precursors of individual state of mind and saw conduct control, consequently they are required to affect entrepreneurial goal. the model is tried on 425 college understudies. our outcomes give valuable ramifications to strategy producers and teachers. ismail et al., (2015) examination is directed on an example of respondents having a place with one research college of malaysia. the outcomes demonstrate that entrepreneurial introduction of staff and understudies is having more impact towards commercialization of research than entrepreneurial expectation alone. the outcomes additionally demonstrate that the staff and understudies are having a solid entrepreneurial mentality. the examination adds to the current assemblage of writing identified with enterprise and the idea of entrepreneurial college. based on the literature review and research objectives we establish the following hypotheses for the purpose of our research: null hypothesis: international journal of human capital management, vol. 3 (1), june 2019 15 ho: there does not exist any relationship between entrepreneurial motivation, intention to become own boss, participation in decision making process, securing personal future, power to make decisions, personal success, personal income, personal economic wealth, comfort in life, personal fulfilment and personal profit opportunities. alternative hypotheses: h1: intention of the student to become his own boss positively effects entrepreneurial motivation of the university students. h2: intention of the student for participation in decision process positively effects entrepreneurial motivation of the university students. h3: intention of the student about securing family future positively effects entrepreneurial motivation of the university students. h4: intention of the student power to make decision positively effects entrepreneurial motivation of the university students. h5: intention of the student about personal success positively effects entrepreneurial motivation of the university students. h6: intention of the student about increasing personal income positively effects entrepreneurial motivation of the university students. h7: intention of the student personal economic wealth positively effects entrepreneurial motivation of the university students. h8: intention of the student about comfortable life positively effects entrepreneurial motivation of the university students. h9: intention of the student personal fulfilment positively effects entrepreneurial motivation of the university students. h10: intention of the student about personal profit opportunities positively effects entrepreneurial motivation of the university students. besides we also evaluate the following mediating hypotheses for the purpose of our research: h11: intention of the student to become his own boss positively effects power to make decisions of the university students. h12: intention of the student about participation in decision process positively effects power to make decisions of the university students. h13: intention of the student about securing family future positively effects power to make decisions of the university students. h14: power to make decisions of the student fully mediates the relationship between independent variables and entrepreneurial motivation amongst university students of pakistan. h15: power to make decisions of the student partially mediates the relationship between independent variables and entrepreneurial motivation amongst university students of pakistan. international journal of human capital management, vol. 3 (1), june 2019 16 figure 1: mediation model of entrepreneurial motivation p methodology keeping in view the nature of research problem and objectives we have employed quantitative methodology to secure data. data was gathered using closed-ended questionnaire according to objectives of research. after the pre-testing and re-designing of the questionnaire, final survey was conduct in different areas of the pakistan to get the desired information from the university students of pakistan. respondents for this study were selected on the basis of convenience sampling method, a type of non-random sampling technique. in order to check sampling adequacy, we applied kmo and bartlett‘s test, calculated communalities and also computed total variance explained using principal component analysis using varimox rotation technique. in order to check internal consistency of data we applied cronbach‘s alpha. we have also computed correlations to check relationship between data and finally applied multiple regression analysis to check our mediating model. result and discussion table: 1 descriptive statistics gender 41% male 59% female age group below 25 71% above 25 29% level of education u grad 65% p grad 35% family education u matric 33% college 28% bachelors 23% masters 16% power to make decisions em12 securing family future em14 participation in decision process em13 me as my boss em11 personal success em1 personal income em8 personal economic wealth em5 comfortable life em7 personal fulfilment em2 personal profit opportunities em6 entrepreneurial motivation international journal of human capital management, vol. 3 (1), june 2019 17 family occupation business 38% emp 62% father education 10% illi sc 18% college 36% bachelor 9% master 27% father occupation business 47% emp 53% mother education 28% illi sc 23% college 15% 20% bachelor masters 14% mother occupation 54% housewife 28% emp 18% business business persons in family business 56% emp 44% family business history 1-10y 18% 11-20y 22% 21 to 30y 27% above 30y 33% personal occupational history business 15% emp 8% no exp 77% personal experience 1y 11% over 1y 12% no exp 77% business graduates in family 37% yes 67% no work motivation from family 44% yes 56% no personal motivation for business during studies 27% yes 73% no personal motivation for business after studies 46% yes 54% no family means parents and siblings explanation: the table 1 explains descriptive statistics of the participants of our study. the table shows 59% of our respondents were females, 71% were below 25years of age and 65% of our respondents were undergraduates. 61% of our respondents declared that atleast one member of their family except her/him-selves have upto college level education and 39% responded that atleast one person from their family has upto university level education. 36% of the respondents responded that their fathers have upto university level education, and 34% of the responded that their mothers have upto university level education. 10% and 28% of the respondents respectively responded that their fathers and mothers are illiterate. 38% respondents responded that atleast one person from their family is doing business. 47% of the respondents responded that their fathers are doing business, 18% of the respondents responded that their mothers are doing business and 56% of the respondents responded that one of their family member is doing business. 60% of the respondents responded that their one of their family member has more than 20 years of business experience. 23% of the respondents responded that they have some sort of working experience. 37% of the respondents responded that there is atleast one business graduate in their family. 44% of the respondents responded to have work motivation from their families during studies. lastly, 27% of the respondents responded to have intention to establish businesses during their studies and 46% of the respondents responded to have intention to establish businesses after their studies. table: 2 kmo and bartlett’s test kaiser-meyer-olkin measure of sampling 0.817 adequacy: bartlett‘s test of approx. chi-square 6127.327 sphecity sig .000 table 3: communalities entrepreneurial motivation initial extraction enables me to prove that i can be successful :em1 0.541 0.623 enables my personal fulfilment :em2 0.742 0.767 allows me to face challenges :em3 0.577 0.626 is exciting :em4 0.636 0.661 allows me to acquire economic wealth :em5 0.821 0.944 makes it possible to increase opportunities for profit :em6 0.711 0.774 allows me to get a comfortable life :em7 0.549 0.581 helps me to increase personal income :em8 0.627 0.636 enables me to get public recognition :em9 0.675 0.713 allows me to afford independence :em10 0.795 0.848 allows me to be my own boss :em11 0.818 0.854 international journal of human capital management, vol. 3 (1), june 2019 18 allows me to have the power to make decisions :em12 0.663 0.724 allows me to participate in the whole decision-making process :em13 0.874 0.913 allows me to ensure a secure future for the family :e14 0.744 0.787 enables increased funding for retirement :em15 0.546 0.616 extraction method: principal component method table 4: descriptive analysis for entrepreneur motivation entrepreneurial motivation n mean std. deviation enables me to prove that i can be successful :em1 500 4.43 .944 enables my personal fulfilment :em2 500 4.01 .969 allows me to face challenges :em3 500 4.03 .965 is exciting :em4 500 3.49 1.309 allows me to acquire economic wealth :em5 500 3.64 1.089 makes it possible to increase opportunities for profit :em6 500 3.73 1.041 allows me to get a comfortable life :em7 500 3.83 1.214 helps me to increase personal income :em8 500 3.64 1.172 enables me to get public recognition :em9 500 3.43 1.292 allows me to afford independence :em10 500 3.65 1.204 allows me to be my own boss :em11 500 3.74 1.287 allows me to have the power to make decisions :em12 500 3.90 1.104 allows me to participate in the whole decision-making process :em13 500 3.99 1.120 allows me to ensure a secure future for the family :e14 500 3.76 1.202 enables increased funding for retirement :em15 500 3.57 1.368 source: survey results table 5: total variance explained factor initial eigen values extraction sum of squared loadings rotation sum of squared loadings total % of variance cumulative % total % of variance cumulative % total % of variance cumulative % 1 6.714 52.743% 52.743% 6.143 49.635% 39.635% 3.072 24.818% 24.818% 2 1.331 17.145% 58.888% 0.843 10.435% 52.070% 2.417 21.221% 46.039% 3 1.227 9.643% 68.531% 0.614 4.732% 56.802% 2.231 10.763% 56.802% extraction method: principal component method table 6: reliability statistics cronbach's alpha cronbach's alpha std items n enables me to prove that i can be successful :em1 0.735 0.712 500 enables my personal fulfilment :em2 0.747 0.752 500 allows me to face challenges :em3 0.722 0.733 500 is exciting :em4 0.847 0.819 500 allows me to acquire economic wealth :em5 0.934 0.901 500 makes it possible to increase opportunities for profit :em6 0.783 0.767 500 allows me to get a comfortable life :em7 0.841 0.856 500 helps me to increase personal income :em8 0.835 0.857 500 enables me to get public recognition :em9 0.725 0.754 500 allows me to afford independence :em10 0.945 0.911 500 allows me to be my own boss :em11 0.731 0.722 500 allows me to have the power to make decisions :em12 0.856 0.834 500 allows me to participate in the whole decision-making process :em13 0.784 0.790 500 allows me to ensure a secure future for the family :e14 0.765 0.771 500 enables increased funding for retirement :em15 0.842 0.813 500 international journal of human capital management, vol. 3 (1), june 2019 19 factors of entrepreneurial motivation pearson correlation em1 em2 em3 em4 em5 em6 em7 em8 em 9 em10 em11 em12 em13 em14 em15 em1 corel 1 .632 ** .375 ** .214 ** .320 ** .370 ** .282 ** .116 .163* .119 -.101 .041 .022 .251 ** .116 sig 000 .000 .009 .000 .000 .000 .159 .046 .146 .217 .616 .792 .002 .157 em2 corel 1 .444 ** .280 ** .259 ** .363 ** .190* .158 .226** .131 -.046 .127 .062 .227 ** .207 * sig .000 .001 .001 .000 .020 .054 .005 .111 .579 .122 .452 .005 .011 em3 corel 1 .300 ** .254 ** .256 ** .268 ** .290 ** .198 * .131 -.009 .035 .093 .192 * .107 sig .000 .002 .002 .001 .000 .015 .109 .911 .674 .256 .019 .191 em4 corel 1 .366 ** .132 .118 .064 .240 ** .301 ** .132 .085 -.025 .285 ** .399 ** sig .000 .108 .152 .436 .003 .000 .106 .299 .760 .000 .000 em5 corel 1 .329 ** .344 ** .103 .253 ** .278 ** .163 * .104 .059 .380 ** .266 ** sig .000 .000 .210 .002 .001 .047 .206 .477 .000 .001 em6 corel 1 .431 ** .339 ** .255 ** .092 .148 .228 ** .073 .270 ** .254 ** sig .000 .000 .002 .264 .070 .005 .373 .001 .002 em7 corel 1 .484 ** .253 ** .225 ** .070 .202 * .236 ** .316 ** .222 ** sig .000 .002 .006 .396 .013 .004 .000 .006 em8 corel 1 .311 ** .168 * .080 .330 ** .208 * .229 ** .092 sig .000 .040 .331 .000 .011 .005 .263 em9 corel 1 .411 ** .249 ** .101 .090 .174 * .252 ** sig .000 .002 .220 .273 .033 .002 em10 corel 1 .323 ** .120 .043 .257 ** .285 ** sig .000 .143 .601 .001 .000 em11 corel 1 .393 ** .106 .137 .329 ** sig .000 .197 .094 .000 em12 corel 1 .412 ** .356 ** .212 ** sig .000 .000 .009 em13 corel 1 .278 ** .173 * sig .001 .034 em14 corel 1 .590 ** sig .000 em15 corel 1 sig **. correlation is significant at the 0.01 level (2-tailed) . *. correlation is significant at the 0.05 level (2-tailed). international journal of human capital management, vol. 3 (1), june 2019 20 | p a g e table :8 correlating factors table of significant moderate positive correlations em1 em2 em3 em6 em2 em1 em3 em6 em3 em1 em2 em4 em4 em3 em5 em10 em15 em5 em4 em6 em7 em14 em6 em1 em2 em5 em7 em8 em7 em5 em6 em8 em14 em8 em6 em7 em9 em12 em9 em8 em10 em10 em4 em9 em11 em11 em10 em12 em15 em12 em8 em11 em13 em14 em13 em12 em14 em5 em7 em12 em15 em15 em4 em11 em14 explanation: from the table of correlations, we drive a new table of moderate positive correlations. an analysis of the table of moderate positive correlations reveals that factor em6 has positive moderate correlations with the most number of factors i.e., 5 factors. furthermore, factors em4, em5, em7, em8, em12 and em14 have significant positive relationships with the second most number of factors i.e., 4. however, in order to determine predicting behavior amongst these factors we establish seven regression equations as under: regression model for mediation analysis: regression analysis table: 9 model unstandardized coefficients p-values t-test p-values f-test (constant) 1.259 0.119 0.098 em3 1.325 0.081 em5 0.125 0.125 em10 3.137 0.041 em15 0.111 0.097 dependent variable: em4 table: 10 model unstandardized coefficients p-values t-test p-values f-test (constant) 0.137 0.091 0.127 em4 0.333 1.137 em6 0.212 1.111 em7 0.127 2.227 em14 5.125 0.010 international journal of human capital management, vol. 3 (1), june 2019 21 | p a g e dependent variable: em5 table: 11 model unstandardized coefficients p-values t-test p-values f-test (constant) 3.129 0.011 0.046 em1 5.756 0.000 em2 2.813 0.019 em5 3.123 0.031 em7 0.729 2.122 em8 8.191 0.000 dependent variable: em6 table: 12 model unstandardized coefficients p-values t-test p-values f-test (constant) 0.717 1.911 0.073 em5 1.124 0.085 em6 3.917 0.021 em8 1.325 0.047 em14 0.925 0.311 dependent variable: em7 table: 13 model unstandardized coefficients p-values t-test p-values f-test (constant) 0.688 2.117 0.067 em6 0.133 0.715 em7 3.217 0.042 em9 0.070 0.918 em12 4.770 0.006 dependent variable: em8 table: 14 model unstandardized coefficients p-values t-test p-values f-test (constant) 3.126 0.031 0.027 em8 0.995 0.059 em11 6.845 0.008 em13 4.133 0.013 em14 1.913 0.045 dependent variable: em12 table: 15 model unstandardized coefficients p-values t-test p-values f-test (constant) 0.875 0.310 0.115 em5 1.325 0.061 em7 0.227 0.917 em12 3.129 0.010 em15 0.915 0.091 dependent variable: em14 table: 16 model unstandardized coefficients p-values t-test p-values f-test (constant) 6.124 0.001 0.000 em1 10.234 0.000 em2 5.678 0.010 em5 6.134 0.003 em7 1.117 0.048 em8 6.735 0.008 em12 4.374 0.007 dependent variable: em6 international journal of human capital management, vol. 3 (1), june 2019 22 | p a g e discussion: in order to check sampling adequacy, we have applied kmo and bartlett‘s test with varimox rotation method the results of which have been given in table 2. kmo‘s value of 0.817 and significant value chi-square of bartlett‘s test shows that the sample is adequate for the purpose of our research. the test results of communalities have been reported in table 3 which are above 0.5 confirming the results of kmo and bartlett‘s test about sampling adequacy. the reliability statistics have been reported in table 6 where the cronbach‘s value of over 0.7 shows that the data has internal consistency and is reliable for the purpose of research. table 7 reports correlation results and table 8 reports their interpretation tabular form. table 8 reveals that the factors of entrepreneurial motivation are clearly divided into two groups, where one group is from factors em1 to em8 and the other group is from em9 to em15. in order to determine the determinants of entrepreneurial motivation we focus on seven variables which have positive correlation with the most number of variables. in order to determine the combination of factors which may serve as the predictors of entrepreneurial motivational, we established seven alternative regression equations the results of which have been reported in table 9 to table 15. analysis of results from table 9 to 15 shows that as observed in correlation table, the regression result of one regression equation from upper portion of table 8 where em6 is the dependent variable and em1,2,5,7,8 are independent variables have overall significant f-test value and one regression result from lower portion of table 8 where em12 is the dependent variable and em8,11,13,14 are independent variables have significant f-test value. in the second step we conduct mediation analysis to test our mediating model. to achieve the objective, we applied regression models to test our mediation model. the results of regression have been reported in 16. the table reveal that em6 fully and positively mediates the relationship between em6 as dependent variable and em1, em2, em5, em7, e8. this is because taking em12 as mediating has not only improved the value of f-test but has also improved the coefficient of all other independent variables included in the model. results of mediation model have depicted in figure 2 and the acceptance/rejection of hypotheses have reported in table 17. international journal of human capital management, vol. 3 (1), june 2019 23 | p a g e figure 2: mediation model of entrepreneurial motivation results (0.045) (0.013) (0.008) (0.059) (0.000) (0.007) (0.008) p (0.003) (0.048) (0.010) table 17: acceptance / rejection of alternative hypotheses hypotheses acceptance / rejection h1: intention of the student to become his own boss positively effects entrepreneurial motivation of the university students. accepted h2: intention of the student for participation in decision process positively effects entrepreneurial motivation of the university students. accepted h3: intention of the student about securing family future positively effects entrepreneurial motivation of the university students. accepted h4: intention of the student power to make decision positively effects entrepreneurial motivation of the university students. accepted h5: intention of the student about personal success positively effects entrepreneurial motivation of the university students. accepted h6: intention of the student about increasing personal income positively effects entrepreneurial motivation of the university students. accepted h7: intention of the student personal economic wealth positively effects entrepreneurial motivation of the university students. accepted h8: intention of the student about comfortable life positively effects entrepreneurial motivation of the university students. accepted h9: intention of the student personal fulfilment positively effects entrepreneurial motivation of the university students. accepted h10: intention of the student about personal profit opportunities positively effects entrepreneurial motivation of the university students. accepted h11: intention of the student to become his own boss positively effects power to make decisions of the university students. accepted h12: intention of the student about participation in decision process accepted power to make decisions em12 securing family future em14 participation in decision process em13 me as my boss em11 personal success em1 personal income em8 personal economic wealth em5 comfortable life em7 personal fulfilment em2 personal profit opportunities em6 entrepreneurial motivation international journal of human capital management, vol. 3 (1), june 2019 24 | p a g e positively effects power to make decisions of the university students. h13: intention of the student about securing family future positively effects power to make decisions of the university students. accepted h14: power to make decisions of the student fully mediates the relationship between independent variables and entrepreneurial motivation amongst university students of pakistan. rejected h15: power to make decisions of the student partially mediates the relationship between independent variables and entrepreneurial motivation amongst university students of pakistan. accepted conclusion the results of the study confirms that there exists a positive relationship between entrepreneurial motivation and personal success, personal income, personal economic wealth, comfort in life, personal fulfilment and personal profit opportunities. furthermore, the factors intention to become own boss, participation in decision making process, intention to increase personal income and securing personal future serve as independent variables for perception of the students for power to make decisions. also our study confirms our hypothesis that perception of the students about power to make own decision serves as a factor that positively and partially mediates the relationship of entrepreneurial motivation of university students with all independent variables. the results of the study also suggest that intention of the students to increase personal income somehow plays dual role in the entrepreneurial motivation as firstly it has a direct impact on personal profit opportunities and then it also impacts through intention of the students about power to make decisions but here the impact is insignificant. this leads us to form a conclusion that entrepreneurial motivation amongst university students in pakistan is a complex phenomenon that has two dimensions which are ―psychological‖ and ―economic‖. the factors in phycological category include ―power to make own decisions‖, ―intention to become own boss‖, ―participation in decision process‖, ―securing the future of the family‖, ―personal success‖, ―comfortable life‖ and ―personal fulfilment‖. whereas economic factors include ―personal income‖, ―personal economic wealth‖ and ―personal profit opportunities‖. furthermore, it can also be argued that the ―power to make decisions‖ is a psychological phenomenon that partially mediates the entrepreneurial motivation of university students in pakistan, though there exist other psychological factors that affect entrepreneurial motivation of university in pakistani settings. novelty: this study has many novelties from various dimensions. firstly, it encompasses universities from all over pakistan, a diversified sample that never been explored before. secondly, the novelty involves in the application statistical methods to identify various combination of variables to be explored for the purpose of identifying factors that contribute towards entrepreneurial motivation in university students in pakistan. thirdly, the novelty is identification of ―psychological‖ and ―economic‖ factors that affect the ―entrepreneurial motivation‖ of university in pakistan. fourthly, the novelty is the identification of mediating role of certain ―psychological factors‖ that impact ―entrepreneurial motivation‖. a table numbered as table number 17 showing the acceptance rejection of hypotheses has been given hereinabove. economic implications: this study has very important implications for a developing country like pakistan. it can be helpful for resolving the rising unemployment problem that on what ―psychological‖ and ―economic‖ grounds university should be motivated to increase their acceptability and integration into the society. more entrepreneurs will more business setups generating more employment opportunities which will have more profound economic results compared to working as an employee. limitations and future research directions: this study suffers from various limitations. a study on similar dimensions with larger sample and different economic and geographic international journal of human capital management, vol. 3 (1), june 2019 25 | p a g e settings can be made to confirm results. keeping in view the complexity future studies may also be carried out taking into account specific settings. for example, entrepreneurial motivation factors amongst the students of various disciplines, different genders, rural and urban areas, developed and developing countries from the perspective of psychological and economic factors. references adekiya, a. a., & ibrahim, f. 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(2014). exploring the antecedents of entrepreneurial intention on turkish university students. procedia-social and behavioral sciences, 150, 841-850. international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 4, no. 2, december 2020, p 125-140 how employee competency and self efficacy affect employee work engagement in human resource development agency (bpsdm) ministry of law and human rights republic of indonesia ari anggarani winadi prasetyoning tyas universitas esa unggul email: ari.anggarani@esaunggul.ac.id syarifudin tippe universitas negeri jakarta email: stippe035@gmail.com slamet sutanto universitas negeri jakarta email: sutanto45@yahoo.com abstract the radicalism that leads to terrorism is a threat to almost every country in the world, leading many countries to employ a deradicalization program to deradicalize people that have been influenced by terrorist ideology. this research purpose is to evaluate the effectiveness of deradicalization effort conducted through “terrorism client guidance program at surakarta correctional facility”. using the cipp model of evaluation, data is collected from eighteen terrorism clients and a few structural officials as well as all related documents at surakarta correctional facility. the result of this study found that: (1) evaluation of context component is worth average, (2) evaluation of input component is worth poor, (3) evaluation of process component is worth good, and (4) evaluation of product component is worth average. overall, the effectiveness of deradicalization conducted through guidance for terrorism client program at surakarta correctional facility is worth average. although the total evaluation merit of the terrorist client’s guidance program is still in the level of average, however, the author suggests that the program should be continued by revising some areas of concern. keywords: deradicalization, evaluation program, guidance of terrorism client. received: 1 october 2020 ; accepted: 11 november 2020 ; publish; december 2020. how to cite: prasetyoning tyas, a.a.w., tippe, s., sutanto, s. (2020). how employee competency and self efficacy affect employee work engagement in human resource development agency (bpsdm) ministry of law and human rights republic of indonesia. international journal of human capital management, 4 (2), 125-140. https://doi.org/10.21009/ijhcm.04.02.11 introduction quality of human resource in law is required to have maturity of mind, culture, ethic and conscience in implementing and performing fundamental value of law. each employee possesses a distinct level of employee engagement in a workplace. employee engagement means a concept of person relating to how an employee dedicates to his workplace, fidelity, responsibility, and performance inside and outside working hours. according to (budiastuti, 2018)(truss et al., 2013), dissimilarity between ‘doing’ and ‘being’ engagement shows that employee engagement is a theme demanded to be implemented, perceived equally, and developed as a concept. abraham maslow http://journal.unj.ac.id/unj/index.php/ states that each person is supposed to meet basic needs such as security and shelter before desiring to grow. at the end, employee engagement plays an important role in identifying someone’s engagement level and motivation at work. by having this information, management is believed to be able to create a working condition which supports employees to develop their ability and achieve vision, mission, and goal in a workplace (wirotama, 2017). although employee engagement is invisible, it is crucial for employer to take it into account as it might restrain an organization from achieving its goal. moreover, employee engagement could be worse if both employer and co-workers are ignorant each other. employee engagement in human resources development agency (bpsdm) of ministry of law and human rights republic of indonesia is obviously as same as indonesian condition thoroughly. ministry of law and human rights republic of indonesia has an organizational behaviour; that is kami pasti (we are sure) which stands for professional, accountable, synergic, transparent, and innovative. these behaviours become a fundamental procedure for all units in ministry of law and human rights republic of indonesia including human resources development agency (bpsdm) (marjoeki, 2016). employee engagement has been appealing for academics and developed by human resource practitioners (albrect, 2010) though it is newly discovered (macey, 2009). it is defined as employee’s positive feeling and point of view, and characterized as remarkable resilience, vigour, enthusiasm, dedication, and absorption (suwandana, 2016) one thing which affects employee engagement is employees’ perception of work and other aspects relating to their work. the perception shows employees’ confidence in completing their task. employees’ self-efficacy toward their power or ability is to reach a success so that they are able to work harder, be more enthusiastic, and perform their best. self-efficacy and work engagement are goals for those who are responsible for increasing a leadership quality. selfefficacy and engagement contribute positively as these affect employees’ performance through some processes such as choices, efforts, performances, initiatives, and other roles (federici & skaalvik, 2011). self-efficacy in socio-cognitive theory is seen as belief and situation of someone’s ability, then this concept is expanded in research of personality and organization focusing on general self-efficacy. general self-efficacy reflects a tendency to recognise oneself as a person having ability to affect environment successfully and to reach goal in all aspects and situations. people with low general self-efficacy tend to be more stressed and fatigue than those who have high general self-efficacy since low general self-efficacy people are more likely to define an ambiguous situation as an anxiety, besides elucidate a failure at work and academic as a threat rather than a challenge. in an organizational literature, general self-efficacy represents disposition of ‘core self-evaluation’ connected to various indicators of work welfare and job performance (lauermann, 2016). self-efficacy is a belief occurring due to self-confidence in carrying out a task to attain a success. confidence correlates with employees’ motivation to feel more optimistic on ability. self-efficacy is significantly important for employees, by increasing their own ability, to fulfil their task so that a company could run optimally. therefore, self-efficacy is needed to pursue employees work well and perform best performance. ardi et al., (2017) affirm that self-efficacy can be seen from three scopes. first is selfefficacy level of each person in finishing task. this varies in terms of task difficulty. individual has high self-efficacy both on simple and complicated task, but individuals with high self-efficacy tend to take more complex task in accordance with their ability. the second relates to individual’s mastery in certain field (generality). individuals are able to declare themselves to have selfefficacy on either many activities or merely on certain domains. people with high self-efficacy could master many fields at once to finish a task while those with low self-efficacy are only proficient in some field to complete a task. third is strength. this scope emphasizes strength level and stability toward belief. self-efficacy indicates that an action results in what is expected since self-efficacy is a basis in making a hard effort, in solving a problem indeed. form the aforementioned explanation, it can be said that self-efficacy covers three areas: level, generality, and strength. being a public servant is certainly not a short time for civil servants as they should lead themselves to attend programme and join training to improve. civil servants should have a good mindset in facing a strong competition. those who are able to cope with a strong competition are those with these competencies: 1) technical competency measured from the level and specialization of education, functional technical training and technical work experience; 2) managerial competency measured from level of education, structural or management training and leadership experience; 3) socio-cultural competency measured from work experience relating to pluralism of society in terms of religion, ethnicity, culture and nationalism perspective (marjoeki, 2016). competency is identified through minimal work as a result of ability while ability is an outcome of applying knowledge, skills and behaviour thoroughly to create a competency. therefore, before achieving a competency which is indicated by a good performance, an employee should improve knowledge, skill and attitudes. this improvement can be obtained through education or training. to develop a competent employee, employer should involve employees in making a decision in which it provides a sustainable learning environment of required skills. when employees have a clear idea regarding expectation and strategic goals of an organization, task and work will be arranged based on expected goals. this provides job satisfaction to employees and increases their commitment to both individual and team work entirely. loyal competent employees could increase company potential success as they improve work efficiency and reduce waste (osei & ackah, 2015) despite such number of studies, there has been scant research done in government. most of those studies have been carried out in large organization such as hospital, university and other big companies. there was also insufficient study about the effect of employee competency on employee engagement mediated by self efficacy. hence, this research fills the gaps of previous studies and worth investigating . literature review employe engagement employee engagement is often associated with the performance of a result of an organization; the higher the employees involve, the more improved the employees’ performance are. employee engagement is in line with employee who has a high moral value. besides a vigour, dedication to an organization and to every process running in an organization could lead employee possess absorption and effectivity in every work they face (andrianto & alsada, 2019). asserts that employee engagement is a positive attitude of employee and organization (commitment, involvement, and engagement) to cultural values and achievement of an organization (budiastuti, 2018). schaufeli and bakker in bakker and leiter define employee engagement as a positive and satisfying mind related to work shown through a vigour, dedication, and absorption. in an engagement, fulfilment contrasts with an emptiness of life as exhaust. vigour is characterised by a high level of energy and mental endurance at work. dedication refers to someone’s strong engagement, significant, and enthusiasm at work. absorption is shown through a focus and enjoyment at work (bakker & leiter, 2010). from various theoretical studies and relevant previous research from several experts who support this research, it can be synthesized that employee engagement, an employee who has a positive attitude to work, is committed to work, is enthusiastic, initiative and proud of his work, and is responsible for his work. working with several indicators, namely: 1) work enthusiasm (vigor), 2) dedication, 3) concentration (absorption). self efficacy self-efficacy is a key element of social cognitive theory. bandura defines self-efficacy as people’s assessment on their own ability to arrange and run actions needed to achieve certain performance. a belief of self-efficacy affects the way people react and is a conceptual element in recognizing others in different context. self-efficacy is one’s belief of what to achieve in certain context, not an assessment of his own ability (federici & skaalvik, 2011). bandura divides self-efficacy indicators into three: level, generality, and strength. 1) magnitude or level indicator: it refers to level of difficulty of the task that a person is able to handle. self-efficacy level of each person is different one from others while level of task difficulty, either complex or not, determines one’s self-efficacy. in one task, if there is no significant obstacle to deal with, then the task will be easy, and every person must have a high self-efficacy on this. for example, bandura explains the belief of ability to jump that an athlete has. an athlete believes that he is able to jump over a barrier wood on different heights which means everyone could improve and enhance his self-efficacy by facing more challenging and complex task. 2) generality indicator. it means a various situation in which a self-efficacy can be applied. one could assess his own self-efficacy either on many tasks or merely certain. the more someone applies his self-efficacy on different situations, the higher his self-efficacy level is. situations in general vary in terms of its dimensions including the similarity level of activity, feeling in which ability (behaviour, cognitive, affective), qualitative characteristics of situation, and individual characteristic refer to. 3) strength indicator. it correlates with someone’s selfefficacy when facing a task or problem. a weak self-efficacy could be easily omitted with anxious experience when handling a task, otherwise, it could be a strong persistent despite of infinite challenges. this dimension includes level of one’s stability toward his own belief. hence, this stability determines one’s perseverance and persistency. from the explanation, it can be concluded that self-efficacy dimensions cover: task difficulty level faced by individuals and their belief in solving it, various activity so that an assessment of self-efficacy can be applied, and one’s strength of self-efficacy in dealing with problem (bandura, 2009). self-efficacy is situational and contextual, depends on how the situation is and in what context. dimensions of self-efficacy covers: 1) level, how far a person could determine difficulty level in fulfilling a task. assessment of this aspect can be seen from several things; whether an individual could create a challenging target and achieve it though it is hard, and whether an individual could recognise his interest and ability to choose an appropriate job. 2) strength, how strong and confident a person could be seen from his consistency in accomplishing task. this aspect can be measured through increasing effort in failure, belief in finishing task, calmness in facing a hard task, and his commitment in achieving a target. 3) generality, how one could generalise task and previous experience in handling a work, for example, he could make an experience as challenge or failure. this aspect is supposed as a good thing if someone believe that his previous experience helps his current job, responds various situation well, and as a path to success (ardi et al., 2017). based on the results of the study of some of these concepts, it can be synthesized that self efficacy is a belief that arises because of having confidence in one's abilities in carrying out a job, so that it is able to obtain success. when faced with obstacles, setbacks and failures, those who doubt their abilities slacken their efforts, give up prematurely, or accept worse solutions. those who have strong faith in their abilities redouble their efforts to master the challenge. these abilities and beliefs include (1) ability levels (magnetitude / level); (2) strength ability (streght); and (3) generality. employee competency competency is a basic characteristic for individual to contribute to job performance or role and success of organization. specific competency for certain work is a familiar requirement set through work requirement, work analysis. competency requirement could go beyond specific job for some job, general job, or a whole organization. this competency is more general, for instance technical expertise or adaptability (heneman, judge, 2015). competency is indicated by a good work minimally as ability result. ability is a result of applying knowledge, skill, behaviour and basis for achieving competence. therefore, before achieving a competence indicated by a good work, someone should make an improvement of knowledge, skill, and behaviour. one of the improvements can be made by taking education, joining training and others. this means basically everyone has a competence. then, through an appropriate effort and means, ability can be developed through education and training or experience in order to create an effective competence to achieve organization goals. ability can be a form of knowledge, general knowledge regarding work and position. skill is mastery a knowledge of general and specific skill. attitude means one’s mental condition towards an object relating to his job. competence covers: 1) technical competence; knowledge and skill: to accomplish agreed outcome, ability to think about problem and a new alternative. 2) conceptual competence; ability to frame a big picture in examining expectations and changing perspective. 3) competence to live dependently, to interact effectively to others including ability to hear, communicate, and get a new alternative, see a whole organization effectively (sedarmayanti, 2017). three main components in competence formation are knowledge, ability, and attitude. knowledge is an employee’s information to do his job and responsibility in taking his job. employee’s knowledge also determines whether an assigned job will be successful; employee who has a sufficient knowledge will improve a company’s efficiency. (adianita et al., 2017). so based on the results of the study of a number of concepts above, it can be synthesized that competence is the skills, knowledge, attitudes and abilities of employees. competence is the basic foundation of people's characteristics and indicates how to behave or think, equate situations, and support over a long period of time. there are three individual competency components, namely; (1) intellectual competency, (2) emotional competency, (3) social competency. hypothesis development competency is a description of the behavior while competency (skills) as a description of a job or job results. competency refers to the characteristics that underlie behavior that describes motives, personal characteristics (characteristics), self-concept, values, knowledge or skills brought by a superior performer, thus competency consists of several different types of characteristics encouraging behavior. the foundations for these characteristics are evident in the way a person behaves at work. competency is about what kind of people they are and what they can do. not what they might do. (mangkuprawira, 2009) employees who are committed and feel attached to their jobs are those who are emotionally connected to the organization and their co-workers. this opinion is based on the employee engagement model of entec corporations (koscek, 2007). that the research results show agent competency has a significant positive effect on agent job involvement. in other words, the higher the agent's competency, the higher the work involvement with partner banks .it is also strengthened by (unnikrishnan, 2017). this means that the success of an organization owes primarily to the competency of their managers. the core idea of this study is to conduct empirical investigations on the various factors of managerial competency, their roles and effectiveness on employee engagement. from the theoretical study, previous research and the theoretical framework above, it can be said that employee competence has an influence on employee engagement in a company. h1 : there is a positive effect of employee competency on employee work engagement self-efficacy is a belief that arises because you have confidence in your ability to carry out a job, so you can get success. confidence relates to the motivation or motivation that employees have to be more confident and have confidence in their own abilities. self-efficacy is needed in employees, by increasing the ability to do the tasks given so that the company runs optimally and employee performance will increase. because of this, self-efficacy is needed to make employees able to work well and have high performance. belief in self-efficacy, belief in success that is always achieved makes a person work harder and always produce the best. thus it can be said that self-efficacy can improve individual performance (trilolita & ardi, 2017) according to hewit in azoury et al., (2013) employee engagement is a positive attitude of employees and organizations (commitment, involvement and attachment) to cultural values and the achievement of company success. work engagement is a positive state of mind for employees related to job fulfillment, which has characteristics, vigor, dedication, and absorption. (schaufeli & bakker, 2013). apart from that, other research findings indicate that leader behavior, self-efficacy, and job satisfaction have a direct effect on job performance of the ministry of education, youth and sports in palembang city (fattah, 2017) this concept is strengthened by the research of trilolita et al., (2017). the results showed that there was a significant effect of self-efficacy on employee performance, significant from employee engagement to employee performance. however, research conducted by federici & skaalvik (2011) states that three different npses models were tested. both first and second order cfa confirm that primary self-efficacy represents eight dimensions. in addition, both structural models have an acceptable fit to the data and reveal that primary self-efficacy is positively related to job engagement. wen & driscoll (2017) also confirm that the sem findings support the hypothetical model. self-efficacy can lead to a balance of work and engagement despite role demands. this study reveals a full-fledged mediation model in which transformational leadership explains extra role performance through self-efficacy and job engagement. (salanova et al., 2011) this study shows the results that self-efficacy has a positive and significant effect on job involvement. (suwandana, 2016). there is a significant effect of self efficacy on employee engagement according to research (ardi et al., 2017) from the theoretical studies, previous research and the theoretical framework above, it can be said that self efficacy has an influence on employee engagement in a company. h2 : there is a positive effect of self efficacy on employee engagement according to mc.clelland in sedarmayanti from the book human resource management, he says that competency is a fundamental characteristic that a person has that directly affects, or can predict, excellent performance. in other words, competence is what our standing per formers do more often, in more situations, with better results, than what policy assessors do (sedarmayanti, 2007). self-efficacy provides the foundation for human motivation, and personal achievement. people tend to be satisfied with their jobs when they feel competent to do their job duties or achieve their work goals (luthan, 2011). efficacious individuals have stronger confidence in their ability to successfully perform task situations, set more challenging goals for themselves, invest more, last longer and are better at coping with failed experiences than people low in self-efficacy. (heuven et al., 2006 ). researchers found that people with high levels of self-efficacy were more able to solve difficult situations than individuals who were efficacious.(yakın & erdil, 2012). the results showed that gpk competence positive relationship with teaching efficacy,the predictive effects identified were thus specific to teacher professional competency. possible implications for burnout prevention are discussed (lauermann, 2016) supported also by the results of research which states that traditional lectures and simulation-based communication training can result in increased communication competency and self-efficacy among nurses. therefore, the introduction of simulation-based training for in-service nursing education can improve the communication performance of nurses in clinical practice(shu, 2014), from theoretical studies, previous research and the theoretical framework above, it can be said that employee competency has an influence on self efficacy in a company. h3 : there is a positive effect of employee competency on self efficacy perspective is important for looking at organizational behavior. providing unique and important opportunities to increase personal and organizational effectiveness. (griffin, 2012) knowledge, skills, or attitudes that enable a person to effectively carry out work activities or functions given to the standards expected in the job (nikolov et al., 2014). self-efficacy beliefs are beliefs about competency what we know about the world and what we know how to do in the world. competency includes "the quality and range of cognitive constructs and behaviors that individuals are capable of" and the ability to "construct (produce) a variety of behaviors under appropriate conditions". self-efficacy beliefs are assessments of our ability to use our competency in specific domains and situations. moreover, self-efficacy beliefs are not a contextual assessment of competency of competences divorced from situations; rather, beliefs about what we can do with our skills and abilities in certain contexts and conditions (maddux & volkmann, 2010) kahn defines employee work engagement as “the use of organizational members to their job roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during the role performance ”. central to this definition is the idea that engaged employees "give their all" in the workplace. (kinicki & fugata, 2016). supported by the results of research which states that employee competency affects organizational commitment through selfefficacy (darmawa et al., 2019). the results showed that teacher competency indirectly through self-efficacy had an effect on teaching efficacy (lauermann, 2016). subsequent research also states that communication competency through self-efficacy affects communication training. (shu, 2014). from the theoretical study, previous research and the theoretical framework above, it can be said that employee competency has an influence on employee work engagement through self efficacy in a company. h4 : there is a positive indirect effect of employee competency on employee work engagement mediated by self efficacy research method in accordance with the objectives of the research, this study examines the causal relationship between the variables of employee competency, self efficacy and employee work engagement. quantitative data were collected from 221 respondents who work at human resoruce development agency (bpsdm) ministry of law and human rights republic of indonesia. to examine the relationship between variables and measure the effect of one variable on other variables is processed by using spss and structural equation modeling (sem) using lisrel. the relationship between these variables is a direct and indirect effect of exogenous variables on endogenous variables. in this study the exogenous variable is employee competency, the dependent endogenous variable is employee work engagement, and the endogenous mediating variable is self efficacy. data about the employee work engagement, employee competency, and self efficacy were collected using measurement instruments developed from the theoretical studies. employee work engagement is measured using 3 indicators consisting of vigor (vig), dedication (ded), and absorption (abs). the employee competency is measured using 3 indicators namely intellectual (int), emotional (emo), and social (sos). self efficacy is measured using 3 indicators namely leverage (lev), generality (gen) and strength (str). primary data were quantified using a likert scale consisting of five rating in accordance with the contents of the statements. the pilot study was carried out by taking 30 respondents who were parts of the population and outside the determined number of samples. validity test is done by testing the loading factor on each indicator against the variable. the indicator is declared valid if the loading factor reaches an agreement of lf > 0.5 and value of the critical tcount > 1.97, and reliable when the value of cr>0.7 and ve > 0.5 (hair et al., 2014). population in this study were all employees in bpsdm ham ri for group iii (three). the total number of group iii employees by 2008 was 221. sample in this research applied non-probability sampling through saturated sampling based on criteria stated by (jr et al., 2014) that saturated sampling was sampling technique when all members of population were employed. in other words, it was census. result and discussion based on the data collection, the research respondents were categorized into gender, age, educational background, and length of employment. the results of respondents’ profile analysis are summarized in the following table: table 1 : responden profile respondent identities category total percentage gender male 123 56% female 98 44% age 21 26 years old 5 2% 27 32 years old 42 19% 33 38 years old 62 28% > 38 years old 112 51% group group a 53 23% background group b 59 28% group c 55 25% group d 54 24% length of 1 3 years 24 11% employment 4 – 6 years 22 10% 7 9 years 34 15% > 9 years 141 64% the data in the table above indicate that the majority of the respondents is male, aged > 38 years, background group b with length of employment >9 years. based on confirmatory factor analysis (cfa), it can be declared that all indicators are valid with the loading factors range from 0.50 to 0.92 > 0.5, and a tcount > 1.97. the result of construct reliability (cr), variance extracted (ve) and cronbach alpha (ca) tests shown in table 2 indicated that all items are valid and reliable. table 2 : the results of validity and reliability test variable valid indicator cr ave ca wee 13 0.93 0.51 0.97 ec 16 0.95 0.50 0,95 se 16 0.94 0.50 0.96 the value of cr > 0.7, ve > 0.5 and ca > 0.7 indicate that all instruments are reliable (hair et al., 2014). it can be concluded that all instruments are appropriate to use for the next analysis. a full model analysis is performed after it is ensured that all indicators on each variable have been declared valid and reliable. analysis of the results of data processing at the full model of structural equation modelling (sem) is carried out with the goodness of fit and statistical tests. table 3 below summarizes the results of the test. table 3 : fitness indices of the model and their level of accetance criteria fit index recommended value result conclusion absolute fit indices chi-square, (df=834) rmsea 1085.63 0.05 < rmsea ≤ 0.08 102.46 0.12 goog fit good fit gfi gfi ≥ .,90 0.91 good fit incremental agfi agfi ≥ 0.90 0.82 good fit fit indices nfi nfi ≥ 0.90 0.95 good fit cfi cfi ≥ 0.90 0.96 good fit rfi rfi≥ 0.90 0.92 good fit parsimony fit indices aic aic < saturated = 90.00 < independence =2380.55 144.46 good fit caic caic <saturated = 287.92 < independence = 2420.14 235.82 good fit ecvi e<saturated = 0.41 < independence = 10.82 0.66 good fit researchers are not required to fulfill all the criteria of goodness of fit. the use of 4-5 criteria is sufficient to assess the goodness of fit of a model as long as it represents the criteria of absolute fit indices, incremental fit indices, and parsimony fit indices (hair et al., 2014). hence, it can be declared that the model reached a good fit. the results of the structural model analysis produce two structural equations which show the influence between variables. the structural equation of the model being tested are as follows: se = 0.62*ec, errorvar.= 0.62 , r² = 0.38 (1) (0.069) (0.084) 9.00 7.34 wee = 0.49*se + 0.15*ec, errorvar.= 0.65 , r² = 0.35 (2) (0.086) (0.073) (0.091) 5.73 2.07 7.05 from the equation of structure (1) it is obtained that the value of r2 = 0.38 which means that the formation of se by ec is 38%, while the remaining 62% is determined by other variables outside the test in this study. the second structural equation it is known that r2 = 0.35 which means that wee can be explained by se and ec by 35%. in other words, the formation of wee by se and ec is35%, while the remaining 65% is formed by other variables not tested in this study. the full structural model is shown in figure 1 and 2 below: figure 1. structural model of latent variable path source : lisrel output figure 2. t-value of latent variable path source : lisrel output the hypothesis test was carried out by comparing the tvalue to the ttable. the number of respondents is 221, and the number of variables is three, then the value of ttable is 1.97. hypothesis testing is based on structural equation modeling (sem) analysis, where the level of significance of the path coefficient is obtained from the tvalue > 1.97 and standardized path coefficient > 0.05. table 4 below summarizes the results of path analysis. table 4 : the results of hypothesis testing no . path standardized coefficient tcoun t significance result 1. ec  wee 0.15 2.07 significant accepted 2. ec  se 0.62 9.00 significant accepted 3. se wee 0.49 5.73 significant accepted 4. ecsewee 0.30 (0.62*0.49) 5.00 significant accepted based on table 4, the results of hypothesis testing can be explained as follows: hypothesis 1 (h1) is accepted. therefore, employee competency (ec) is proven to be positively and significantly affect the employee work engagement (wee). hypothesis 2 (h2) is accepted. thus, it can be concluded that employe comptency (ec) has a positive and significant direct effect on self efficacy (se) hypothesis 3 (h3) is accepted. thus, it can be concluded that self efficacy (se) has a positive and significant direct impact on employee work engagement (wee) hypothesis 4 (h4) is accepted. employee competency (ec) has a significant and positive direct effect on employee work engagement (wee). this means that employee competency (ec) has an indirect positive effect on employee work engagement (wee) through self efficacy (se). to find out the mediation role of self efficacy (se) in the relationship between employee competency (ec) and employee work engagement (wee), the authors used the formula by hayes (2018a) in which a . b = c c’. the value of direct effect of employee competency (ec) on self efficacy (se) is 0.62(a), and the value of direct effect of self efficacy (se) on employee work engagement (wee) is 0.49 (b). before controlled by self efficacy (se), the value of direct effect of employee competency (ec) on employee work engagement (wee) is 0.15(c). the value of indirect effect of employee competency (ec) on employee work engagement (wee) through self efficacy (ec) is 0,30, which is obtained from the multiplication of the direct path of employee competency (ec) to self efficacy (se) (0.62) with the direct path of self efficacy (se) to employee work engagement (wee) (0.49). therefore, the effect of employee competency (ec) on employee work engagement after controlled by self efficacy (se) is decreased to 0.30 (c’), which is obtained from 0.15 (c) – 0.30. as the decrease is not to zero. it can be concluded that self efficacy (se) has partially mediated in the effect of employee competency (ec) on employee work engagement (wee). the illustration the direct and indirect effect of ec on wee is shown in figure 3. figure 3. panel a : the direct effect of ec on wee panel b : the indirect effect of ec on wee mediated by se source : (hayes, 2018b) the summary of direct, indirect and total effect is shown in table 5 table 5 : direct effect, indirect effect, and total effect from through to direct effect indirect effect total effect ec wee 0.15 0.15 ec se 0.62 0.62 se wee 0.49 0.49 ec se wee 0.49 0.30 (0.62*0.49) 0.79 the combination of employee competency and self efficacy had a greater impact on employee work engagement, with a combined effect regression coefficient of 0.79. discussion employee competency has a significant and positive direct effect on employee work engagement. it can be interpreted that an increase in employee competency will lead to an increase in employee work engagement. this findings reinforce the theory that employee competency means influencing followers to achieve a common objective (mangkuprawira, 2009; koscek, 2007). through employee competency can be directed to the achievement of employee work engagement. the results of previous empirical studies (malinda et al., 2018; unnikrishnan, 2017) indicated that employee competency positively influenced the employee work engagement. it can be interpreted that the improvement of employee competency will affect the improvement of employee work engagement. therefore, to enhance employee work engagement, employee competency must be improved. the improvement of employee competency should be done through the improvement of its indicators namely; intelektual, emotional and social. when those factors are strong, then employee competency can be stronger, which finally impact the higher employee work engagement. based on the analysis, it is found that social competency has the highest score in shaping the employee competency. it means that social competency is the most representative indicator in explaining the latent variable of employee work engagement in human resoruce development agency (bpsdm) ministry of law and human rights republic of indonesia. bpsdm ministry of law and human rights republic of indonesia must keep maintaining the courage to take risks, because it is very important for the success of ministry. likewise, employee competency has a significant and positive direct effect on self efficacy. this relationship can be interpreted that if employee competency is applied better it will strengthen the self efficacy. conversely, if employee competency is not good, it will have an impact on the weakening of self efficacy. this finding reinforce the theory that through competency, the appropriate self efficacy can be created and strengthened (sedarmayanti, 2007). the results of this study is in line with the results of previous studies by (lauermann, 2016) and (shu, 2014) which found that employee competency has a direct positive and significant effect on self efficacy. meanwhile, self efficacy has a significant and positive direct effect on employee work engagement. this means that to increase employee work engagement, human resource development agency (bpsdm) ministry of law and human rights republic of indonesia need to improve self efficacy. to strengthen self efficacy, human resource development agency (bpsdm) ministry of law and human rights republic of indonesia need to improve the 3 indicators which are shaping the self efficacy namely, level, generality and strenght. the improvement of each indicator will lead to an increase in employee work engagement. this finding has empirically proved and corroborated the result of previous studies in which self efficacy has positive effects on employee work engagement (trilolita & ardi, 2017; wen & driscoll, 2017; fattah, 2017; federici & skaalvik, 2011; salanova et al., 2011; ardi et al., 2017) based on the result, it is shown that generality gave the biggest contribution in shaping the self efficacy. it means that generality is the most representative indicator in explaining the latent variable of self efficacy in human resource development agency (bpsdm) ministry of law and human rights republic of indonesia. human resource development agency (bpsdm) ministry of law and human rights republic of indonesia must keep maintaining the generality because it this aspect can be assessed as good, if the individual can believe that his previous experience can help his current job, is able to handle different situations well, and makes the experience a path to success (adianita et al., 2017). however, the strength was found to be the weakest indicator in explaining the self efficacy in human resource development agency (bpsdm) ministry of law and human rights republic of indonesia. therefore, the main priority to improve self efficacy should be done by improving the strength. by understanding the strength of employees will direct their performance to achieve the goals of the organization. (trilolita & ardi, 2017). the efforts to strengthen the self efficacy of generality finally, self efficacy partially mediated the effect of employee competency on employee work engagement. an increase on employee competency indirectly caused an increase on employee work engagement through self efficacy. this means that to improve employee work engagement, the leaders need to improve the employee competency through self efficacy. when the self efficacy is increased, then it will ult imately improve the effect of employee competency on employee work engagement. various theories and empirical evidence through researches have shown a direct positive effect of employee competency on self efficacy and a direct positive effect of self efficacy on employee work engagement. even though the study about the indirect effect of employee competency on employee work engagement through self efficacy has not been done, based on the logic of syllogism, it can be concluded that employee competency has a positive indirect effect on employee work engagement through self efficacy. this logic is supported by the results of this study which show that employee competency has a significant positive effect on employee work engagement through self efficacy. it can be interpreted that good employee competency will be able to increase employee work engagement, and through good self efficacy, the influence of employee competency in increasing employee work engagement will be stronger. conclusion bpsdm ministry of law and human rights of the republic of indonesia should provide career development in organizations both individually and in organizations so that self-efficacy can be increased as an effort to achieve employee work engagement. efforts to increase selfefficacy should be prioritized on increasing confidence in abilities and a positive outlook in interpreting levels (levels) to develop abilities through career development. so that employees will increase their work engagement. it is better if the bpsdm ministry of law and human rights of the republic of indonesia provides opportunities for employees to develop job skills through career development that is relevant to the needs of the organization to anticipate and fulfill future work demands. efforts to strengthen employee competency should be prioritized on social competency. employees should really understand and understand the importance of employees in carrying out their duties to achieve common goals. to build a social competency, it is better if the bpsdm ministry of law and human rights of the republic of indonesia motivates employees to take opportunities or opportunities, so that employees can increase their self-efficacy so that it will increase the degree of employee work engagement. efforts to strengthen employee competencies should be prioritized on social competency. bpsdm ministry of law and human rights of the republic of indonesia must be able to provide an understanding of the vision, mission and objectives of the organization, besides helping employees who need assistance in their work so that employee self-efficacy increases and employee engagement also increases. in an effort to add to the repertoire of knowledge as well as in an effort to increase and also become input for further research which conducts research that is almost the same as related to human resource, it needs to be done intensively on other variables, especially those that theoretically and empirically can influence self-efficacy and employee work engagement references adianita, a. s., mujanah, s., & candraningrat, c. 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(2017). the effect of managerial competencies on employee engagement in multinational it industries. international journal of latest trends in engineering and technology, 7(3), 28–34. https://doi.org/http://dx.doi.org/10.21172/1.73.504 wen, x., & driscoll, o. (2017). self-efficacy and work engagement : test of a chain model author griffith research online. international journal of manpower. wirotama, s. (2017). employee engagement dalam teori maslow. yakın, m., & erdil, o. (2012). relationships between self-efficacy and work engagement and the effects on job satisfaction: a survey on certified public accountants. procedia social and behavioral sciences, 58, 370–378. https://doi.org/10.1016/j.sbspro.2012.09.1013 international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 4 (2), december 2020 114 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 4, no. 2, december 2020, p 114-124 the influence of training, customer orientation and work engagement on the hotel supervisor professionalism dewi eka arini universitas negeri jakarta email: dewiekaarini@gmail.com dedi purwana universitas negeri jakarta email: dpurwana@unj.ac.id muchlis r. luddin universitas negeri jakarta email: muchlis-rantoni@unj.ac.id abstract the hospitality industry has grown in size and complexity to service demands that require a higher level of skills from its personnel. qualified personnel and skilled personnel are at the core of any profession, thus the professional status of the hotel industry should encourage to maintain the quality of employees. this study aims to determine the effect of training, customer orientation, and job engagement on the professionalism of hotel supervisors in the hotel industry in indonesia based on the rapidly changing needs of customers in the industry. the data collected was taken from a national hotel chain totaling 49 hotels from several regions in indonesia and taking a sampling of 219 supervisors. customer orientation has the highest significant influence on supervisor professionalism than training and works engagement. the research provides an indepth analysis of hotel supervisor professionalism, the hotel managers need to carefully provide continuous development or supervisor through training with customer orientation context. keywords: training, customer orientation, work engagement, supervisor professionalism. received: 21 august 2020 ; accepted: 30 september 2020 ; publish; december 2020. how to cite: arini, d.a., purwana, d., luddin, m.r. (2020). the influence of training, customer orientation and work engagement on the hotel supervisor professionalism. international journal of human capital management, 4 (2), 114-124. https://doi.org/10.21009/ijhcm.04.02.10 http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 4 (2), december 2020 115 | p a g e introduction the hospitality industry has grown in size and complexity to service demands that require a higher level of skill from its personnel. based on statistical data reprocessed by the ministry of tourism on the room occupancy rate (tpk) of star hotels in 2018 vs 2017, it shows an increase in a room occupancy rate of 1.12 points. this shows that the hotel industry in indonesia continues to grow and hotels must increase customer satisfaction by increasing the professionalism of all hotel employees through the involvement of all employees to achieve the goals set. the reality of professionalism in most service-based jobs and international environments has essential elements of professionalism in the form of professional knowledge, strong cultural sensitivity, customeroriented behavior, and industry knowledge, hotels tend to take a short-term approach to career development, the hotel industry needs to find ways to justify professional development costs. to ensure that employees have professionalism in accordance with the demands of the hospitality industry, it is necessary to research the factors that affect the increase in one's professionalism. the hospitality industry is faced with unprecedented tasks to meet consumer demand while providing excellent customer service. perceptions of professionalism that was obtained from several hotel workers from junior staffs, middle managers, and senior executives were found that there were 8 elements of professionalism, namely passion, open-mindedness to new trends, attitudes towards the team, competence and skill, professional ethics, leading by example and perfectionism (cheng and wong, 2014). this research was conducted on a small scale which was only attended by 42 respondents, and it is possible to expand the respondents that represent a wider population. professionalism for the workforce is critical for the development of the tourism and hospitality industry. there is a significant effect of customer orientation on professionalism (kyoung-joo lee, 2014). the limitation of this study is that it is only conducted in one city and from super deluxe hotels, it is necessary to expand the population for further research. professionalism becomes a discursive tool for discipline, performance, and control. focusing on securing more meaningful work and integrating dignity through activities such as caring relationships and further education for managers (cheryl cockburn-wootten, 2012). the hospitality industry needed a reconceptualization of communication, an alternative practice in the workplace. in order to adapt the hotel industry to rapid changes, human resources are considered to be one of the most important assets because the quality of human resources is determined by quality and customer satisfaction. from the results of the pre-survey which resulted in the perception of supervisors that the ability to solve problems for unsatisfied guests (57.14%), managing unrealistic requests with the team (55.76%), was always innovative (61.9%). based on the background of the state of the hotel industry and the pre-survey conducted, this research is needed to ensure the relationship between training variables (x1), customer orientation (x2), and work engagement (x3) on the professionalism of hotel supervisors (y). this present study aims to determine the effect of training, customer orientation, and job involvement on the professionalisme of hotel supervisor. literature review supervisor professionalism industry depends primarily on the skill level and professionalism of its employees. the competencies that employees must possess continue to move according to the needs, desires, and expectations of guests which keep changing. in the contemporary era, almost everyone wants to become a professional, a wide variety of jobs are now trying to achieve professionalism. according to the indonesia dictionary: international journal of human capital management, vol. 4 (2), december 2020 116 | p a g e a profession is a job from which you earn a living, while professionalism can be defined as being a profession or having expertise and skills due to education and training. (badudu and sutan, 2002). arens et al. (2012) define professionalism as the responsibility of individuals to behave better than simply complying with existing laws and regulations in society. other studies have described professionalism as positively associated with innovation (sundbo et al., 2007). several researchers highlight the increasing importance of professionalism in the hospitality and tourism industry (torres and kline, 2012). freidson stated that professionalism is related to the philosophy, beliefs, and principles of work or profession (freidson, e., 2001) therefore it can adapt quickly in a dynamic environment, service orientation, and high workforce intensity, the hotel industry has obliged its members to embrace the highest level of professionalism (wong and chan, 2010) and developing hotel management into a profession (burgess, 2010) also support professionalism as the key to achieving long-term viability and competitiveness in the industry. lee (2014) writes that the structural professional image, firmly rooted in sociology, has analyzed the processes and conditions of professionalization, with a focus on a set of organizing principles that elevate "work" to a high level of status and privilege in society. lee's definition of a professional is as a set of individual values, behavioral orientations, and belief systems that advance the individual's skills and occupational social status. the list of organizational principles of structural professional characteristics includes systemic knowledge (systemic body of knowledge), professional association, autonomy, and code of ethics. explicitly, individual professionalism increases productivity by helping hotels operate smoothly, which can lead to improved reputation, image, and word of mouth promotion, increased profitability, and high revenue through repeat business activities (cheng and wong, 2015). other research on the professional competence of foodservice research and development is divided into five dimensions: product knowledge and capacity, activeness, and resilience, management capacity, innovation, and change and characteristic maturity (ko, 2012). certain elements typical of professionalism in the context of hospitality are team-oriented, attitude, and self-control, which may be very important given the service-oriented nature of the industry's additional components lead by example and perfectionism (cheng and wong, 2015). hotel supervisors who have transformational leadership behaviors are more likely to develop the ability to reduce the percentage of employees who leave their hotels (chang and teng, 2017). the current model of corporate professionalization that seems to explain the successful professionalization of other jobs is not being adopted by people in the industry. while it is possible to detect elements, such as concerns with commercial practices and the need to show opportunities for knowledge creation and sharing, it is even still underdeveloped and represents propositions to potential members who are arguably, somewhat vague or invisible (thomas and thomas, 2013). supervisor, which is someone professional, flexible, polite, competent, helpful, responsible, well-groomed, efficient, patient, and knowledgeable. the duties of a supervisor based on the international standard classification of occupation (isco) include being involved in work, training, supervising, controlling inventory purchases, controlling storage and inventory problems, overseeing general welfare, and individual behavior in institutions (ilo, 2012). they are good communicators, listeners, and team players, and they consistently display a positive attitude. based on these definitions, professionalism for a supervisor in the hospitality industry is someone who has personal and social skills with a set of individual values, behavioral orientation, high labor intensity, and a belief system so that they can follow the needs, wants, and expectations of guests keep changing. with dimensions taken from cheng simon and alan wong (2015), namely (a) desire, (b) open mind, (c) team orientation, (d) professional ethics, (e) leadership, (f) perfection. international journal of human capital management, vol. 4 (2), december 2020 117 | p a g e training training is associated with the skills that employees must acquire to assist them by working with others to achieve organizational goals and objectives (truitt, 2011). the achievement of organizational goals and objectives related to employee productivity, to increase employee productivity, training is one of the methods often used in learning new knowledge and skills that are important for providing high-quality customer service (shen and tang, 2018). one way to develop and improve the quality of employees is to provide them with useful training and development programs for the acquisition of knowledge, skills, and abilities by professionals (sabir et al., 2014). training programs are stimulants needed by workers to improve their performance and abilities, which consequently increases organizational productivity (imran, 2013). therefore, training must be designed based on the specific needs and goals of the company. effective training is a thoughtful intervention designed to achieve the learning needed to improve employee professionalism. there is a direct influence of managers and customers on encouraging customeroriented behavior. therefore, in the service industry, leadership, training, and guidance programs play an important role in shaping employee attitudes and behavior (anaza, 2012). through training, employees will have knowledge and understanding that make work more meaningful and can psychologically maintain a level of engagement and foster a safe environment (rana, 2015). when employees receive their organizational investment through training and development, they are more engaged (shuck et al., 2014). the perception of training related to performance behavior suggests that personal role engagement is a stronger mediator than job engagement (fletcher, 2015). this training concept is a stimulant that contributes to increased work engagement and customer-oriented professionalism. with dimensions taken from shen and tang (2018) which consist of (a) the suitability of training materials, (b) the desire to implement training results, (c) contribution to careers, (d) productivity in organizations, (e) changes in behavior towards the organization. work engagement according to cale (cale et al., 2004), job engagement is a positive, satisfying, work-related state of mind that is characterized by passion, dedication, and absorption. passion is characterized by a high level of energy and mental resilience at work, a willingness to invest effort in one's work, and persistence even in the face of adversity. dedication refers to being strongly involved in one's work and experiencing a sense of significance, enthusiasm, inspiration, pride, and challenge. absorption, characterized by being fully concentrated and happily engrossed in work, where time passes quickly and a person has difficulty getting away from work. organizational support in the form of caring that can be felt by employees can create an understanding of the employee's duties which will be shown through work involvement with a higher level (nazir and islam, 2017). job engagement is a form of commitment of an employee in involving the role and concern for work both physically, knowledgeably, and emotionally. brown (in prihantini, 2013 and risa yuliana) said that job engagement refers to the degree to which a person psychologically sides with their organization and the importance of work for their self-image. job engagement is a unique and distinct construct because it represents a more comprehensive and broader concept than other ideas such as job satisfaction, organizational commitment, or job engagement, which includes cognitive, emotional, and behavioral components related to individual role performance (shuck, ghosh, zigarmi, & nimon, 2014). in the hospitality industry, work involvement is related to positive hotel organizational behavior following the definition of (lu et al., 2016) that job engagement is a positive working condition that improves organizational performance. based on international journal of human capital management, vol. 4 (2), december 2020 118 | p a g e the definitions above, job engagement for supervisors is characterized by enthusiasm, dedication and absorption. customer orientation by definition, customer orientation can be seen as the task of hotel management and staff (maja and dragomir, 2013). an active approach to customer orientation can lead to the creation of a knowledge base that helps hotel management and staff continue to learn about the perceptions and demands of new and old customers. hotels need to have a strategy to continue to offer quality to their customers. this study concludes that nwankwo's framework for analyzing customer orientation can apply to hotels because there is a high degree of correlation between all the determinants in the proposed framework. nwankwo developed a framework that can show whether an organization has a high or low level of customer orientation, namely: 1. place customers in the focus of their business activities, rather than organizational factors. customer-oriented organizations have a clear picture of their customers, based on their target market, designing products and services (definition). 2. demonstrate a proactive approach to customers. in other words, they try to identify the expectations and needs of their previous customers and build their customer strategy based on that information. customer-oriented organizations do not wait for problems to appear to start responding to them but have an understanding of their existing and potential customers before any action (sensitivity). 3. use formal methods and techniques to measure business performance, including market share indicators. customer-oriented organizations do not always have estimated values for market analysis and customer complaint analysis, but rather have a formal measurement mechanism. they use measurement to get a clear indicator of whether the activities carried out have a positive effect on business performance (measurement). 4. work intensively to offer the expected service value to their customers. in a customeroriented organization, management and employees are fully engaged and motivated to help their customers in the best possible way, thus securing the maximum level of satisfaction (implementation). 5. through training, organizations can develop managers who understand the importance of customer orientation and create a customer-oriented communication environment. this is evidenced in the swiss hotel sector which can "put the interests of customers first" to achieve long-term profitability (tajeddini and trueman, 2012). customer orientation was found to have a significant and positive influence on the development of new services and this study highlights the importance of managerial emphasis on creating a customeroriented environment that is conducive to innovative activities (tajeddini, 2011). 6. customer orientation is a strategic execution for employees on service and customers to build sustainable trust for their relationship and can also be defined as a market-oriented attitude and proactive activities to provide excellent service (kang and kim, 2015). employees with customer orientation, focus on serving customers to meet their expectations and use a problem-solving approach to handling their requests and problems (karatepe, 2013). customer orientation and service innovation are significantly related (tang, 2014). customer orientation is an attitude to build sustainable trust proactively to provide excellent service to customers to achieve long-term profitability for the hotel. with the adoption of dimensions taken from ursula grissmann, namely (a) sensitivity, (b) measurement), (c) implementation. furthermore, the proposed hypotheses are as follows: 1. training has a direct positive effect on supervisor professionalism. 2. customer orientation has a direct positive effect on supervisor professionalism. international journal of human capital management, vol. 4 (2), december 2020 119 | p a g e 3. work engagement has a direct positive effect on supervisor professionalism. 4. training has a direct positive effect on customer orientation 5. training has a direct positive effect on work engagement 6. customer orientation has a direct positive effect on work engagement figure 1. constellation model research method this study used quantitative approach with survey method to understand more deeply the problems that exist in the problem formulation that has been described in this study. the data were collected from 49 hotels in indonesia with a sample of 219 supervisors as respondents. however, the effective questionnaires used for analysis are 214 questionnaires. this study used structural equation modelling (sem) for the data analysis. a questionnaire was designed to ask hotel supervisors dor their perception on a range of proffesionalism including training, customer orientations and work engagement. this information was collected using a five-point scale (1= strongly disagree to 5 = strongly agree) in response to statement about these variables. the questionnaire was pre-tested using two academics in order to ensure that the survey content and measurement scales were clear, valid and appropriate. the data were collected through link of the questionnaire using google form, by contacting each general manager and seeking permission to collect data. data for training were collected using the training orientation scale adopted from shen j and tang c, 2018, the scale consists of 20 items. data on customer orientation were collected using the customer orientation scale adopted from nwanko (2007) and grissemann (2013). data for work engagement were collected using the work engagement scale designed by cale, schaufeli and bakker, 2004, the scale consist of 16 items. data for proffessionalism were collected using the professionalism orientation scale adopted from s.cheng and wong, 2015, the scale consist of 48 items. result and discussion result the result analysis of the complete structural model (full model) has met the evaluation criteria of a model, which are cmin/df: 1.006, cfi: 0.999, gfi: 0.820, rmsea: 0.005. the full model were shown as follows: training customer orientation work engagement supervisor professionalism international journal of human capital management, vol. 4 (2), december 2020 120 | p a g e figure 2. sem full model h1. there is a significant positive direct effect of training (x1) on professionalism (y) from the results of the direct effect of training (x1) on professionalism (y), the path coefficient is 0.213 and cr is 2.351 ≥ 1.96, which means there is a significant positive direct effect of training (x1) on professionalism (y). h2. there is a significant positive direct effect of customer orientation (x2) on professionalism (y) based on the calculation result of the direct effect of customer orientation (x2) on professionalism (y), the path coefficient is 0.299 and cr is 3.160 ≥ 1.96, it means that there is a significant positive direct effect customer orientation (x2) on professionalism (y). h3. there is a significant positive direct effect of work engagement (x3) on professionalism (y) based on the result of it was found a direct effect of work engagement (x3) on professionalism (y) with path coefficient of 0.240 and cr is 2.74 ≥ 1.96. it means that there is a significant positive direct effect work engagement (x3) on professionalism (y). h4. there is a significant positive direct effect of training (x1) on customer orientation (x2) based on the results, the direct effect of training (x1) on customer orientation (x2) with the path coefficient value of 0.334 and cr is 3,367 ≥ 1.96, it can be interpreted that there is a significant positive direct effect training (x1) on customer orientation (x2) international journal of human capital management, vol. 4 (2), december 2020 121 | p a g e h5. there is a significant positive direct effect of training (x1) on work engagement (x3) the results has found that there is a direct effect of training (x1) on work engagement (x3) with the path coefficient of 0.266 and cr is 2.7999e ≥ 1.96. this can be interpreted that there is a significant positive direct effect training (x1) on work engagement (x3) h6. there is a significant positive direct effect of customer orientation (x2) on work engagement (x3) the results has found that there is a direct effect of customer orientation (x2) on work engagement (x3) with path coefficient of 0.222 and cr is 2.384 ≥ 1.96. this can be means that there is a significant positive direct effect customer orientation (x2) on work engagement (x3) discussion the results of the analysis of the first hypothesis have found that training (x1) has a positive direct effect on professionalism (y), it means that the better the training will cause professionalism to increase and vice versa. the results of this study also strengthen the findings of the research (ko weh-hwa, 2012; torres and kline, 2013) which states that active participation in training is a way to help achieve and enrich professionalism that benefits the acquisition of knowledge, skills, and abilities (sabir et al., 2014) to increase organizational productivity (imran, 2013). it can be said that the desire to apply the results of training in the workplace as a contribution towards a career as a supervisor is one component to continuously improve professionalism as a hotel supervisor. the second hypothesis has found that customer orientation (x2) has a direct positive effect on professionalism (y). it can be interpreted that the higher the customer orientation (x2) will cause an increase in professionalism. it is supported by the results of previous studies related to the professionalism section including service innovation (umasuthan, hamsanandini and ounjoung park, 2018, tang w ta, 2014, tajeddini. kayhan & myfanwy trueman, 2012). it can be concluded that sensitivity to customer needs and then implementing them in work is a variable that increases professionalism as a hotel supervisor. the third hypothesis analysis has found that work engagement (x3) has a positive direct effect on professionalism (y), which means that the better work engagement (x1) will cause an increase in professionalism (x3). it is supported by the results of previous studies that increased work involvement can be associated with increased professionalism including high adaptability, job satisfaction so that it has an impact on career commitment (alfes et al., 2013; lu et al., 2016; barnes and collier, 2014). it can be concluded that job engagement has a positive effect on the professionalism of hotel supervisors. this means that dedication to work, determination and enthusiasm when working in the workplace are important components to continuously improve professionalism with support from management, colleagues and even customers. the fourth hypothesis analysis has found that training (x1) has a positive direct effect on customer orientation (x2), which means that the better training (x1) will cause an increase in customer orientation (x2). this positive effect shows that the higher the impact of the training that is attended by hotel supervisors, the higher the customer orientation of the hotel supervisors will be. this is in line with previous research, namely with a strong customer orientation, professional employees consistently learn and acquire new skills and expertise and develop an ability to analyze customer problems and solve them by adapting various services (lee, 2014). the results of the fifth hypothesis analysis has found that training (x1) has a positive direct effect on work engagement (x3), which means that the better training (x1) will cause an increase in work engagement (x3). this is in line with previous research which shows that training satisfaction is positively related significantly to the level of employee work engagement (mumtaz ali memon, rohani salleh, muhamed noor rosli baharom 2016) which was carried out on professionals from the oil and gas industry, so it is a novelty in this research. is done in a different international journal of human capital management, vol. 4 (2), december 2020 122 | p a g e industry, namely hospitality. other research states that the professional development of trainees allows them to support greater work autonomy to increase work engagement (paniotis zis, anagnostopulos, artemios k. aremiadis, 2016). the results of the sixth hypothesis analysis has found that customer orientation (x2) has a positive direct effect on work engagement (x3), which means that the better customer orientation (x2) will cause an increase in work engagement (x3). this positive effect indicates that the higher the customer orientation of the hotel supervisor, the higher the customer orientation of the hotel supervisor, the higher the work engagement of the hotel supervisor. this is in line with the results of previous studies that found a positive and statistically significant relationship between customer orientation and work engagement (rutherford, na.a brian, 2012). the study at a retail bank and insurance company also found that there is a significant relationship between customer orientation and work engagement (jay jaewon yoo and todd h. arnold, 2014) including employees' perceptions of consumer pleasure has become something strong and has a significant relationship to work engagement (donald c barnes, joel e. collier, stacey robinson, 2014). this finding contributes in establishing the relationships among four variables in the context of proffessionalism of the hospitality sektor in national hotel chain in indonesia. conclusion in conclusion, this study has found that training has an impact on supervisor proafessionalism, which means that better training will increase supervisor professionalism. customer orientation has an impact on supervisor professionalism, which means that increased customer orientation will increase supervisor professionalism. work engagement has an impact on supervisor professionalism, which means that employees that engaged in their work will lead to better supervisor professionalism. training has an impact on customer orientation, which means that better training will bring to better customer orientation. training has an impact on work engagement, which means that better training will encourage employees to be more engaged in their work. customer orientation has an impact on work engagement, which means that better customer orientation will boost employees to be more engaged in their work. recommendation this study provides several recommendations which are expected to be useful advice for several parties: 1. conduct customer-oriented seminars, workshops, and training to encourage increased professionalism in the open mind dimension and the dimension of professional ethics. the themes of seminars, workshops, training include the themes of accessing the industry code of ethics, trends in the lifestyle of tourists who come to the city where the hotel is located, or the use of electronic systems on a job as a supervisor. 2. activities related to the work involvement of supervisors need to be maintained in accordance with the needs and characteristics of each hotel, according to the research results, the spiritual dimension needs to be improved again to encourage other dimensions of work involvement. 3. the use of online information for customers' feedback can use customer surveys provided both in-house or internationally to develop and improve tasks as supervisors. references alfes, k., shantz, a. d., truss, c., and soane, e. c. 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(2010). international journal of hospitality management understanding the leadership perceptions of staff in china ’ s hotel industry : integrating the macroand micro-aspects of leadership contexts. international journal of hospitality management, 29(3): 437–447. https://doi.org/10.1016/j.ijhm.2010.01.003. h1. there is a significant positive direct effect of training (x1) on professionalism (y) h2. there is a significant positive direct effect of customer orientation (x2) on professionalism (y) h3. there is a significant positive direct effect of work engagement (x3) on professionalism (y) h5. there is a significant positive direct effect of training (x1) on work engagement (x3) h6. there is a significant positive direct effect of customer orientation (x2) on work engagement (x3) international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 5 (1), june 2021 80 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 5, no. 1, june 2021, p 80-90 political behaviours of internal auditors in the indonesian public organisation muhammad irfan syaebani department of management, faculty of economics and business, universitas indonesia email : syaebani@ui.ac.id annisa putri lestari merdekawati department of management, faculty of economics and business, universitas indonesia email : niesyaputri@gmail.com monica devina department of management, faculty of economics and business, universitas indonesia email : monica.devina92@gmail.com dindha vitri primadini department of management, faculty of economics and business, universitas indonesia email : dindhavitri@gmail.com abstract political behaviours are common in the workplace, including in a public organisation. however, political behaviours are like a double-edged sword. they could support the management, but on the other hand, they could also turn into a negative side which generates some drawbacks and inhibits the effectiveness of management. the aims of this research is to determine the types, causes, impacts, and solutions of political behaviours in a public organisation. we used the phenomenological methodology and qualitative approach. interviews were conducted with ten auditors from various backgrounds to ensure the validity of the findings. this research revealed four main conclusions. first, there are two types of political behaviour, namely defensive political behaviour and impressive management. second, the causes of political behaviour are individual and organisational. third, political behaviour could impact intrapersonal auditors, interpersonal relationships, and organisation as a whole. fourth, this research indicates solutions to encounter the problems by improving the human re source system and organisational culture that can deliver fairness and justice, and communicate the policies to employees. keywords: internal auditor, organisational behaviour, political behaviours, public organization. http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 5 (1), june 2021 81 | p a g e received: 17 december 2020 ; accepted: 9 february 2021 ; publish; june 2021. how to cite: syaebani, m.i., merdekawati, a.p.l., devina, m., & primadini, d.v. (2021). political behaviours of internal auditors in the indonesian public organisation. international journal of human capital management, 5 (1), 80-90 https://doi.org/10.21009/ijhcm.05.01.7 introduction in 1980, gandz and murray (1980, in spicer, 1997) revealed that 93.2% of respondents stated that politics in the workplace is common to organisations. employees see politics in the organisation as a natural thing, difficult to avoid, and exist in any organisation. a decade later, in 1994, the organisational public relations practitioner through the public relations society of america (prsa) found the level of perception that politics in the organisation is inevitable reasonably increased from 93.2% to 98.3% (spicer, 1997). furthermore, the level of perception that employees must participate in politics to advance their position in the organisation also increased, from 69.8% in gandz and murray’s study to 89.9% in prsa study. therefore, there is an increasing perception that politics in the organisation is a tool to achieve goals (spicer, 1997). moreover, many managers acknowledge the benefits of political behaviour in the organisation as long as it is ethical and does not attack anyone directly (robbins, judge, and millett, 2013). on the other hand, political behaviours within an organisation can have negative impacts, such as immodesty in the workplace, showing favouritism, and gossiping about colleagues (robinson and bennett, 1995). political behaviours have also been linked negatively with individual and organisational performance, as well as have positively affected employees’ stress, job dissatisfaction, and turnover (witt, andrews, and kacmar, 2000). miller, rutherford, and kolodinsky (2008) also argued that political behaviours can lead to low performance, such as dissatisfaction and low commitment. also, the frequency of political behaviour can threaten the organisation's ability to remain effective. however, political behaviours increase if the interests of members are interrelated, such as working in teams, and there is a negative relationship between political behaviour and teamwork (thanh, 2016). the lack of management attention to political deviance is a factor that motivates the researcher to conduct a research on this topic. the researcher choose a public organisation since it is expected to give the best service to its stakeholders, which excellence could be reflected by its employee’s behaviours. internal auditor team is chosen as the respondent because the work needs a higher attachment and interaction between members and also it often be considered as a role model for another employee in the organisation. furthermore, this study will focus on the detrimental effect of political behaviour on both employees and the organisation as a whole. it is expected to obtain adequate descriptions of the political behaviours in the work environment. the purpose of this research is to explore the types, causes, impacts, and solutions of political behaviours of internal auditors in the public organisation to avoid a toxic environment caused by negative political behaviours, through formulating correct solutions straight to the core of problems. this exploration above leads to the research questions of what are the types, causes, impacts, and solutions of political behaviours in an organisation. international journal of human capital management, vol. 5 (1), june 2021 82 | p a g e literature review definition of political behaviour according to kacmar and baron (1999), political behaviour in organisations is an act involving self-interest regardless of the justice or welfare of others or organisations. george and jones (2002) argued that beneficial political behaviour is a political behaviour that enhances the achievement of organisational goals and does not harm the organisation, for instance; a coalition among co-workers who share a common interest in organising an organisation's strategy. meanwhile, according to williams and dutton (1999), a negative political behaviour is an act perpetrated by individuals that produce harmful results for members and organisation. types of political behaviour many experts in organisational behaviour already classified some types of political behaviours. however, there are no single criteria as a base for classification. thus, every scholar has their classification. for example, kacmar and baron (1999) identified four types of political behaviours, such as influence attempts, power tactics, informal behaviour, and concealing one motive. furthermore, robinson and bennett (1995) already classified political behaviours as deviant workplace behaviours since they encourage employees to conduct counterproductive behaviours. robbins, judge, and millett (2013) divided political behaviour into two types, namely defensive behaviours and impressive management. defensive behaviour is a political behaviour aimed at protecting oneself by avoiding action, error, or change. employees see politics as a threat. thus they often respond with defensive behaviours. this behaviour is often associated with negative feelings towards work and work environment (valle and perrewe, 2000 in robbins, judge, and millett, 2013). meanwhile, impression management is an individual process of trying to control the impression of others through making up their image. it shows a proactive behaviour (robbins, judge, and millett, 2013). this research adapts typology of political behaviour according to robbins, judge, and millett (2013) since it was developed from deviant workplace typology formulated by robinson and bennett (1995) who considered as pioneers in building the theory of workplace deviance. causes of political behaviour robbins, judge, and millett (2013) identified some causes that drive a person to exer cise political behaviours and divided them into two factors, individual and organisational factors. regarding individual factors, there are certain traits about the nature of personality, needs, and other factors that are related to political behaviours, as follows: (1) high self-monitors, (2) internal locus of control, (3) high machiavellian personality, (4) individual investment in organisations, (5) perceived job alternative, (6) expectations of success. furthermore, the organisation as employee’s social environment brings considerable influences to employee behaviours. employees see, observe, and feel their surrounding in the organisation and react to their behaviours. robbins, judge, and millett (2013) identified elements in organisations that encourage employees to behave politically, namely (1) reallocation of resources, (2) promotion opportunities, (3) low trust, (4) role ambiguity, (5) unclear performance evaluation system, (6) zero-sum reward practices, (7) democratic decision making, (8) high performance pressures, and (9) self-serving senior managers. international journal of human capital management, vol. 5 (1), june 2021 83 | p a g e impacts of political behaviour previous studies showed that political behaviours have impacts on members as well as the organisation. first, political behaviours have impacts on interpersonal relations. hantula (1992, in williams and dutton 1999) stated that political behaviours could lead to conflict, unfair feelings, high absenteeism also decreased motivation and organisational effectiveness. moreover, ladebo (2006, in goltz 2003) stated that political behaviours are a source of stress and conflict in the workplace. another impact of political behaviours is decreasing employee attitudes on engagement and job satisfaction because they expect that it could harm their welfare (cropanzano, howes, grandey, and toth, 1997). cropanzano and li (2006, in williams and dutton, 1999) also argued that political behaviours will have significant impacts on lower-level employees’ pressure, anxiety, and stress. second, madison, allen, potter, renwick, and mayes (1980) stated that political behaviour could affect the lack of employees’ focus toward organisational goals. employees who engage in political behaviour will focus on achieving self-interest and neglect organisational goals. eisendhart and bourgeois (1988) also found that political behaviours hinder the flow of information and lower the decision-making speed. this can be due to the desire to control information, and the weak division of labour. robinson and bennett (1995) also stated that employees' perceptions of their responsibilities to the organisation could decline significantly due to organisational failure to enforce commitments. pfeffer (1992) emphasised that political behaviours within an organisation created unfair competitive climates. high-performance employees who do not participate in political behaviours could feel uncomfortable with the working climate that ultimately affects the decision to leave the company. moreover, the greater impacts were proposed by mintzberg (1991) who stated that politically dominated organisations would lose control, core objectives, integrated ideology, efficiency, ability, and innovation. research method this study employed qualitative research method, a study that builds knowledge statements based on constructive perspectives (e.g. meanings derived from individual experience, social and historical value to construct a particular theory or pattern of knowledge) or based on participatory perspective (e.g. orientation toward politics, issues, collaboration, or change) (creswell, 2003). sugiyono (2005) explained that researchers are key instruments in the qualitative study. the qualitative study has several methodologies, such as symbolic interactionism, semiotics, phenomenology, constructivism, and critical theory. this research adopted phenomenology. phenomenology method is an approach that seeks to understand society’s way of thinking and tries to describe life experience from research subjects about a phenomenon and concept. in the phenomenology method, researchers grasp subjective view from participants and interpret the meaning from participants’ point of view. the phenomenology method roots in the philosophy of husserl, heidegger, sartre, and merleau -ponty. the scope of this research was limited to the auditors who work in the indonesian public organisation. in this study, researchers tried to get a comprehensive picture of how the political behaviours are interpreted by the auditors (especially from the 2nd or 3rd person perspectives) who saw, observed, and perceived it. this study used personal, direct, and unstructured interviews with respondents to investigate backgrounds, motivations, beliefs, attitudes, and feelings. the stages of data analysis include data reduction, data understanding, and data interpretation. data reduction refers to omit unnecessary data gather from the interview process by organising or categorising interview result into specific themes based on the similarity. data understanding relates to comprehend interview details and to reflect the meaning of data without separate it from the phenomenon. data interpretation refers to the process of linking data to the existing theory to international journal of human capital management, vol. 5 (1), june 2021 84 | p a g e find out whether the data support the current theory or reveal the distinctiveness. furthermore, we conducted series to examine validity, namely credibility, transferability, dependability, and confirmability test. result and discussion in qualitative research, the rule of thumb of sample size is unavailable, and the researcher will stop to add more participants once the data are saturated which means new information is unattainable. specifically, data saturation was attained with ten participants. participants in this study consisted of five junior-level auditors (participant 1, 2, 3, 6, and 7), three auditors of echelon iv level or head of sub-division (participant 4, 5, and 8), and two senior auditors of echelon iii level or section head (participant 9 and 10). regarding gender, participants consisted of five women and five men. the age range was 24 -50 years old. research findings showed that participants see, observe, and feel the political behaviours in the workplace. the political behaviours are including defensive behaviours and impressive management as developed by robbins, judge, and millett (2013), as well as other behaviours. the findings of political behaviours are depicted in table 1. table 1 findings of internal auditors’ political behaviours types theory of robbins, judge, and millet research findings similar to theory of robbins, judge, and millet research findings other than theory of robbins, judge, and millet defensive behaviours overconforming buck passing playing dumb stretching stalling playing safe scapegoating misrepresenting prevention self-protection buck passing playing dumb stretching playing safe scapegoating stalling prevention gossiping mocking impressive management conformity favours excuses apologies self-promotion enhancement flattery exemplification conformity excuses self-promotion insincerity claim others’ work stealing ideas superiority types of political behaviour this research confirmed two types of political behaviours, namely defensive behaviour and impressive management behaviour. the results revealed there are eight behaviours related to defensive behaviours, such as buck-passing (7 participants), playing safe (4 participants), and other behaviours are conducted by one participant, namely playing dumb, stretching, scapegoating, stalling, preventing, self-protection, gossiping, and mocking. furthermore, seven behaviours related to impressive management are conducted by participants, such as conformity (5 international journal of human capital management, vol. 5 (1), june 2021 85 | p a g e participants), self-promotion (3 participants), insincerity and superiority (2 participants), and excuses, claim others’ work, and stealing ideas (1 participant). defensive behaviour refers to reactive and protective behaviour to avoid action, blame, or change (ashforth and lee, 1990). (1) buck passing (avoiding responsibilities) often happens to employees who have an unequal position by transferring tasks to other employees who have lower levels than them, for instance; team leaders to team members, superordinates to subordinates, seniors to juniors. participant 1 stated that the team leader often gives responsibility to subordinates, although it is written in the job description that the job has to be done by the team leader. from interviews with participants 3 and 5, avoidance behaviour is ranged from easy to difficult tasks. it could happen due to the opportunity to transfer assignments and the absence of strict provisions regarding job description as stated by participant 8. (2) playing dumb behaviour aims to avoid challenging work. according to participant 5, it is difficult to distinguish whether the employees play dumb or they have no idea about the job. (3) stretching is a behaviour that slows down / postpones the completion of work. there are many things that encourage employees to delay work completion, and one of which is to avoid new tasks. employees will also pretend to be busy so the job will finish later. participant 9 stated that stretching behaviour gives a more negative impact on teamwork rather than individual work since it hampers the whole team performance. (4) playing safe is a behaviour to avoid situations that may reflect poor results. for example, some employees only take a project with a high probability of success or take a neutral position in the conflict. participant 5 stated that playing safe is carried out because it does not bear many risks. (5) scapegoating is a behaviour of blaming others for their faults. participant 6 stated that the political behaviour of scapegoating caused by unfair competition. this is done to strengthen someone’s position. the scapegoating is done by blaming friends in front of the same level peers or their superordinate. (6) stalling or prevention is a political behaviour when employees block or prevent threatening changes. participant 3 revealed that employees usually hinder assignments that require more effort, such as policy audits that need rules or conditions to be analysed. he also stated that employees typically provide reasons that can convince the supervisor to avoid a certain audit. for example, they explain that they do not need to audit particular reports because the risk is low. this study also found two behaviours other than robbins, judge, and millett (2013) theory, namely gossiping and mocking, as seventh and eighth defensive behaviours. (7) gossiping behaviour is done by talking about other employees. the research finding revealed that when employees who become the target of conversation approach the employees who are gossiping, the employee immediately changes the topic of discussion. participant 10 stated that (8) mocking colleagues is usually conducted in front of other co-workers, for example; underrated others’ opinion at the meeting. the second type of political behaviour is impressive management behaviour. it refers to a political behaviour when individuals try to control the impression of others through manipulating their behaviours. there are seven types of behaviours of impression management. (1) conformity refers to a behaviour of stealing the heart of others or behaviour as we strive to appeal others before making a request. participants 5 and 7 stated that stealing people's heart can be do ne by giving excessive praise to smooth the way in getting desired assignments. participant 4 observed that conformity behaviour is performed by middle-level employees to top management, which affects low-level employees’ workloads. participants 3 and 8 stated that conformity at work could be seen from both positive and negative sides. conformity for personal interest, such as to get leave and promotion, is not favourable, but conformity to avoid unreasonable tasks, such as unnecessary auditing, is acceptable. (2) excuses behaviour is done by giving reasons to the superiors for the failure of the audit report. participant 8 stated that giving reasons for failure is normal. participants also stated that teamwork success or failure depends on many things, including external conditions that are beyond their control. (3) self-promotion is one of the political behaviours in the workplace international journal of human capital management, vol. 5 (1), june 2021 86 | p a g e that are often encountered by participants. this research found that self-promotion could elevate the position of selves, but it could also increase self-esteem by degrading others. participant 1 stated that this behaviour is usually supported by excessive showing-up one’s skills, for instance; employees do not understand the topics, but they acclaim themselves to be looked understanding. this study also found four behaviours other than robbins, judge, and millett (2013) theory. (4) insincerity is the behaviour of someone who displays a good impression in front and a bad impression behind, for example; some employees praised us on the audit analysis, but they badmouthed or scolded the audit findings behind us. participant 1 stated that insincere behaviour was not only the participant's own experience but also experienced by others. (5) claim others’ work as our work occurs by admitting the work of junior auditors by senior auditors. participant 3 stated that participants observed employees who acknowledging other people's work and it is usually associated with building an image. (6) stealing an idea. this behaviour is done by acknowledging the idea of others as his/her idea. (7) superiority refers to over-confident feelings, so they feel superior although they do not have a higher position than others. in this study, superiority occurs by directing other employees who have the same level while he has no disposition to coordinate. participant 2 also described another form of superiority which is taking control of tasks without giving an opportunity to other employees. causes of political behaviour although the reasons for political behaviour by employees vary, there are two main factors namely (1) individual and (2) organisational factors. the research finding showed that the individual elements are divided into (1a) personality and (1b) motivation factors. personality refers to the overall way an individual reacts and interacts with other individuals. first, the nature and attitude of the internal auditor. when joining the organisation, employees already brought their characteristics. some of the employees have a high tendency to take part in political behaviours because of their nature. second, excessive stress and anxiet can trigger internal auditors to engage in political behaviours and it is usually caused by some factors such as income. third, a low sense of engagement becomes the basis for a person to transfer his/her job responsibilities. kahn (1990) stated that employee engagement affects employee performance. the results are confirmed that personality as a factor that encourages employees to conduct political behaviour and it aligns with the concept of robbins, judge, and millett (2013). as the second type of individual factors, (1b) motivation factor consists of four elements. first, the desire to be liked. mcclelland (1958, in moore, grabsch, and rotter, 2010) in theory of needs explained that one factor which motivates a person is need for affiliation. these individuals need/require a friendly environment and support from other individuals who perform efficiently in a team. participant 7 stated employees want to be liked by others, primarily by superiors since performance appraisal is conducted solely by the director and their immediate superiors. the appraisal would be a basis to set bonuses and promotional opportunities. second, monotonous work and the absence of challenges trigger internal auditors to engage in political behaviours. the cause expressed by participants 10 is related to a value of work theory which stated that an exciting and challenging job, including the value of intrinsic work, can motivate a person in doing their job. third, injustice/unfairness refers to an imbalance between effort spent and rewards earned. injustice/unfairness is related to the equity theory which explained that individuals compare their efforts and work with others’, and then respond to eliminate injustice (kaur, aggrawal, and khaitan, 2014). fourth, other specific intentions related to the view in comparing ourselves to other employees of the same age but they have a higher level of positions. the causes of (2) organisational factors could be classified into five types. (2a) promotional opportunities are likely to be the primary cause of political behaviour which is stated by participant 3. participant 7 noted that political behaviour supports the career interests of employees. it is aligned with the study of luthans, hodgetts, and rosenkrantz(1988) which found international journal of human capital management, vol. 5 (1), june 2021 87 | p a g e that only 10% of successful high-performing managers get promoted in a relatively quick time. moreover, goltz (2003) also stated that managers who get promoted quickly spend more time doing politics in social relationships. (2b) inadequate performance appraisal system, the organisation implements individual performance indicators which is not sufficient to measure employee achievement. therefore, it encourages political behaviours. participant 5 confirmed that the performance is appraised solely by the director and immediate supervisors. thus, superiors will not notice their employees’ performance unless employees have a good communication skill. ferris and judge (1991) revealed that political behaviours influenced not only on promotion but also on personal decisions and actions such as performance appraisals. (2c) lack of recognition. participant 10 stated that “lack of recognition and reward, no one is paying attention to the work, no one is giving praise so it can drive them to be unproductive employees" (participant 10). (2d) unsuitable job positions, "wrong place for the right man. he has good ability but maybe less suitable in that place" (participant 4). (2e) the role of the leader is also important. participant 5 stated that some managers do not blend with their subordinates and it creates distance, and they do not know subordinates' performance. "my boss does not pay attention to our performance, it seems that i should have a trick, so he knows what i do, and he can give a higher mark into my performance appraisal report" (participant 5). another factor that causes political behaviour is organisational culture. it is divided into three types. (1) work culture, participant 1 stated "in organisations like this, if people do not engage in political behaviours, it is hard to move up. most of them still hold that principle" (participant 1). the phrase "organisation like this" refers to the culture that exists within the organisation. (2) the level of competition is quite high to encourage employees to conduct political behaviour. on the one hand, competition can encourage employees to perform their best, but if all employees produce the same performance, then a political approach is needed. "the environment is quite competitive, so he expects a big chance to get a promotion, so he did political behaviours" (participant 4). (3) the organisational expectation, participant 6 stated that the causes of conducting political behaviour are that employees have to adapt and make an improvement quickly. participant 5 stated, "the organisation has a high expectation. if we only work, it seems that we are not very appreciated. so we must have a trick to do with the work we do so that they can pay attention to our work" (participant 5). impacts of political behaviour there are various impacts of political behaviours on both individual and organisation. the effect on individuals is classified into intrapersonal and interpersonal. furthermore, there are three intrapersonal aspects of employees that could encourage them to take political behaviours. first, demotivation is defined as the decline of someone's motivation to do something. "some employees want to take a rest because they consider that although they work hard, they will get the same mark on the appraisal" (participant 2). second, stress will be felt by the 'victims' of the political behaviour. participants feel that avoidance of responsibilities could be wasteful, unkempt, and stressful for the lowest-level employees who received the jobs. participant 3 expressed his experience, "the boredom tolerance of people is different. sometimes, the boss does not want to read using the computer, all requested in print, and all jobs are given to the lowest staff. so it is tiring for the low-level employees" (participant 3). third, limited opportunities, participant 4 stated that superiors would build trust in employees who conduct political behaviours, but non political employees are not selected even though the employees have good performance. “the opportunity to gain information or trust from superiors is so little for non -political employees” (participant 4). participant 10 also stated that "as a result of stealing ideas, other employees who have the original idea do not dare to express their opinions again" (participant 10). moreover, interpersonal employees could result in inharmonious relationships among employees. this is one of the immediate impacts. participant 3 revealed, "it causes bad friendship, international journal of human capital management, vol. 5 (1), june 2021 88 | p a g e and affect work effectiveness" (participant 3). moreover, "an organisation needs good cooperation to achieve goals. if there are people who only focus on their interest, there could be quarrels and anger inside the organisation.” besides the impact on the individuals, political behaviours also have six impacts on the organisation. first, unfair working climate, participant 7 stated that he is reluctant to deal with people who engage in political behaviours. "sometimes i am unwilling to deal with a person who talks differently in front of me and behind me" (participant 7). second, decreasing employee performance, for instance, participants 3 expressed that employees who conduct a financial audit for three months should receive higher compensation because they deal with more difficult and complicated problems rather than others who audit only for two weeks. however, the current appraisals are based on the number of audits. third, high workloads for low-level employees, participant 3 stated that "political behaviour, especially the avoidance of responsibilities, will have an impact on the accumulated work of low-level employees" (participant 3). fourth, unable to maximise organisational performance, if individual performance is not maximal, the organisational performance could also decline. participant 5 illustrated "the potential achievement of the organisation is 110, but leaders cannot manage the job properly, it causes the condition falls to 90" (participant 5). fifth, efficiency and effectiveness are not achieved, the organisation has analysed employee workload on a job description for each position. therefore, when political behaviours occur, such as avoiding responsibility, the existing workload changed so that efficiency and effectiveness became unattainable. sixth, the organisation loses the big picture of problems; it is because the senior who has experience in auditing did not participate in providing direction to conduct the job. "they already know the way to finish the job. meanwhile, young employees still need guidance. if they apply such political culture, the organisation’s main goal cannot be achieved" (participant 3). solutions of political behaviour there are three ways to solve the negative political behaviours. first, setting the objective of performance assessment, the political behaviour of stealing the hearts of superiors is caused by a single appraisal system in this organisation, namely the performance appraisal by the director. it has a high degree of subjectivity. the assessment could be applied by those who are in the same, above, or below the level of the employees. second, distributing job assignments and controlling the implementation, "it is necessary to distribute the assignments following responsibility and authority, and those must be controlled and given feedbacks" (participant 9). third, improvement of existing policies, participant 8 stated that "clear, no multi-interpretation rules, appropriate rewards, and punishments are needed" (participant 8). internal auditors engage in political behaviours because existing human resource regulations have multiple interpretations, for instance; a rule explains that to get faster promotion opportunities employees have to attain a high category on performance appraisal, but it is not described in detail the criteria for each category. changing the culture could be a solution, which is divided into four ways. first, increasing the socialisation and internalisation of cultural values, participant 1 considered that “i believe in the values of this organisation, with all the regulations of this organisation". these values will be a control in political behaviours within the organisation. second, increasing the participation of employees to manage the assignments, "involving all auditors in the assignments, so there is an engagement to the job" (participant 9). third, leadership roles could be a solution to overcome deviant political behaviour. "ideally leaders focus on how to make good management so that all tasks are done smoothly. there should be tools which help the leaders to know whether subordinates has completed their tasks or not" (participant 5). also, participant 6 also stated that leaders are role models for their employees and are expected to provide examples. "the superiors should not just give orders, but if there is a problem, they should create win -win solutions" international journal of human capital management, vol. 5 (1), june 2021 89 | p a g e (participant 6). fourth, counselling or mentoring, participant 3 stated that there is a need for a facility to convey problems which happen in the workplace. the facilities or media are expected to enable employees to voice their complaints and to protect complaining employees. the findings confirm that political behaviours more likely result in adverse consequences thus the perspectives of robinson and bennett (1995) and robbins, judge, and millet (2013) can be accepted. moreover, vardi and weitz (2004) stated behaviour is considered as deviant if it inflicts damage or destructive and political behaviours if not managed wisely can be damaging. responding to this issue, syaebani and sobri (2011) found in their research that formulating good human resource system is necessary. the proper human resource system is defined as policies which consider fairness and justice as a basis for managing people. conclusion this research confirmed two types of political behaviour, namely defensive political behaviour and impressive management. the causes of political behaviour are individual employees and organisation. moreover, the political behaviours could impact intrapersonal auditors, interpersonal relationships, and organisation as a whole. lastly, this research indicates solutions to encounter the problems by improving the human resource system and organisational culture. political behaviours can be regarded as a deviant behaviour if it results in negative consequences aligned with vardi and weitz’s (2004) study. this research also showed that political behaviours are prevalent in the organisation where the study took place, and it proves spicer’s conclusion (1997) that political behaviours are inevitable in organisation dynamics. thus, management needs to respond to this issu e adequately through formulating human resource policies that can deliver fairness and justice, and communicate the policies to employees. these efforts should be taken since robbins, judge, and millet (2013) stated that political behaviours are the results of ambiguity, low trust, and unclear system in the organisation. the limitation of this research is unable to draw a rigour cause -effect relationship, for instance, the relationship between the antecedents of political behaviours and its manifestations. furthermore, this research is also less likely to identify the pattern of political behaviours based on specific criteria, such as position level and age. therefore, future research may conduct another approach that is different from qualitative research. references ashforth, b.e., & lee, r.t. 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(2004). misbehavior in organizations: theory, research, and management. new jersey: lawrence erlbaum associates, inc. williams, m., & dutton, j.e (1999). corrosive political climates: the heavy toll of negative political behavior in organization. in r.e. quinn, r.m. o’neill, and l. st. clair ed. the pressing problems of modern organizations: transforming the agenda for research and practice. pp. 3-30. new york: american management association. witt, l.a., andrews, m.c., and kacmar, k.m. (2000). the role of participation in decision making in the organizational politics—job satisfaction relationship. human relations,53, 341-358. international journal of human capital management, vol. 2 (2), december 2018 59 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 4, no. 1, june 2020, p 59-73 do transformational leadership, interpersonal communication, and career development have direct and indirect effect on diplomats’ organizational commitment at the ministry of foreign affairs republic of indonesia in jakarta? asrarudin universitas negeri jakarta email: asrarudin_im15s3@mahasiswa.unj.ac.id dedi purwana universitas negeri jakarta email: dpurwana@unj.ac.id r. madhakomala universitas negeri jakarta email: madhakomala@unj.ac.id abstract objective of this research is to determine direct and indirect effects of transformational leadership, interpersonal communication, and career development on the commitment of diplomats at the ministry of foreign affairs of the republic of indonesia in jakarta. the sample design used is probability sampling which provides equal opportunity for each element (member) of the population to be selected as a sample member. and the technique for determining the number of samples is proportionate stratified random sampling. this technique is used because the population is not homogeneous and proportionally distributed. the research design used is a quantitative approach with a total sample of 255 respondents. the data analysis tool used is structural equation modeling (sem) with warppls 5.0 software. this research reveals that transformational leadership has a positive and significant effect on interpersonal communication which indicates that the better transformational leadership, interpersonal communication will be more increased; transformational leadership has a positive and significant influence on career development which describes that the better transformational leadership, career development will get better; transformational leadership contributes positively and significantly to organizational commitment through career development which shows an increase in career development then transformation leadership will be better and have an impact on increasing organizational commitment; and interpersonal communication has a positive but not significant role on organizational commitment through career development which shows that good interpersonal communication has neither effect on career development nor impact on the commitment of diplomatic organizations in the ministry of foreign affairs of the republic of indonesia. keywords: transformational leadership, interpersonal communication, career development, organizational commitment received: 10 january 2020 ; accepted: 16 january 2020 ; publish; june 2020. http://journal.unj.ac.id/unj/index.php/ 60 | p a g e how to cite: asrarudin., purwana, d., & madhakomala, r. (2020). do transformational leadership, interpersonal communication, and career development have direct and indirect effect on diplomats’ organizational commitment at the ministry of foreign affairs republic of indonesia in jakarta?. international journal of human capital management, 4 (1), 59-73. https://doi.org/10.21009/ijhcm.04.01.05 introduction environment and organization have a reciprocal influence that can contribute to changes and sustainability. in this case, leaders or managers strive effectively and efficiently to be able to adjust organizational development with dynamic environmental changes, and at the same time leaders are also faced with the challenge of how to manage resources of the organization with several strategies and approaches, especially human resources in order to achieve the goals and the mission of the organization. indonesia has a very strategic position and role both in the regional region and internationally. this strategic position is an important asset in implementing diplomacy in international forums. this strategic asset can be utilized as much as possible for the national interest. the optimal use of the role of diplomacy in international relations is oriented towards achieving national interests. therefore, the role and leadership of indonesia in asean regional cooperation, in maintaining world peace, south-south cooperation, improving the quality of protection of indonesian citizens abroad, and promoting human rights and democracy is very crucial (strategic plan of the ministry of foreign affairs (renstra kemenlu 2015 2019; 13 ). some strategic efforts are taken to optimize the role and position of indonesia both in the regional or in international level, the ability and competence of leadership and human resources (diplomats) need to be continuously improved. therefore, the ministry of foreign affairs of the republic of indonesia has a serious commitment to improve competency based and transparent performance management. efforts to improve leadership competence and the quality of human resources (diplomats) cannot be separated from the development of information and communication technology. the mastery and use of information and communication technology can no longer be avoided in increasing the capacity of the role of diplomacy, as stated by the director general of information and public diplomacy at the regional conference on digital diplomacy (rcdd), 10 september 2019) that the ministry of foreign affairs is committed to increasing capacity in the utilization of digital technology for the implementation of diplomacy consistently and continuously. optimal use of digital technology in an effort to achieve digital diplomacy is improved sustainably. based on the above statements, the ministry of foreign affairs r.i actually the competencies and capabilities of human resources (diplomats) still need to be developed consistently to enhance the optimization of the active role of diplomacy. this is in line with the research findings conducted by fitriani and vido chandra panduwinata (2015-2018) that the ministry of foreign affairs r.i still suffers from lack of adequate human resources to deal with very complicated cases. this finding is reinforced by the swot analysis in the ministry of foreign affairs strategic plan (2015-2019: 21) as follows: (1) hr placement is not in accordance with the competency; (2) organization management system and good performance is not yet well-performed; (3) facilities and infrastructure is not yet supporting, especially it; and (4) inadequate internal regulation. based on the findings of preliminary research and various statements on leadership commitment, the competence and capability of human resources (diplomats) should be improved consistently and sustainably. developing human resources at the ministry of foreign affairs of the republic of indonesia is conducted through education and training. there are three (3) levels of education and training at the ministry of foreign affairs of the republic of indonesia: (1) junior diplomatic training course (sekdilu) for 8 months as the basic level of diplomatic and consular training aimed at forming professional and intelligent junior diplomats (diplomat pratama), possessing personality and laudable behavior, high morale to carry out diplomatic and consular duties; (2) mid-career diplomatic training course (sesdilu) for 4 months for an intermediate level diplomatic and consular training and training program aimed at forming https://doi.org/10.21009/ijhcm.04.01.05 61 | p a g e professional and intelligent mid-career diplomats (diplomat madya), possessing excellent personality and behavior, possessing analytical skills and more reliable diplomacy skills and leadership; (3) senior diplomatic training course (sesparlu) for 4 months is diplomatic and consular education and training at the main level whose aim is to establish senior diplomats (diplomat utama) who has personality and commendable behavior, a high fighting spirit, able to formulate programs and policies, proficient in diplomacy, has sharp analytical skills, able to formulate ideas or recommendations for solving national, regional and international problems, and has good leadership in carrying out political activities and foreign relations. efforts to strengthen hr must be carried out consistently and continuously in the efforts to achieve the vision and mission of the ministry of foreign affairs of the republic of indonesia as stated in the ministry of foreign affairs strategic plan (2015 2019; 23) as follows: vision: materializing diplomacy authority to strengthen national identity as a maritime nation for the benefit of the people. missions: 1. strengthening the role and leadership of indonesia as a maritime country in international cooperation to promote national interests; 2. strengthening the role of the ministry of foreign affairs as the executive of foreign relations with the support and active role of all national stakeholders; 3. realizing the capacity of the indonesian ministry of foreign affairs and qualified and accountable representatives (ministry of foreign affairs strategic plan 2015-2019; 52). the ministry of foreign affairs is committed to improving the quality of performance planning and performance alignment, improving performance indicators and determining performance targets, conducting periodically performance evaluations, implementing reward and punishment, and increasing hr capacity (ministry of foreign affairs strategic plan 2015-2019; 13). thus, human resources (diplomats) are the most strategic organizational resources as stated by soudabeh vatankhah, samira alirezaei, omid khosravizadeh, seyyed elmira mirbahaeddin, mahtab alikhani, mobarakeh alipanah (2017; 4979) that human resources are the most strategic organizational resources, has a significant role in producing organizational outcomes, both government and business organizations. as explained at the outset, one of indonesia's national interests is to protect the interests of indonesian citizens abroad through the optimal role of diplomacy. the services and protection of indonesian citizens abroad still require serious attention through indonesian diplomacy, as stated by the minister of foreign affairs of the republic of indonesia (jakarta, 2019) that the ministry of foreign affairs is committed to improving the service and protection system of indonesian citizens abroad. stated that indonesian government through ministry of foreign affairs must continue to improve public services and protection of indonesian citizens, and the challenges of the government in providing public services and protection of indonesian citizens abroad will be even greater. on another occasion the indonesian minister of foreign affairs (2015) suggested that indonesia's diplomacy and foreign policy must be able to provide protection and security for indonesian citizens and legal entities abroad. these two statements show that the presence of the indonesian government through the ministry of foreign affairs to provide services and protection for the interests of indonesian citizens abroad is still becoming national problem that requires serious commitment to be increased. the ministry of foreign affairs together with various indonesian representatives abroad has handled as many as 16,184 cases, of which 11,804 cases have been successfully resolved and 4,380 cases are still being completed (strategic plan of the ministry of foreign affairs in 2015 2019; 11). transforming human resources effectively and continuously should be strategic policies to improve organizational performance and competitiveness. in this context, psychological characteristics such as trust, recognition, mutual respect and attitude are very important elements for organizational growth and sustainability. for this reason, the type of leadership in managing the psychological characteristics of human resources in an organization principally can determine organizational change. transformation of human resource management concept indicating the strategic integration of the leadership model. in this reason, the management of the human element in the organization becomes more productive to improve organizational performance, both government organizations and public or government organizations. in this context, leaders in government organizations strive continuously to improve the quality of 62 | p a g e human resource management, innovating public services and efficiency that provides socioeconomic impacts for the advancement of a region, as dingxiang chen, xiaobao peng said as that government departments continue to improve the level of management and service innovation, not only conducive to efficient and smooth operation of the department, but also having an important impact on the economic and social development of the region as a whole. (2017;82). one of the leadership styles that is currently widely studied, debated and developed in various management literatures is the transformational leadership style. the concept of transformational leadership is a leadership theory that encompasses many aspects, developed by bass in 1990 and subsequently reviewed by avolio in 1999 and 2004 and further studied by antonakis. according to bass, transformational leaders are leaders who actively change the concept of individual or subordinate values in order to be able to think and behave not only for their own interests but also for the interests of groups and organizations (deepika dabke, 2016; 29). in addition to transformational leadership, another important factor related to human resource management is interpersonal communication skills. communication within an organization is an activity that determines the effectiveness of the achievement of organizational goals and values. sengupta, written by reeta raina and deborah britt roebuck (2016: 98), found that technological factors cause many changes in communication activities in organizations, but effective and sustainable communication at all levels of the organization never changes. thus, communication from the bottom up (upward communication), communication from the top down (downward communication) and lateral communication (lateral communication) has a very important role to increase the commitment and competitiveness of an organization, as stated botero & van dyne written by reeta raina and deborah brit roebuck (2016; 98) that continuous and ongoing communication from leaders, managers, and employees can help abating the uncertainty and concerns of the people affected. as described above, transformational leadership and interpersonal communication skills play an important role in achieving individual success in an organization, as well as career development. careers can be defined as patterns or sequences of the roles of a person's work. traditionally the word "career" is intended as someone who has a managerial position and professional role, but now the word "career" can be intended for everyone in the organization according to the work role. careers can also be conceptualized more broadly in terms of individual development in learning and work throughout his/her life. many writers/researches have given a very dramatic picture of career development. traditional careers in an organization are characterized by career development according to an organizational hierarchy that is managed based on career plans. according to derek torrington, laura hall, and stephen taylor (2005: 408) career development based on organizational hierarchy is actually no longer sufficient in today's digital era. the current organizational structure is flatter, more flexible, liquid and cost-effective to deal with an uncertain and unpredictable future. with such an organizational structure, the organization no longer provides long-term career development to build employee loyalty, commitment and performance. the long-term sustainability of an organization, whether government institution or business one is partly due to the strong commitment and consistency of employees towards achievement the organizational goals and values. organizational commitment has a very strategic role for productivity, efficiency and effectiveness of conducting work for the survival of the organization. employees' commitment to the organization can be loyalty, care, trust, and long-term consistent support for the achievement of the goals and values of the organization. organizational commitment, job satisfaction, customer satisfaction and product quality are intangible concepts that have an influence on organizational performance, as explained by kaplan and norton, as quoted by victoria miroshnik (2013: 28) that corporate performance should include both tangible and intangible concepts. tangible factors of cp are sales, production, profits, return to assets, return to investments, market share, and so forth. intangible factors of cp are job satisfaction, customer satisfaction, organizational commitment, product quality, and so forth. literature review 63 | p a g e 1. transformational leadership and interpersonal communication transformational leadership is a leader who has ability to internalize the cultural values of the organization to all people in the organization with the aim of establishing partnerships that provide mutual benefits in a consistent and sustainable manner. transformative leaders always provide motivation and inspiration and encourage their subordinates to directly or indirectly participate in the decision making process. sajeet pradhan and rabindra kumar pradhan (2015: 228) explained that transformational leadership (tl) is refreshingly different from all previous leadership theories in a way that it empowers or enables the followers. the leader engages with followers in a way where both the leader and the follower transcend to a higher level of motivation and morality. melvyn r. w. hamstra, nico w. van yperen, barbara wisse, and kai sassenberg (2014: 415) stated that transformational leaders exert influence on their followers by communicating an idealistic vision of the future. moreover, they recognize followers’ individual needs and abilities and stimulate their intellectual development; and torrington et al., (2005;308) defined transformational leadership, which focuses on the leader’s role at a strategic level, so there is a concentration on the one leader at the top of the organization. based on the concepts above, transformational leadership has a very important and strategic position in making fundamental changes and broad impacts for the government organizations or business ones. the success of transformative change is largely determined by the active role and consistency of the attitudes and behaviors of transformational leadership. transformational leadership is related to interpersonal communication as stated by sahin g., et al., (2016; 4) that the success and efficiency of work leaders are not only based on the nature or attitude they have, but the behavioral factors shown in their leadership have very important role. one of the important behaviors in leadership is communication skills, both communicating among leaders and leaders with subordinates. and also qader vazifeh damirch, gholamreza rahimi, and mir hosein seyyedi (2011: 121) suggest the relationship of transformational leadership with interpersonal communication. they explained that transformational leadership also involves offering support and encouragement to individual followers. in order to foster supportive relationships, transformational leaders keep lines of communication open so that followers feel free to share ideas and so that leaders can offer direct recognition of each follower’s unique contributions. 2. transformational leadership and career development leadership is the interaction of mutual effect between leaders and subordinates or subordinate and groups to create change in an effort to achieve individual and organizational goals. therefore, the concept of leadership in essence provides change for individuals and organizations through processes and interactions. the concept of leadership has evolved and many management experts researched about leadership and introducing various concepts of leadership, including transformational leadership. piccolo, colquitt, and yukl, quoted by xueli wang, lin ma, and mian zhang (2016: 26) suggested that transformational leadership provides constructive feedback, encourages subordinates to work harder and think creatively to solve problems that arise, and form commitments towards achieving organizational goals, values and strategies. mehmet sahin g and büşra k. (2016; 1) explain that leadership behavior (transformational leadership) influences career development. it is further explained that leadership,” definition and roles of the manager, managerial levels and skills, efficient leadership, reflections of leadership and leadership theories in terms of the current entities affect job satisfaction and organizational commitment directly. job satisfaction means that as long as individuals are happy and peaceful in their job, the positive feeling they have towards their job increases. transformational leadership can influence career development ( bass et al., 2006; 109). further, bass et all., state that there are three ways transformational leadership supports the career development of employees in an organization. first, transformational leadership shows itself as a role model to be emulated by subordinates. in this context, transformative leaders provide examples of good and productive attitudes and behaviors that are consistent and sustainable in accordance with organizational values. second, transformative leaders always provide motivation and inspiration to subordinates to achieve better performance, both soft performance, such as loyalty, discipline, commitment, satisfaction, cooperation and hard performance, such as achievement on target and productivity. third, organizational culture has a 64 | p a g e strategic role to support employee career developers. not only that, organizational culture also has a role in running and maintaining employee career paths. 3. transformational leadership and organizational commitment through career development productivity and transformation of human resources are an important concern for organizational leaders. for each effective change in an organization produces outputs and outcomes as a measure of performance. in this context, beliefs, incentives, social interactions and individual attitudes become essential elements. for this reason, leadership becomes a decisive role in changing and directing employee attitudes, ways of thinking, interactions and motivation. one model of leadership that emphasizes behavioral management is transformational leadership (transformed leadership or tl). gabbar ha, honarmand n. and abdelsalam aa (2014: 7) describe the role of transformational leadership that with the power of vision and personality, transformational leaders are able to inspire subordinates to change expectations, perceptions and work motivation to achieve common goals. the relationship between transformational leaders and subordinates is based on the 'take and give' relationship. personality and behavior of transformational leaders become 'role models' for subordinates, through this way change can be achieved. the opinion of ha et al., above can be explained further that transformational leadership has the role of establishing the relationship of leaders with subordinates through strengthening vision and personality. in this context, transformational leadership is able to inspire subordinates through a two-way communication process to change expectations, perceptions and motivations in the effort to achieve organizational goals and values. the relationship between leaders and subordinates is not based on transactional but rather on personality, character, role models and the ability to make changes through role model, the ability to convey the organization's vision and mission. therefore, the success of transformational leadership is consistent attitudes and behaviors that serve as role models for subordinates, and the main goal to be achieved is the interests of the group / team, organization or community. organizational commitment is an individual or employee bond with the organization on the basis of economic and non-economic motives. the relationship or bond of an individual with an organization with economic considerations means that the individual or employee does not want to leave his job because of consideration of salary / benefits received, long years of work, no other alternative work, and employment status. whereas the relationship or bond of an individual with an organization with non-economic considerations means that the individual or employee does not wish to leave his job because of mutual trust, recognition, mutual respect within the organization which creates the convenience of interacting and working. both economic and non-economic considerations gradually shape organizational commitment for over a long period. 4. interpersonal communication and organizational commitment through career development ole boe and torill holth (2017; 2) explain that communication is the main potential for leadership. leaders must respond effectively to managing employee emotions and influences in positive ways. leaders must be able to manage and explore the potentials of all human elements in the organization in an effort to achieve common goals. in this context, the leader must really understand the individual needs of all employees and adjust them to organizational goals in such a way to establish solidarity and strong commitment to the achievement of the goals and values of the organization. relationships between leaders and subordinates on moral and ethical basis, mutual trust and respect will create a passionate and effective work team which principally forms a positive work atmosphere. such a harmonious work environment indicates the leader is able to instill optimism through social interaction for the future progress of the organization, giving a positive influence on employee performance and organizational performance. bass and avolio quoted by ying ao (2016: 102) explain that transformational leadership is an effective leadership model because it is able to transform attitudes, beliefs and ethical and moral values to building employee motivation. it is elaborated that transformational leadership which includes the well-known four leadership aspects: idealized influence, inspirational motivation, intellectual stimulation and individualized consideration, is an effective and ideal 65 | p a g e leadership style since it emphasizes the process that leaders influence followers by transforming their attitudes, beliefs and values to facilitate their motivation. bass, b m. quoted by mahmoud kamal abouraia and saad mohammed othman (2017; 411) revealed that transformational leadership is related to organizational commitment mediated by job satisfaction. it is explained that a healthy relationship between leadership styles, values and standards at job satisfaction, motivation, performance and organizational commitment. there are numerous managerial techniques which might have an impact on staff members’ job satisfaction, and their organizational commitment however one must necessarily acknowledge thereby is transformational leadership. sabghatullah g (2018; 2) explains that establishing a strong and harmonious relationship between human elements in an organization is the main factor to achieve the goals and values of the organization. to be able to achieve these goals, the organization through the leadership of the organization must openly conduct day-to-day social interactions with subordinates. in this context, the leader also understands that not all subordinates have good communication skills, organizations are obliged to develop subordinate communication skills through training programs. the leader's social interaction with subordinates basically not only forms commitment and a stable work environment but also enhances overall organizational performance. torrington et al., (2014; 338) then explained that two-way communication that occurred in formal communication indicates employee commitment to the organization. research method 1. population and sample sugiyono (2009: 8) explains that quantitative research methods are research methods based on positivism philosophy, used to examine specific populations or samples, data collection using research instruments, quantitative / statistical data analysis with the aim of testing established hypotheses. for this reason, the method used in this study is a quantitative method. because this research examines the relationship between variables (causal relationships). in addition, this study also aims to test the hypothesis of a positive and significant relationship between variables. the sample design used in this study is sampling probability, which provides equal opportunities for each element (member) of the population to be selected as sample members. and the technique used to determine the number of samples is proportionate stratified random sampling (balanced representation technique). this balanced representation technique is used if the population has members / elements that are not homogeneous and proportionally distributed (sugyono, 2009; 82). with accessible population of 957 and an error rate of 5% (0.05), the sample size is 255 (sugyono, 2009; 87) 2. data collection techniques one method of data collection is by distributing questionnaires to predetermined respondents. moh. nazir (2009: 204) explains that the questionnaire with questions about opinions is a question to measure the "strength" of respondents' opinions about something ask or asses the attitude of respondents. for this reason, an analysis needs to be carried out to scoring and bring together the opinions and attitudes of the respondents. 3. data analysis method the causal relationship formulated in this study uses structural equation modelling to explain the relationship of variables. this study uses a partial least square (pls) analysis tool with warppls 5.0 software. 4. hypothesis testing analysis of the path coefficient is conducted by analyzing the significance of the size of regression weight. this analysis is done to show overall effect, direct and indirect effect of one variable with other variables (wati, 2018). the formulation of the hypothesis of the amount of regression weight is as follows: ho = β1 ≤ 0, indicates that there is no significant positive influence between the independent variables on the dependent variable 66 | p a g e ha = β1 1 > 0, indicates that there is a positive and significant influence between the independent variables on the dependent variable the decision accept or reject the proposed hypothesis is made with the following conditions: if tstatistics > ttable or pvalue < 0.05, the null hypothesis (ho) is rejected or ha is accepted, meaning that statistically there is an influence between the two variables. if tstatistics < ttable or pvalue > 0.05, the null hypothesis (ho) is accepted or ha is rejected, meaning that statistically there is no influence between the two variables. 4. structural equation model data analysis in this study uses a second order confirmatory based on the repeated indicator approach or commonly known as the hierarchical component model. based on the research variables, dimensions and research indicators, then uses structural equation model (sem) for data analysis purposes. the structural equation model is depicted in the following figure: based on the structural model, it can be explained that transformational leadership variable is measured with 6 dimensions, namely the ability to set an example, encourage diplomats to think creatively, receive input from subordinates, inspire subordinates, the ability to motivate subordinates, and the ability to build diplomatic commitments that are operationalized with 33 question items (indicators); interpersonal communication variable is measured in 3 dimensions, namely communication between diplomats, communication between leaders and subordinates, communication between leaders which is operationalized with 37 questions (indicators); career development variable is measured with 5 dimensions, namely knowledge, skills, abilities, attitudes and experiences that are operationalized with 26 questions (indicators); organizational commitment variable is measured with 8 dimensions, namely organizational value, trust, loyalty, career path, salary, employment status, job satisfaction and integrity that are operationalized with 35 questions (indicators). thus, this study consists of 4 variables; 22 dimensions and 121 questions (indicators). result and discussion 67 | p a g e this part are the result and findings based on the information and data found during this research conducted and analyzed using partial least square (pls) analysis tool with warppls 5.0 software. 1. respondent profiles following is the profile of 225 respondents: based on the criteria of respondents used as research subjects according to sex can be seen in the following table: diplomatic rank sex total % men % women % attache 19 59,37 13 40,63 32 100 secretary iii 21 67,74 10 32,26 31 100 secretary ii 48 63,16 28 36,84 76 100 secretary i 19 61,30 12 38,70 31 100 counsellor 29 65,91 15 34,09 44 100 minister consellor 17 60,71 11 39,29 28 100 minister 8 61,54 5 38,46 13 100 total 161 63,14 94 36,86 255 100 source: data anlyzed, 2019 for the criteria of respondents used as research subjects according to educational level can be seen in the following table: diplomatic rank educational level total % s-1 % s-2 % s-3 % attache 32 0 0 0 0 0 32 100 secretary iii 31 0 0 0 0 0 31 100 secretary ii 70 92,11 6 7,89 0 0 76 100 secretary i 27 87,09 4 12,91 0 0 31 100 counsellor 9 20,45 33 75 2 4,55 44 100 minister consellor 7 25 18 64,29 3 10,71 28 100 minister 0 0 13 0 0 0 13 100 total 176 69,02 74 29,02 5 1,96 255 2. measurement model (outer model) outer evaluation of model indicators in this study is conducted through two stages, namely evaluation on the first order construct, that is the construct formed by the indicators and evaluation on the second order construct, that is the construct formed by first order construct which is to be its dimension. following is the picture of the first order: first order construct 68 | p a g e the second step, creating a new model consisting of exogenous and endogenous variables. exogenous and endogenous variables in this study are second order constructs consisting of transformational leadership, interpersonal communication, career development, and organizational commitment that have indicators in the form of first order constructs that have been calculated in the null model. second order construct hypothesis testing results the following is the research path diagram output: cd oc ic β=0,889 p < 0,1 β=0,004 (p<0,1) β=0,205 (p<0,1) tl h1 h2 h3 69 | p a g e p-value of the pls warp output is used to test the relationship between variables (hypothesis testing), the. the following is the table that gives the results of influence between constructs (variables): hypothesis construct koef. path p value notes h1 effect of tl on ic 0.889 <0.001 significant*** h2 effect of tl on cd 0.35 <0.001 significant *** h3 effect of tl on oc through cd 0.205 <0.001 significant *** h4 effect of ic on oc through cd 0.004 0.46 not significant h1: transformational leadership has a positive and significant effect on interpersonal communication based on hypothesis testing reveals that the path parameter coefficient of the influence of transformational leadership (x1) on interpersonal communication (x2) is 0.889 at the significance level α = 0,000 <0.05, indicating that there is a significant positive influence between transformational leadership (x1) ) towards interpersonal communication (x2). this finding indicates that the better transformational leadership in hierarchical level then interpersonal communication of diplomats at the ministry of foreign affairs republic of indonesia will get more increased. some research results regarding the relationship of transformational leadership to interpersonal communication that support the results of this study, among others are conducted by qader vazifeh damirch, gholamreza rahimi and, mir hosein seyyedi (2011: 125) in which their research results reveal that transformational leadership influences innovative behavior and innovative climate. in this context, innovative behavior is defined as the ability of transformative leaders to motivate and change the mindset of employees or subordinates through effective communication processes for organizational sustainability, while innovative climate is the ability of transformative leaders to create a conducive work environment to be able to present an interactive and harmonious working relationship in an organization. the effort to create a harmonious work environment through leaders' interpersonal communication skills. another research result conducted by patrick adigwe and ephraim okoro (2016: 1) with the research title "human communication and effective interpersonal relationships: an analysis of client counseling and emotional stability." their finding showed that interpersonal communication was significantly positively related to personal satisfaction , emotional stability, effectiveness of interactions and organizational commitment. it was explained that selfsatisfaction is the reception of messages in accordance with self-worth or self-concept (selfconcept); emotional stability is the balance of the heart and mind (heart and mind) in response to receiving messages; while the effectiveness of the interaction is the sender and recipient of information has the same view or meaning of a concept or message so that there is mutual understanding between the two (the sender and receiver of the message). reeta raina and deborah britt roebuck (2016: 1) also examined the relationship of effective communication to job satisfaction and organizational commitment. the results of his research revealed that effective communication has a positive and significant influence on job satisfaction and organizational commitment. it was explained that the leader must be able to create a conducive environment by conveying clear messages, precise instructions and on time. then george bucăţa and alexandru marius rizescu (2016; 57-58) conducted a literature review on the relationship between leaders and communication where their research results showed that the communication process in an essential media company in the management system. communication as management functions as a facilitator of relationships h4 70 | p a g e between people to form a conducive internal work environment. thus managers or communication skills are the priorities of leaders or managers, communication is a fundamental skill to achieve the desired goals of the organization. h2: transformational leadership has a positive and significant effect on career development based on the hypothesis testing above reveals that the path parameter coefficient from the influence of transformational leadership (x1) on career development (x3) is 0.35 at a significance level of α = 0,000 <0.05, indicating that there is a significant positive influence between transformational leadership (x1) towards career development (x3). this finding indicates that the better transformational leadership in hierarchical level can give positive contribution to career development of diplomats in the ministry of foreign affairs republic of indonesia. this research finding is supported by the theory put forward by bass et al., (2006; 142) that there are three ways transformational leadership supports employee career development in an organization. first, transformational leadership which can show itself as a role model to be emulated by subordinates. in this context, transformative leaders provide examples of good attitude and behavior in accordance with organizational values. second, transformative leaders always provide motivation and inspiration to subordinates to achieve better performance, both soft performance, such as loyalty, discipline, commitment, satisfaction, cooperation and hard performance, such as achievement on target and productivity. third, organizational culture has a strategic role to support employee career development. in addition, organizational culture also has a role in running and maintaining employee career paths. hussein n. ismail mayssa rishani's research result (2018; 111) also shows that transformative leaders can influence career development of employees. it was explained that in addition to being a leader as a role model, motivation and organizational culture, a performance evaluation system (pas) can also influence career development as explained by an organization that has a clear career path will increase employee creativity and simultaneously performance assessment systems have an impact on employee career development. employees who are satisfied with the performance appraisal system (e.g. due to the existence of honesty, fairness and support for performance) can cause positive impressions of employees towards career development. research finding conducted by mehmet sahin g and büşra k. (2016: 1) also reveals that leadership behavior (transformational leadership) influences career development. it is further explained that, managerial levels and skills, efficient leadership, reflections of leadership and leadership theories in terms of the current entities affect job satisfaction and organizational commitment directly. job satisfaction means that as long as individuals are happy and peaceful in their job, the positive feeling they have towards their job increases. h3: transformational leadership has a positive and significant effect on organizational commitment through career development pathway coefficient for the influence of transformational leadership (x1) on organizational commitment (y) through career development (x3) is 0.205 at the significance level α = 0.000 <0.05, indicating that there is a significant positive influence between transformational leadership (x1) on commitment organization (y) through career development (x3). this finding indicates that the better transformational leadership in hierarchical level can influence career development and have an impact on increasing organizational commitment of diplomats in the ministry of foreign affairs republic of indonesia. the finding of this study is supported by several relevant studies, including research conducted by chun-fang chiang and yi-ying wang (2012: 9). their research result indicates that transformational leadership has a significant positive effect on continuance commitment mediated by cognitive trust (cognitive trust). in the conclusion explained that transformative leadership has an important role to form cognitive trust in employees. furthermore, according to podsakoff et al. quoted by chun-fang chiang and yi-ying wang (2012: 1) that transformational leadership is able to shape employees' trust in their leaders. therefore, trust is the mediating variable between transformational leadership and organizational citizenship behavior. 71 | p a g e transformational leadership is a conscious process that influences individuals or groups with the aim of creating sustainable organizational change. transformational leadership transforms organizations through strengthening others by providing role-model (exemplary). transformational leadership unites belief (trust) and form positive feelings, has a value and a strong effort to achieve the desired goals. in addition, transformational leadership encourages others to resolve problems from new perspective, provides support and courage, conveys a clear vision. h4: effect of interpersonal communication on organizational commitment through career development pathway coefficient for the influence of interpersonal communication (x2) on organizational commitment (y) through career development (x3) is 0.004 at the significance level α = 0.46> 0.05, indicating that there is a positive but not significant effect between interpersonal communication (x2) towards organizational commitment (y) through career development (x3). this path parameter values indicates that good interpersonal communication neither affect career development nor has an impact on the organizational commitment of diplomats at the ministry of foreign affairs of the republic of indonesia. conclusion and recommendation conclusion 1.transformational leadership has a positive and significant effect on interpersonal communication which shows that the better transformational leadership in all levels, then interpersonal communication of diplomats will get more increased in the ministry of foreign affairs of the republic of indonesia. 2. transformational leadership has a positive and significant influence on career development which indicates that the better the transformational leadership in all levels can provide positive effect on career development of diplomats in the ministry of foreign affairs of the republic of indonesia. 3. transformational leadership has a positive and significant effect on organizational commitment through career development which reveals that the better transformational leadership in all levels can influence career development and give impact on organizational commitment of diplomats at the ministry of foreign affairs of the republic of indonesia. 4. interpersonal communication has a positive effect on career development but does not have impact on the organizational commitment of diplomats at the ministry of foreign affairs of the republic of indonesia. recommendation 1. the transformational leadership model at all levels needs to be continuously developed and implemented because it has a positive effect on interpersonal communication, career development and the organizational commitment of diplomats at the ministry of foreign affairs of the republic of indonesia. 2. interpersonal communication still needs to be developed in such a way to have a positive influence on the organizational commitment of diplomats to the ministry of foreign affairs of the republic of indonesia. references 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(2016). the impact of cross-cultural communication on foreign managers’ leadership style in china-based international organization. open journal of social sciences. http://dx.doi.org/10.4236/jss.2016.49010 international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 5 (1), june 2021 120 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 5, no. 1, june 2021, p 121-131 human resource planning study in hot strip mill 2 (hsm#2) factory at pt. krakatau steel, tbk dibyantoro untirta postgraduate management masters program students email: dibyantoro02@gmail.com abdul chatim pramono untirta postgraduate management masters program students e-mail: chatim.pramono@gmail.com asep rahmatullah untirta postgraduate management masters program students email: aseprahmatulloh67@gmail.com ranthy pancasasti lecturer of the postgraduate management masters study program untirta email: ranthyipb@gmail.com abstract the purpose of this study was to analyze the human resource planning process at the hot strip mill 2 (hsm#2) factory at pt. krakatau steel, tbk from before it was established until the first commercial operation (first coil). the existence of human resource planning is very important forfactory new, so that human resources will be obtained in quantity and quality in accordance with the needs to support effectiveness and efficiency in order to achieve the vision and mission set by the company. hsm#2 factory isproduction work unitpt. krakatau steel, tbk which started operating for the first time (first coil) on may 17, 2021. the research method is qualitative descriptive using a phenomenological approach that will reveal the experiences of leaders and the human resource planning department related to the hsm#2 factory. the number of informants is7 people consisting of2 persons the manager who makes the mapping of human resource needs, and5 staff person directly involved in human resource planning at the hsm#2 plant. data were collected beforehand by using interview techniques, document studies, and field observations. data were analyzed using swot matrix analysis by considering strengths, weaknesses, opportunities, and threats. the results of the study indicate that at the time of planning human resources, the procurement of employees is divided into two, namely those from internal for supervisory, superintendent, and manager positions and those frommix of internal and external for officer, foreman, and supervisor positions. keywords: human resource planning, hsm#2, phenomenology, swot. received: 9 june 2021 ; accepted: 23 june 2021 ; publish; july 2021. how to cite: dibyantoro, d., et.al. (2021). human resource planning study in hot strip mill 2 (hsm#2) factory at pt. krakatau steel, tbk. international journal of human capital management, 5 (1), 121-131. https://doi.org/10.21009/ijhcm.05.01.11 http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 5 (1), june 2021 121 | p a g e introduction human resources play a very important role in the world economy. human resources remain at the center of global economic policy today (donald gillies, 2015). all the resources that exist or are owned by a company, human resources are the most important and so influential. the overall potential possessed by human resources is so decisive for the organization's efforts to achieve goals (husaini, 2017). human resource planning is one of the important parts in human resource management itself. human resource planning will guarantee the availability of human resources needed by a company both now and in the future so that the vision and mission that have been set can be achieved. success in human resource planning will be determined by the suitability of choosing a strategy in designing the empowerment of the company's human resources and estimating future needs in accordance with the dynamics of the company's business growth and development. human resource planning will be carried out properly and correctly if the planner knows what and how human resources are (hasibuan, 2017).human resource planning is very essential for the organization, which is an activity that precedes other human resource management activities. organizational success is determined by effective human resource planning (abdul rasul, 2017). the hot strip mill 2 (hsm#2) factory began construction in august 2016 with a consortium of sms group (germany) and pt. krakatau engineering, operated commercially for the first time (first coil) on may 17, 2021. the construction of the second factory cost an investment of us$ 521 million with a target to increase the number of hot rolled coil (hrc) production by 1.5 million tons per year. (www.beritasatu.com/economy/775331/krakatau-steelmulai-operkan-pabrik-hsm-2). the products produced are sheet steel for automotive, steel pipes, re-rolling, and construction. product sizes range from 600 – 1,650 mm wide and 1.2 – 16 mm thick. the hsm#2 factory was built on an area of 48 hectares in an industrial area owned by a subsidiary of pt. krakatau steel, tbk, namely pt. krakatau industrial estate cilegon. the construction of hsm#2 will increase pt. krakatau steel, tbk reaches 3.9 million tons per year.the production of the hsm#2 factory will be used by one of the divisions of pt. krakatau steel, tbk which makes sheet steel, namely cold rolling mill (crm) (https://www.ap3i.or.id/). the fulfillment of human resource needs can be met through promotions within the internal environment as well as the recruitment of new employees. the obstacles that will be faced in the procurement of employees from internal sources are:the possibility of a mismatch of background, can cause social jealousy, limited qualifications according to the latest needs. while from the external ispotential employees will bring a bad culture, employee performance does not match expectations, and experience in specific work areas is sometimes difficult. the threat that will be faced in recruiting employees from internal sources is that there is no change in work culture, work patterns still tend to be the same as before, and have the potential to cause increased compensation.while from the external ispotential employees will bring a bad culture, employee performance is not in line with expectations, and demands for compensation that are greater than the company's basis.for that it is neededvery mature human resource planning at the beginning of development, operational preparation, and operations so that it is expected that when operating normally the need for all human resources can be met both in quantity and quality. this research tries to reveal the human resource planning process in hsm#2 factory. how big is the company's ability to use its advantages and overcome obstacles from the internal environment, take advantage of opportunities and prevent threats from the external environment as one of the foundations in achieving the vision and mission that will be achieved in the future by the company related to human resource planning. http://www.beritasatu.com/ekonomi/775331/krakatau-steel-mulai-operasikan-pabrik-hsm-2 http://www.beritasatu.com/ekonomi/775331/krakatau-steel-mulai-operasikan-pabrik-hsm-2 https://www.ap3i.or.id/ international journal of human capital management, vol. 5 (1), june 2021 122 | p a g e literature review human resource planning mondy and noe (in suwatno, 2018:45) argue that human resource planning is a process that systematically examines the state of human resources to ensure that the quantity and quality with the right skills will be available when they are needed. arthur w. sherman and george w. bohlander (in nawawi, 2017:43) define human resource planning as the process of anticipating and making provisions/requirements to regulate the flow of labor movement into (new workers), within (promotions, transfers). , and demotion), and leaving (retiring, quitting, and being laid off) within an organization/company. george steiner (in suwatno, 2017: 44) provides a definition of human resource planning is a series of forecasts (estimates) the need or demand for future workforce in an organization/company, which includes the utilization of existing human resources and the procurement of new workers needed. suwatno (2017: 44) states that human resource planning is the process of establishing a strategy to acquire, utilize, develop, and maintain human resources in accordance with the current needs of the organization/company and its development in the future. meanwhile, hasibuan (2017) defines human resource planning as planning the workforce to suit the company's needs as well as being effective and efficient in helping the realization of goals. which includes the utilization of existing human resources and the procurement of new workers needed. suwatno (2017: 44) states that human resource planning is the process of establishing a strategy to acquire, utilize, develop, and maintain human resources in accordance with the current needs of the organization/company and its development in the future. meanwhile, hasibuan (2017) defines human resource planning as planning the workforce to suit the company's needs as well as being effective and efficient in helping the realization of goals. which includes the utilization of existing human resources and the procurement of new workers needed. suwatno (2017: 44) states that human resource planning is the process of establishing a strategy to acquire, utilize, develop, and maintain human resources in accordance with the current needs of the organization/company and its development in the future. meanwhile, hasibuan (2017) defines human resource planning as planning the workforce to suit the company's needs as well as being effective and efficient in helping the realization of goals. and maintain human resources in accordance with the needs of the organization/company now and its development in the future. meanwhile, hasibuan (2017) defines human resource planning as planning the workforce to suit the company's needs as well as being effective and efficient in helping the realization of goals. and maintain human resources in accordance with the needs of the organization/company now and its development in the future. meanwhile, hasibuan (2017) defines human resource planning as planning the workforce to suit the company's needs as well as being effective and efficient in helping the realization of goals. to design and develop effective human resource planning, mancini (in suwatno, 2018:45) states that there are three types of planning that are interrelated and constitute a single unified planning system, namely: a). strategic planning has the aim of maintaining the continuity of the organization in a competitive environment. b). operational planning has the aim of showing the demand for human resources. c). human resource planning it is used to predict the quantity and quality of human resource needs in the short and long term that combines development programs and human resource policies. international journal of human capital management, vol. 5 (1), june 2021 123 | p a g e human resource planning indicators hasibuan (2017: 256-259) states that the indicators of the human resource management function are implemented properly and appropriately, it is necessary to plan beforehand which includes: 1. organizational planning organization as a tool and a place for people to work together, be integrated, coordinated, effective, and harmonious needs to be planned in advance. 2. procurement planning the procurement of human resources must be planned properly and correctly so that the quality and quantity of resources are in accordance with the company's needs. 3. development planning human resource development must be planned properly so that development can increase the productivity of current and future employees. 4. compensation planning compensation (compensation) of human resources needs to be well planned, in order to encourage employee morale. swot analysis definition of swot rangkuti (2018:20) states that swot stands for the internal environment of strengths and weaknesses as well as the external environment of opportunities and threats faced by the business world. swot analysis compares the external factors opportunities (opportunities) and threats (threats) with internal factors strengths (strengths), and weaknesses (weaknesses). nur'aini (2016:8) states that swot analysis is an instrument for identifying various factors that are systematically formed that are used to formulate company strategy. according to fahmi in ismaya (2017:14) the abbreviation of swot is strength (strengths), weaknesses (weaknesses), opportunities (opportunities), and threats (threats). where swot is used as a model in analyzing a profit-oriented and non-profit organization with the main objective of knowing the state of the organization more comprehensively. erwin suryatama (in cahyono, 2016:130) states that swot analysis is a strategic planning method used to evaluate strengths or strengths, weaknesses or weaknesses, opportunities or opportunities, and threats or threats in a project or business speculation and can be applied by analyzing and sort out the things that affect the four factors. benefits of swot analysis suryatama (in bilunng, 2016:119) suggests that the benefits that can be obtained from a swot analysis include the following: a. as a guide for the company to formulate various strategic policies related to plans and implementation in the future. b. become a form of material for evaluating strategic policies and planning systems of a company. c. provide challenge ideas for company management. d. provide information about the condition of the company. factors that affect swot according to purwanto (in rusmawati, 2017:919) to analyze more deeply about swot, it is necessary to look at external and internal factors as an important part of swot analysis, namely: a. external factors these external factors affect the formation of opportunities and threats (o and t). where this factor is related to the conditions that occur outside the company that affect the company's international journal of human capital management, vol. 5 (1), june 2021 124 | p a g e decision making. these factors include the industrial environment and the macro business environment, economy, politics, law, technology, population, and socio-culture. b. internal factors these internal factors affect the formation of strengths and weaknesses (s and w). where this factor is related to the conditions that occur in the company that affect the company's decision making. these internal factors include all kinds of functional management: marketing, finance, operations, human resources, research and development, management information systems and corporate culture. research method the research was conducted in may-june 2021 at a new factory, namely the hsm#2 factory which was established on august 22, 2016 and only started its first commercial operation (first coil) on may 17, 2021. human resource planning at the hsm#2 plant is considered important to be researched because it is a project of pt. krakatau steel, tbk in an effort to diversify and to face the increasingly fierce competition in the steel industry, so that good human resource planning is needed in terms of quantity and quality to support the company's operations. this study uses a qualitative method with a phenomenological approach which is expected to be able to explain the experience of employees involved in human resource planning at the hsm#2 factory in planning and realizing the plan until the factory can operate. creswell (2017: 18) states that phenomenological research is a research design that comes from philosophy and psychology in which researchers describe the experience of human life about a particular phenomenon as described by participants. this description culminates in the essence of the experiences of several individuals who have experienced all of these phenomena. this design has a strong philosophical foundation and involves conducting interviews (giorgi, 2009; moustakas, 1994). the informants in this study were 7 employees of the human capital division who were willing to be interviewed, consisting of 2 managers and 5 staff employees who were intensively involved in human resource planning at the hsm#2 factory. there are 2 leaders who are directly involved in the vision bias and 5 others play a role in triangulating the data that has been submitted by the head of the human capital division. data collection was carried out by structured interviews according to the prepared research protocol. this is intended to facilitate the interview process. in addition, field studies, documentation studies, and focus group discussions (fgd) were also conducted, then the data were analyzed using content analysis, descriptive analysis, and swot matrix analysis. the data was transcribed and classified (coding) in advance according to the focus of the study by referring to the research protocol. results and discussion 1. human resource planning with company vision and mission based on the results of the following interviews, the vision and mission of the company pt. krakatau steel, tbk. vision “an integrated steel company with competitive advantages to grow and develop sustainably to become the world's leading company”. international journal of human capital management, vol. 5 (1), june 2021 125 | p a g e mission "providing quality steel products and related services for the prosperity of the nation". as for human capital pt. krakatau steel, tbk has the following vision and mission. vision “to become a center of talent development and knowledge management to generate a competitive advantage for the company”. mission "producing excellent human capital and work system for the achievement of stakeholder satisfaction". 2. human resource needs analysis human resource planning for the hsm#2 factory from the results of interviews was carried out in several stages as follows: 1. conduct job analysis related to workload, number of employees, and employee qualifications that must be met for a predetermined section. 2. benchmarkwith factories similar to hsm#2 such as several joint venture companies, pt. krakatau steel, tbk, namely pt. krakatau posco, pt. krakatau nippon steel sumitomo (knss), and pt. krakatau osaka steel (kos). 3. by performing steps (1) and (2) above, it can be concluded that the human resource requirements for the hsm#2 factory are as follows: table 1. human resource requirements of hsm#2 factory no position level needs 1 manager b 2 2 superintendent c 9 3 supervisor d 26 4 foreman e 45 5 officer f 112 194 source: company internal data processed for research 3. human resource procurement analysis after determining the need for human resources at the hsm#2 factory, the next step is to plan in procuring the availability of these human resources. based on the results of the interview, there are several categories in the procurement of human resources for the hsm#2 factory: 1. promotion hasibuan (2017:108) states that promotion is a move that increases the authority and responsibility of employees to higher positions within an organization so that their obligations, rights, status, and income are greater. promotions to fulfill positions are carried out for foreman, supervisor, superintendent, and manager positions. 2. mutation hasibuan (2017:102) provides a definition of mutation as a change in position/position/place of work carried out both horizontally and vertically (promotion/demotion) within an organization. basically, mutations are included in the employee development function, because the goal is to increase work efficiency and effectiveness within the company. transfers are made to the positions of supervisor, superintendent, and manager. international journal of human capital management, vol. 5 (1), june 2021 126 | p a g e 3. recruitment kasmir (2017:93) states that recruitment is an activity to attract a number of applicants to be interested and apply to companies according to the desired qualifications. recruitment is carried out for officer, foreman, and supervisor positions. table 2. breakdown of human resource requirements level organization 1 2 0 grand total b 1 1 c 3 1 4 d 3 10 1 14 e 25 11 36 f 58 26 3 87 grand total 90 40 5 142 *) 1=existing workforce, 2=recruitment workforce source: company internal data processed for research table 3. details of procurement of human resource requirements no position level needs existing deficiency information 1 manager b 2 1 1 mutation/promotion 2 superintendent c 9 6 3 mutation/promotion 3 supervisor d 26 10 16 recruitment 4 foreman e 45 17 28 recruitment 5 officer f 112 25 87 recruitment 194 59 135 source: company internal data processed for research from table 3 above, it can be seen that there are 59 employees who can be obtained from existing companies, namely pt. krakatau steel, tbk while 135 people can be done by recruitment, promotion, and mutation. 4. human resources procurement swot analysis from the results of interviews with representatives of human resource planning for the hsm#2 factory, it can be seen that the strengths and weaknesses as well as the potential and threats for the procurement of employees from internal and external sources are as follows: a. internal procurement hariandja (2015:109) states that internal procurement is a recruitment process that utilizes internal sources (pre-existing employees) to be transferred to fill vacancies. the following is a swot analysis of human resource planning using the internal procurement method for the procurement of hsm#2 factory employees: international journal of human capital management, vol. 5 (1), june 2021 127 | p a g e table 4. strength (s) and weakness (w) no strenght(s) weakness (w) 1. employees have work experience in accordance with the field of work in a steel factory. there is a possibility of a background mismatch. 2. high level of employee engagement. can cause social jealousy. 3 can be considered from the performance of previous employees. limited qualifications to suit the latest needs. source: processed data for research table 5. opportunity (o) and threat (t) no opportunity (o) threat (t) 1. encouraging healthy work competition among employees. no change in work culture 2. save on employee procurement costs. the work pattern still tends to be the same as before. 3 provide opportunities for employees to develop. potential to cause increased compensation. source: processed data for research table 6. strategy (so) and (wo) no strategy (so) strategy (wo) 1. appropriate work experience and to create a healthy job competition form the basis for the recruitment of internal employees. the potential for social jealousy and to encourage job competition and save on employee procurement costs are the basis for internal procurement. source: processed data for research table 7. strategy (st) and (wt) no strategy (st) strategy (wt) 1. appropriate work experience and potential for no change in work culture will be anticipated with the adoption of a new work culture any background discrepancy and a tendency for no change in work will be anticipated by external procurement. source: processed data for research from table 6. above, it can be seen that the so strategy that can be carried out is with employee experience in the steel industry and still has a correlation with the hsm#2 factory and also to encourage employee competence, it can be the basic capital in determining internal employee procurement policies . the wo strategy that can be done is with the potential for social jealousy and to encourage job competition and save on procurement costs as the basis for internal procurement. implementation of a new, better corporate culture . b. external procurement hariandja (2015: 109) states that external procurement is a recruitment process by opening up opportunities for external parties (general public) to apply for job vacancies available in the company. international journal of human capital management, vol. 5 (1), june 2021 128 | p a g e the following is a swot analysis of human resource planning with the external procurement method for the procurement of hsm#2 factory employees: table 8. strength (s) and weakness (w) no strenght(s) weakness (w) 1. there are many choices of applicants. it takes more time and stages. 2. the potential for a new and better work pattern. requires costs in the procurement process. 3 reliable employees are possible. experience in a specific work area is sometimes difficult. table 9. opportunity (o) and threat (t) no opportunity (o) threat (t) 1. qualification of employees in accordance with the requirements set. employees have the potential to bring a bad culture. 2. acquire employees with reliable competencies employee performance is not in line with expectations. 3 acquire employees from competing companies. compensation requests that are greater than the company's basis. source: processed data for research table 10. strategy (so) and (wo) no strategy (so) strategy (wo) 1. there are many choices of applicants and the presence of potential employees with competencies above the requirements are the basis for external procurement the higher time and costs and the potential of employees with higher competencies become the basic capital in certain positions. source: processed data for research table 11. strategy (st) and (wt) no strategy (st) strategy (wt) 1. there are many choices of applicants and the potential for employees with performance that does not meet expectations can be anticipated with a probationary period. the higher time and cost and the lower competency potential of employees become the basic capital in internal procurement. source: processed data for research from table 10 above, it can be seen that the so strategy that can be carried out is that by having many choices of potential employees and potential employees who have competence above qualifications, it can be the basic capital in determining external employee procurement policies. the wo strategy that can be carried out is with higher costs and potential employees who have the potential to become the basis for external procurement. from table 11. st strategy that can be done is by having many choices of potential employees and employee performance that does not meet expectations can be anticipated with a probationary period. wt strategy that can be done is international journal of human capital management, vol. 5 (1), june 2021 129 | p a g e with high procurement costs and employee performance is not in accordance with the anticipated procurement of employees from within. 5. human resource development andrew f. sikula (in hasibuan, 2017:70) suggests that human resource development is a long-term educational process using a systematic and organizational procedure with managers, learning conceptual and theoretical knowledge. for various levels of positions at the hsm#2 factory, the following is a description of human resource development: table 11. employee resource development plan no position level core 1 manager b business process smks corporate culture pkb mgr set manager production and maintenance competence 2 superintendent c mgr set jr. manager 3 supervisor d mgr set supervisor 4 foreman e mgr set foreman 5 officer f operator certificate source: processed data for research 6. human resource planning indicators the indicators in human resource planning at the hsm#2 plant can be stated as follows: 1. organization human resource planning for the hsm#2 plant was carried out in three stages, the first stage was the 47-person phase-1 construction team, the second stage was the second-stage development team of two stage-1 teams, and the third stage was the 142-person operation preparation team. person. 2. procurement human resource planning for the hsm#2 factory is carried out with two sources, namely external for the position of officers with vocational/high school education qualifications, foreman with d3 educational qualifications, supervisors with undergraduate education qualifications. while internal for superintendent and manager positions by using mutation and promotion paths. 3. development human resource development is adjusted to the position and also the existing competency gap so that it is right on target. where development is getting upwards, it has a tendency to be managerial 4. compensation the compensation factor is adjusted to the position and grade of the employee's position by fulfilling the basic salary components, allowances which include: transportation allowances, pension benefits, health benefits, premiums, incentives, bonuses, as well as development which includes training, training, and motivation. international journal of human capital management, vol. 5 (1), june 2021 130 | p a g e conclusion and recommendation the results of this study explain that human resource planning at the hcm#2 plant is carried out very well by maximizing the advantages and opportunities that exist both internally and externally and minimizing existing obstacles and threats both from internal and external. where for the initial conditions utilize the human resources available in the existing company pt. krakatau steel, tbk, then conducted an analysis of human resource planning from outside for officers, foreman, and supervisor positions. as for the positions of supervisor, superintendent and manager from internal sources, which is described in the swot analysis. human resource planning hsm#2 is equipped with clear indicators of achievement of human resource planning, namely (1) organization, (2) procurement, (3) development, and (4) compensation which is carried out in a well-planned and well-planned manner. to be able to achieve the human resources needed in the present and in the future, the company has carried out a good planning stage. the theoretical implication is that using swot human resource planning can be done well. the managerial implication is that the policy is in accordance with the fulfillment of human resource needs with two internal and external sources. it is necessary to carry out a continuous evaluation of human resource planning so that conclusions can be drawn whether the human resource planning that has been carried out has been going well or not which will ultimately determine the policy to be taken next. international journal of human capital management, vol. 5 (1), june 2021 131 | p a g e references gillies, donald. 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alphabeta. international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 2 (2), december 2018 45 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 2, no.2, december 2018, p 45-59 the increasing performance of school principal through remuneration, personality, and job satisfaction virgana virgana indraprasta university jakarta email: virganaunindra@gmail.com abstract this research aims to know the influence of remuneration, personality, and job satisfaction on performance school principal, both directly and indirectly. research using path analysis, a sample of randomly selected as many as 65 principal of elementary schools are civil servants in south jakarta. the path analysis was done with some tests namely: test of normality of error; homogeneity test; and significance and linearity test of regression coefficient. the results of the analysis found that there are: 1) direct influence of remuneration towards job satisfaction; 2) direct influence personality towards job satisfaction; 3) direct influence of regional allowances toward performance of principal; 4) direct influence of personality toward performance of principal; 5) direct influence job satisfaction toward performance of principal; 6) indirect influences of remuneration toward performance through job satisfaction; and 7) the indirect influence of personality toward performance of principal through job satisfaction. therefore the variation improvements of principal performance are influenced by variation of the variable remuneration, personality, and job satisfaction. keywords: principal performance, regional allowances, personalities, and job satisfaction. introduction indonesia is the country with the principle of the unity of state autonomy broad. a unitary state is a sovereign state which is organized as a single unity. unitary state put the central government as the highest authority whereas the administrative areas below only run power chosen by the central government for a delegated (portal informasi indonesia). in line with the spirit of regional autonomy by law number 32 year 2004 about local governance, local government in indonesia has always sought to develop its potential themselves respectively, i.e. with the construction of physical and non-physical progress are hard-wired in all areas, the efforts of the refinement and revamping the bureaucracy toward the professional government that becomes very important, especially so that the bureaucracy was able to continue the ideals of the founders of the nation, as stated in the preamble of the constitution of the republic of indonesia year 1945, i.e.: indonesia's independence movement and the struggle has come to the blessed with happy people delivering secure indonesia fore gate of the country's independence as the independent indonesia, unified, sovereign, just and prosperous". the government of jakarta with the original income area, each year increased significantly. based on the data of agency tax and regional levies of capital city of jakarta, the realization of tax revenues has reached rp. 32.6 trillion from rp. 38.1 trillion or equivalent to 87.9%. as for the product, a total income in the same period last year amounted to rp. 31.3 trillion. thus an increasing in product income rp1.3 trillion (fitriani, 2018). it will be directly proportional to increase welfare officers. the improvement of welfare in the form of allowances a performance area, expected by granting these incentives will be driving the acceleration of the development. therefore be a civil state apparatus for some citizens of dki jakarta and its surroundings is a goal most of society. mailto:virganaunindra@gmail.com international journal of human capital management, vol. 2 (2), december 2018 46 | p a g e the school is an educational institution serving the community as education institution, not as a place of business because the school is a non-profit institution. the principal as leader at the school as non-profit institution, there are many people give the criticisms on its performance. human resource (hr) departments within the public and nonprofit sector tend to be criticized for their bureaucratic personnel management systems and differences have been found to exist in the adoption of human resource management (hrm) between private and public sector organizations (boyne, et al., 1999). in light of the unique nature of the nonprofit sector and the tremendous potential of strategic hrm to achieve mission and enhance performance, it is imperative that we empirically explore the prevalence of the adoption of strategic hrm practices in nonprofit organizations, as well as the organizational and contextual factors that influence it (guo, et al., 2011). non-profit organizations generally focus on the achievement of certain results from a social perspective, without the objective of competing with profit companies on the market and funding their activities largely (though not only) through donations and public contributions (mihaltan et al. 2015). likewise, the question of the personality of a principal must defend it in order of service to the community, so that the community also has a sense of the school institution taking action against empathy, and ready to help the school problems in increasing the quality of education. individualized leadership is based on the notion of the unique relationship developed by a leader with each group members. it represents how the leader behaves towards the employee and how the employee responds to the leader. thus, these differences may affect the leader-follower interaction (ghani, et al., 2016). however, the giving of reward and achievement job satisfaction is also important for the principal in supporting his work. the immediate reward and the liberty given to employees are the ones that matter in generating satisfaction (mihalcea, 2014). the purpose of this research is to know: 1) direct influence of remuneration towards job satisfaction; 2) direct influence personality towards job satisfaction; 3) direct influence of regional allowances toward performance of principal; 4) direct influence of personality toward performance of principal; 5) direct influence job satisfaction toward performance of principal; 6) indirect influences of remuneration towards performance through job satisfaction; and 7) the indirect influence of personality towards performance of principal through job satisfaction. literature review 1. the school principal performance. it is a condition the level of achievement of results an organization associated with the vision and mission of an organization run. the principal as a leader in the field of education should understand the basic concepts of leadership education (sunarni, et.al., 2018), due to the leadership of principals and teachers as team work organizational unit level in carrying out educational, must have a good performance in accordance with the expectations of society. principals are in a central axis for the improvement of the quality of education (gutierrez & delgado, 2015). performance simply means the extent to which an individual contributes to achieving the goals and objectives of an organization (evans, 2005). it involves determining how well or poorly a person has accomplished a task or done a job (george and jones, 2005). performance with regard to the effectiveness of an effective group work directly related to the group's achievements (danim, 2004). performance needs to be done in a collaborative and cooperative manner using performance management, which is a way of avoiding poor performance and were able to implement a way of working together to improve performance (bacal, 2002). regional allowance another term of remuneration is the additional compensation beyond salaries income. the wage policy, in general, should be different in every organization (řehořa & vrchota, 2018). compensation is often determined as a form of incentive and motivation and is linked to a combination of reward for performance (mendes, international journal of human capital management, vol. 2 (2), december 2018 47 | p a g e et al., 2017). compensation refers to all forms of financial results and tangible benefits that workers received as part of employment relationships (bernadin, 2007). the incentive is a catalyst for action goal achievement (hatta, et al., 2015). the main goal of the program rewards is attract people qualified to enter the organization, keep the workers to stay at work, and encourage workers to achieve high performance level (ivancevich, 2007). a stimulating remuneration system and a wide and more diverse range of employee benefits provide organizations with a competitive advantage over the others in the labor market (urbancová & šnýdrová, 2017) 2. personality personality is something characteristic or trait that stands out from someone, for example someone was quiet, shy, grumpy, gracious, friendly, serious and so on. school principal personalities intimately connected with the figure example for teachers and the environment. personality is a central, high-level psychological concept that defines individual human beings (liu, et al., 2019). personality also known as attitude could be defined in general as a symbol of the personality characteristics of an individual who brings different characteristics to other individuals (johar, et al., 2013). personality shapes the outlook of an individual in different ways to react to a psychological or emotional distress. it has a stable effect on one's behavior and hence may be implicated in the genesis of disorders in which patterns of behaviors may play a role (saho, et al., 2018). mastuti says that every human being's personality characteristics vary between each other, a wide variety of cultures in this world make the characteristics of the personality of every nation (pratama, 2012). personality is the difference of thoughts, emotions, and behavior that gives the characteristics to adapt to the individual in the world (santrock, 2008). personality is a way of thinking, feeling and acting differently and endure long relative that characterize the situation of a person's responses to life (passer, 2007). personality has internal and external elements. there are 5 dimensions of personality that are conscientiousness, agreeableness, neuroticism, emotional stability, openness to experience (sariwulan, 2018). 3. job satisfaction refers to the attitude of the individual in general against her work. someone with a high level of job satisfaction has a positive attitude towards his job, otherwise a person who are not satisfied have a negative attitude towards her job. job satisfaction is, on the other hand, a construct that describes exactly the satisfaction that individuals may or may not have within a very specific domain: their job. it is thus not surprising that several studies have shown a positive relationship between job satisfaction and subjective well-being (and life satisfaction) (jensen, et al., 2017). the available evidence also indicates job satisfaction depends relatively strongly on non-pecuniary factor relating to the intrinsic characteristics of the job. we expect likewise that the impact of income risk matching on job satisfaction will depend on the extent to which workers trade-off income risks for other job characteristics (ong & theseira, 2016). job satisfaction is the key to the success of any organization. currently, there are many studies on the influence created by employees' job satisfaction showing that employees with higher job satisfaction perform better than those with lower job satisfaction (naiyananont & smuthranond, 2017). job satisfaction is an attitude that workers have about their job. it results from their perception of the jobs (ivancevich, at al., 2008). mcshane dan von glinow (2008: 115) menyatakan bahwa ”job satisfaction is a person’s evaluation of his or her job and work context (mcshane & von glinow, 2008). colquitt, at al. (2009: 105) menyatakan bahwa ”job satisfaction is defined as a pleasurable emotional state resulting from the appraisal of one’s job or job experiences (colquitt, at al., 2009). job satisfaction indeed developed by each of the workers on the basis of a challenging job, a good work condition, the equitable remuneration, and opportunities for promotion or career improvement (werang, 2014). someone with a high level of job satisfaction has a positive attitude towards his job. instead, international journal of human capital management, vol. 2 (2), december 2018 48 | p a g e someone who has a low level of job satisfaction has negative attitude towards his job. job satisfaction is in fact a person's assessment against the perceived job (virgana, 2014). methodology the description of the variable data research is done before doing path analysis as appropriate and research hypotheses, descriptive statistics include the size of the centrality and the size of the spread. this quantitative research using survey method with causal techniques. while the data are analyzed with path analysis. the study analyzes the influence of one variable against another variable. the variables examined consists of two kinds, variables are exogenous and endogenous variables. exogenous variables influence either directly or indirectly against endogenous variable. while the endogenous variables are the variables that can affect other endogenous variables. endogenous variables in this study was the performance of principal primary schools (x4). whereas the exogenous variables included: regional allowance (remuneration) (x1); personality (x2); and job satisfaction (x3). therefore all variables such as remuneration, personality, and job satisfaction are the independent variables, while the performance of principals of primary schools is dependent vaiabel. all variables in this study is an attribute or value from people, objects, or activities that have a certain variation defined by the researchers to be studied and drawn the conclusion (sugiyono, 2012) the sampling techniques used in this research was simple random sampling with 65 principal of elementary schools are civil servants in south jakarta. the time of the research was carried out in august 2018 up to december 2018. the technique of data collection is done using the now-shaped research instruments, the collection of data used for the variables regional allowance, personality, job satisfaction, and performance principal of elementary school in south jakarta education office by using a rating scale which has five categories of alternatives, i.e.: always; often; sometimes; rare; and never. instrument is tested before use in research, other than members of the sample. testing instruments include test validity and test reliability. from the results of the test are obtained details of the instruments that are valid and invalid. invalid instrument discarded (not used in research), with a valid instrument provisions with attention to all instrument indicators, must be in a valid questions. result and discussion prior to testing and further discussion, there are several steps in the determination coefficient and testing line on path analysis, include the determination of the coefficient of correlation of betweenvariabel in the structural model, determination and significance of coefficients test line on each substructure contained within the structural model, and determination of major direct influence and exogenous variables as well as direct against endogenous variable, in the structural model is presented in figure 1. figure 1. causal influences between variables x1, x2, x3, and x4 x1 x3 x4 x2 international journal of human capital management, vol. 2 (2), december 2018 49 | p a g e the correlation matrix in structural model of betweenvariabel views on table 1. in this table the correlation coefficient of the whole betweenvariabel are marked positively. this shows that there is a positive relationship of structural models in among variables. in addition, the entire value of the correlation coefficient is significant at the α = 0.01. table 1. the correlation matrix among variables causal influences between variables on a substructure-1 consists of an endogenous variable, i.e. x3 and two exogenous variables (x1 and x2). matrix coefficients of correlation between exogenous variables in the substructure-1 are presented in table 2. corelation x1 x2 x1 1,000 0,440 x2 0,440 1,000 table 2. matrix coefficients of correlation between exogenous variables in substructure-1 based on the correlation matrix between exogenous variables, as presented in table 2, next determined the inverse of the correlation matrix. determination of matrix inverse correlation among exogenous variables in the substructure-1 is using microsoft excel. the results of the determination of the correlation matrix inverse between the exogenous variables can be seen in table 3. invers correlation x1 x2 x1 1,240 -0,546 x2 -0,546 1,240 table 3. the inverse of the correlation matrix between exogenous variables in the substructure-1 after having obtained the correlation matrix and the inverse of the correlation matrix between exogenous variable on the substructure-1, further can be done counting each coefficient path (pji) by multiplying the matrix inverse correlation and the correlation matrix between exogenous and endogenous variables on the substructure-1. the results of calculating the coefficient of the substructure on line-1 are presented in table 4. table 4. the value of path coefficient on substructure-1 variable x1 x2 x3 x4 x1 1,000 0,440 0,664 1,000 x2 0,440 1,000 0,666 0,440 x3 0,664 0,666 1,000 0,664 x4 0,819 0,765 0,871 0,819 path coefficien t path value coefficient path x3x1 x3x2 p 31 p 32 0,460 0,464 international journal of human capital management, vol. 2 (2), december 2018 50 | p a g e determination of the coefficient on the substructure-1, that r 2 x3x1x2 = 0.61. this means that the variation of changes remunerasi (x1) and personality (x2) together can explain 0.61 variations of the changes in the principal job satisfaction variables (x3). the influence of other variables against the variable job satisfaction of pricipal, that p3ε1 = 0,62. this shows that in addition to these three variables there are other variables that affect job satisfaction with influence of principal 0.38. test the whole or the f-test against the coefficient on line on substructure-1 generate fcount = 45,37. and, ftable = f0.01;2;97 on substructure-1 of 3,15. thus fcount > f0.05;2;97. therefore, ho : p31 = p32 = 0 rejected. this means that the variation of the variable x1 and x2 together with good variation may explain variables x3. thus, can proceed in individual tests or test t. the results of the counting of the test t presented in table 5. in the table that the value tcount all coefficients of the line substrukur-1 greater than ttable = t0.01;97. thus, all coefficients of the path substruktur-1 is significant or real different with zero. table 5. individual test results the coefficient of the substructure on line-1 causal influence of among variables on the substructure-2 consists of an endogenous variable, that x4 and three variables exogenous, that x1, x2, and x3. table 6. matrix coefficients of correlation among exogenous variables in the substructure-2 based on the correlation coefficient matrix of exogenous among variable, as presented in table 6, the inverse of the correlation matrix is defined in the next. determination of matrix inverse correlation of exogenous among variables on the substructure-2 is using microsoft excel. inverse matrices determination results correlation among variables exogenous can be seen in table 7. invers corelation x1 x2 x3 x1 1,789 0,007 -1,192 x2 0,007 1,797 -1,202 x3 -1,192 -1,202 2,592 table 7. the inverse of the correlation matrix of exogenous among variabel on the substructure-2. after having obtained the correlation matrix of the inverse correlation matrix and exogenous between variable on the substructure-2, further can be done counting each coefficient path (pji) by multiplying the matrix inverse correlation and correlation matrix between exogenous and endogenous variables on the substructure-2. the results of calculating the coefficient of the substructure on line-2 is presented in table 8. path coef path tcount ttable test result t0.05;97 t0.01;97 x3x1 x3x2 0,460 0,464 5,24 5,28 2,00 2,66 2,66 2,66 significan t significan t corelation x1 x2 x3 x1 1,000 0,440 0,664 x2 0,440 1,000 0,666 x3 1,000 0,440 0,664 international journal of human capital management, vol. 2 (2), december 2018 51 | p a g e path coefficient path value coefficien t path x4x1 p 41 0,432 x4x2 p 42 0,334 x4x3 p 43 0,362 table 8. the value of the coefficient of the substructure on path determination of the coefficient on the substructure-2, that r 2 x4x1x2x3 = 0,924. this means that the variation of remuneration changes (x1), personality (x2), and satisfaction (x3) together can explain 0,924 variations of changes in variables satisfaction (x4). the influence of other variables against a variable satisfaction, that p4ε2 = 0,275. this shows that in addition to these three variables there are other variables that affect of satisfaction, with the influence of 0,076. the overall test or test-f against the coefficient on path of substructure-2 generate fcount = 341,956. and, ftable = f0.01;2;96 on substructure-2 of 4,12. thus fcount > f0.05;2;97. therefore, ho : p41 = p42 = p43 = 0 rejected. this means that the variation of the variables x1 x2, and x3 together can explain it well variation of variables x4. thus, it can be continued on individual test or test t. table 9. test results of the individual coefficient of the substructure on line-2. the result of the caculation t-test presented in table 9, in the table it can be seen that the value tcount all coefficient of the substructure path-2 is greater than ttable = t0.01;96. thus, all the line coefficient of the substructure-2 is significantly different or real zero. based on the results of the analysis of the calculation on path on substructure substructure-1 and-2 acquired the line coefficient values that indicate causal relationships in a structural model that analyzed, where all the coefficients of the structural model in the line is significant. path coefficient calculation results are used to test the hypothesis posed and measuring influence either directly or indirectly exogenous variables are endogenous variables in the model towards structural. the conclusion of the hypothesis is done through the calculation of statistical values t each path coefficient, with the provisions of if tcount > ttable then the coefficient path is significant but if tcount < ttable then the path coefficients are insignificant. hypothesis testing: the direct influence of remuneration (x1) against satisfaction (x3). the results of the counting of the get that the coefficient path x1 to x3 (p31) equal 0,460 with tcount = 5.24. on α = 0.01 retrieved ttable = 2.66. because value tcount (5.24) > ttable (2.66), then the very significant path coefficient. from the results of the above it is evident that there is a direct positive influence remuneration against prncipal job satisfaction. previous research done a few researchers. the influence of fixed compensation is different not only between the employees from both are as, but also between the public and private hospitals (mendes, et al., 2017). there is a direct effect of remuneration towards job path coefficient path tcount ttable test result t0.05;96 t0.01;96 x4x1 0,432 9,24 2,00 2,66 significan t x4x2 0,334 7,13 2,00 2,66 significan t x4x3 0,362 6,43 2,00 2,66 significan t international journal of human capital management, vol. 2 (2), december 2018 52 | p a g e satisfaction of teachers state trainning school in bogor indonesia (widodo, 2009), the compensation received and perceived by the teacher gives a positive and significant influence against teacher job satisfaction (sudharto, 2011). variable incentive there is the dominant indicator (loading factor 0,60) as to housing for employees who provide direct influence towards the satisfaction of employees (0,14) (hatta dan rachbini, 2015). the results of such research in contrast to the effect that the execution of the certification program provided the government with funds not a little doesn't make the performance of teachers be optimal (khodijah, 2013). this could have happened, because the program certification issued by the central government, in local govenment nothing suvervisi the performance of teachers in relation to the granting of funds to the teacher certification. this is because, if a teacher is certified and meets the number of hours taught 24 hours of lessons, then each month will get an allowance of 100% of the teachers certification base salary, without any ather supervision. hypothesis testing: direct influence of personality (x2) towards job satisfaction (x3). the results of the counting of the get that the coefficient path x2 to x3 (p32) equal to 0,464 with tcount = 5.28. on α = 0.01 retrieved ttable = 2.66. because value tcount (5.28) > ttable (2,66), then the coefficient path very significant. thus it is evident that there is a direct positive influence personality towards job satisfaction. previous studies about personality by some researchers. personality traits have also influence on perceptions of satisfaction with life and wellbeing (ali, 2019). personality traits indicate mix results with regards to parental involvement and teachers’ satisfaction (el-hilali & al-rashidi, 2015). koefesien path the influence of personality towards job satisfaction of 0,33 with tcount (4,47) > ttable (2,326), so influential personality directly against teachers ' job satisfaction state vocational school bogor indonesia (widodo, 2009). but the study results are in contrast to the results of research on hotel employee who conducted by pratama et al. (2012:64) that the results of data analysis in this research showed the absence of influence of the big five personality towards job satisfaction, it further explained that the big five personality has no effect on job satisfaction, because there are other factors more influence job satisfaction i.e. salary. this can occur because the personality of a primary school principal is different with the personality of the neighborhood employees. because the task for a primary school principal, it's not just the lead of the school but also gave an example in his surroundings. because personality including one among the four competencies of teachers. four teacher competencies that are professional competence, kompentsi personal, kompentensi, pedagogic and social competence (law ri number 14 year 2005). hypothesis testing: direct influence direct influence of remuneration (x1) towards the performance of the principal (x4) the results of the calculations get that path coefficient x1 to x4 (p41) equal to 0.432 with tcount = 9,24. on α = 0.01 get ttable = 2,66. because value tcount (9,24) > ttable (2.66), then the path coefficients are very significant. so it is evident that there is a direct positive influence performance allowance against performance of principal of elemenatry school. previous studies about remuneration by some researchers. there is a positive relationship between the operational assistance (p = 0.002) and by giving of a uniform (p = 0,01) with the performance of cadres (wirapuspita, 2013). there are influences between variable compensation on performance of employees at the bank north sulawesi indonesia (tindow et al., 2014). hypothesis test results show that the value of z = -0,774 with p = 0,439, and sig p in other words, the performance of lecturers undiksha indonesia better after remunertion of lecturer (piscayanti, 2015). based on the analysis of the correlation of product moment gleaned an idea that value rhitung (= 0,561) greater than rtable (= 0,266) it means the granting of allowances of influential positive performance against the performance of employees state university makasar indonesia (saleh, 2015). variable incentive there is the dominant indicator (loading factor > 0.60) as to housing for employees international journal of human capital management, vol. 2 (2), december 2018 53 | p a g e who provide direct influence on performance of employees (0,15) (hatta dan rachbini, 2015). the results of the analysis show the compensation effect on performance with value tcount (4,226) > ttable (1,96) (yemina, 2016). variabel remuneration of employees is significantly influential variables on performance of employees who indicated with sig 0,00 < 0,05. the same results of research conducted by (fitria, 2017), (imaniyati, 2016), (sukidi, 2016) dan hidayat (2017). from the results of this research and the research done the previous researchers, that the granting of remuneration on the employee will provide the morale, discipline and motivation because there is hope if working fine then it will be worth the rewards got. hypothesis testing: direct influence of personality (x2) on performance principal of elementary school (x4). the results of the calculations get that path coefficient x2 to x4 (p42) equal 0,334 with tcount = 7.13. on α = 0.01 get ttable = 2.66. because value tcount (7.13) > ttable (2.66), then the very significant path coefficient. thus it is evident that there is a direct positive influence of personality on performance of principal. previous studies about personality by some researchers. personality trait is the most predictive to employee job performance (ghani, et al., 2016). high self-esteem provides them the opportunity to overcome obstacles and to obtain academic performances (marilena, 2014). pesonality with = 3.971 = 2,019 significantly influential on performance of employees on duty outside ajb bumiantoro 1912 dieng malang branch indonesia (isvandiari, and susilo, 2014). personality variables have an impact on teacher performance with a regression coefecient of 0,548% (sulistyawati et al., 2016). there are accepted and have significant relationship with moderate correlated between the extraversion, openness to experience, conscientiousness and agreeableness towards employee job performance. relationship between openness to experience represent r=0.499, extraversion represent r=0.504, conscientiousness represent r=0.546 and agreeableness represent highest value of correlation with r=0.594. all these four variables were significant with p<0.01(ghani, et al., 2015) hypothesis testing: direct influence job satisfaction (x3) on performance principal elemtary school (x4). the results of the calculations get that path coefficient x3 to x4 (p43) equal 0,362 with tcount = 6.43. on α = 0.01 get ttable = 2.66. because value tcount (6.43) > ttable (2.66), then the very significant path coefficient. previous research done a few researchers. employee job satisfaction and employee job performance in high power distance cultures. job satisfaction has positively mediated the relationship between p-e fit and employee job performance (gul, et al., 2018). the reliability of the answers considering the questionnaire, given by the α-cronbach measure is very satisfactory with values for job satisfaction parameters α=0.879 with measure of sampling adequacy =0.76, and for self-job performance parameters α=0.871 with measure of sampling adequacy =0.80 1(platis, et al., 2015). the results of the regression analysis, there was significant influence between the compensation of employee job satisfaction against the bureau of transport and distribution 22% (mardahleni, 2013). the variable job satisfaction there is the dominant indicator (loading factor 0,60) that is satisfied with the salary and bonus, these indicators provide a direct influence towards the satisfaction of employees (0,15) (hatta and rachbini (2015: 82). that it can be determined direct effect of job-stisfaction on job-performance is 0,86 and spurious correlation is 0,171(hutabarat, 2015). states that the variable job satisfaction principal of elementary school influential significantly to the performance of primary school heads 21,62% (werang, 2014). then, the job satisfaction is positive and significant effect on performance, with the existence of a positive relationship with the value of coefficient 0.274 with a value of the t-statistic of 2.268 and significant on = 0 (juniantara. 2015). thus it is evident that there is a direct positive influence job satisfaction principal of elemnatry international journal of human capital management, vol. 2 (2), december 2018 54 | p a g e school on performance of principal. this is caused by the presence of kepuaan that work, then disappointment against employees of the organization is getting close to zero. therefore an employee if it met the job satisfaction of feeling valued, then the employees will work quietly without the thought of wanting to move to other organizations. thus the employees will work the more diligently, with the employees work the more diligently it will improve the performance of its. hypothesis testing: the influence of indirect remuneration (x1) on performance of principal elementary school (x4) through job satisfaction (x3). the results of the calculation with use of the software lisrel 8.80 (student edition) that path coefficient x1 to x4 throgh x3 (p41.3) equal 0,408 with tcount = 4,85. on α = 0.01 get ttable = 2.66. because value tcount (4.85) > ttable (2.66), then very significant path coefficient. this means that there is an indirect influence remunerastion (x1) on performance principal (x4) through satisfaction (x3). relevant previous research concerning the influence indirectly from some researchers. indirect effect rewards against organizational commitment job satisfaction through principal state vocational school in bogor indonesia, with value tcount (2.06)>ttable (1.645) (widodo, 2009). the results of this research gives the sense that the performance benefits will stimulate increased job satisfaction of principals elementary school, and more will have an impact to the increased performance of the principal of elementary school. this corresponds to previous testing that influential performance allowances directly against principal job satisfaction of elementary school, and direct effect on performance and principal of elementary school, while job satisfaction the direct effect on performance of principal’s elementary school. the correlation will occur, if performance allowances received by the principal of elementary school felt satisfactory, so feeling satisfied that will drive the principal of elementary school have increased performance. more widodo (2009:38) declares that by feeling satisfied over the allowance she received will provide power on a principal in identify involvement himself in organizations that include some aspects of. hypothesis testing: indirect influence personality (x2) on performance of principal elementary school (x4) through job satisfaction (x3). the results of the calculation with use of the software lisrel 8.80 (student edition) that path coefecient x2 to x4 throug x3 (p42.3) equal 0,410 dengan tcount = 4,98. on α = 0.01 diperoleh ttable = 2.66. because value tcount (4.98) > ttable (2.66) then the very significant path coefficient. thus it is evident that there is an indirect influence of personality on performance principal of elementary school principal job satisfaction through of elementary school in the real. relevant previous research regarding the influence of indirect, is the research of widodo (2009) that influential personality is not directly against the commitment of the organization through job satisfaction principal of state vocational school bogor, with value tcount (1.98) > ttable (1.645). the results of this research gives the sense that personality will stimulate increased job satisfaction principal of elemrntary school, and more job satisfaction will impact upon the growing performance principal of elementary school. this corresponds to previous testing that influential personality directly towards job satisfaction principal of elementary school, and direct effect on performance principal of elementary school hypothesis testing, while job satisfaction the direct effect on performance principal of elementary school. such correspondence patterns give a consequence that the personality of an indirect effect on performance principal of elementary school through job satisfaction. the correlation will occur, because personality will drive the increasing satisfaction, so feeling satisfied that will encourage principal of elementary school the performance has increased. furthermore the results of this research show that the direct influence of remuneration towards job satisfaction of 0.21. and direct influence of personality towards job satisfaction of 0.22 as can be seen in table 10 below. international journal of human capital management, vol. 2 (2), december 2018 55 | p a g e exogenous variabel direct influence on work satisfaction (x3) total remuneration (x1) 0.21 0.21 personality (x2) 0.22 0.22 table 10. value direct influence x1 and x2 on job satifaction (x3) on sub-structure 1 based on the results of calculating and testing path coefficient can be interpreted directly influences the value of variables exogenous against endogenous variable. the determination of the value of direct influence of exogenous variables against endogenous variables are presented in the table 11. results of the study prove that indirect influence of remuneretion towards performance through satidfaction is 0.17; value the indirect influence of personality towards performance throuh satisfaction is 0.17; and value the direct influence of job satisfaction towards performance is 0.29. table 11. influence of exogenous variables (x1, x2, and x3) on endogenous variables (x4) pada substruktur-2. in addition, results of the study also proves that the remuneration in addition to the direct effect, it also shows that remuneration indirectly influence towards performance of school principal through job satisfaction is 0.17. thus, the influence of the total remuneration on performance of elementary school principals, either directly or indirectly is of 0.36. this proves that the variation in performance derives directly from the variations of remuneration through variations in job satisfaction the head of the tribal affairs office of elementary school education in south jakarta. results of the study also proves that in addition to the direct effect towards employee job satisfaction, personality has also an indirect effect on performance of school principal through job satisfaction. in table 11 can be seen that the indirect influence of the personality through job satisfaction against the performance of the principal of the elementary school is 0.17. thus, the total personality influence on performance of elementary school principals, either directly or indirectly is of 0.28. it proves that the variation in performance derives directly from the variations of the personality through the variations of job satisfaction the head of office of elementary school education in south jakarta. results of the study could have implications for theory, policy, and research. implications this research impacts on the development of the theory of treasures so enrichment generalizations about the different causal fourth variable, there are remuneration, personality, work satisfaction, and performance of principal elementary school. policy implications, minimizes the variations that occur in the performance of the principal can be through consideration of retrieval policies based on a third variable remuneration, personality, work satisfaction. remuneration policy based on performance, personality based on character, as well as a steadier job satisfaction can lead to expected principal performance. the implications of research, because research is still far from perfect, more research still needs to be developed, to the implications of the consummation through research that more comprehensive are based on the findings of this research. exogenous variable direct towards performance x4 indirect through x3 total remuneration (x1) 0,19 0,17 0,36 personality (x2) 0,11 0,17 0,28 satisfaction (x3) 0,29 0,29 international journal of human capital management, vol. 2 (2), december 2018 56 | p a g e conclusion based on an analysis of the results of research about the performance of the basic principals of tribal education office of south jakarta, can be inferred that: 1) there are 1) direct influence of remuneration towards job satisfaction; 2) direct influence personality towards job satisfaction; 3) direct influence of regional allowances toward performance of principal; 4) direct influence of personality toward performance of principal; 5) direct 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(2016). analysis of the influence of compensation and motivation on performance clerk with the behavior of the intervening as variables serve . jsm (jurnal sains manajemen). 5(1), pp. 49-66. international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 5 (2), december 2021 71 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 5, no. 2, december 2021, p 71-81 the linkage of leadership, psychological empowerment, and employee engagement with affective commitment to change: a study at public/stateowned organization wustari l. mangundjaya email: wustari@ui.ac.id; wustari@gmail.com faculty of psychology, universitas indonesia depok, jawa barat, indonesia seta a.wicaksana email: seta.wicaksana@gmail.com faculty of psychology, universitas pancasila jakarta, indonesia abstract the objective of the study is to identify the significant impact of leadership, people’s engagement, and empowerment on affective commitment to change. the research conducted at a public/state-owned organization with 539 respondents. data was collected using employee engagement inventory, psychological empowerment, and commitment to change inventory, and was analysed using descriptive analysis and sem. results showed that change leadership has a significant and positive impact on affective commitment to change through employee engagement, but not through psychological empowerment. the implications of this result are beneficial for management, especially change agents. in this regard, they should create a conducive climate to develop engagement and providing many programs to increase people’s competence to establish employee commitment to change, which will be resulted in a stronger affective commitment to change. keywords: affective commitment to change, change leadership, employee engagement, psychological empowerment. received: 19 july 2021 ; accepted: 10 december 2021 ; publish: december 2021. how to cite: mangundjaya, w.l., wicaksana, s.a. (2021). the linkage of leadership, psychological empowerment, and employee engagement with affective commitment to change: a study at public/state-owned organization. international journal of human capital management, 5 (2), 71-81. https://doi.org/10.21009/ijhcm.05.02.7 http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 5 (2), december 2021 72 | p a g e introduction during the era of vuca (volatility, uncertainty, complexity, and ambiguity) as well as revolution 4.0, the demand for organizations to change and adapt to the environment is getting more and more pressure. this condition not only applies to private enterprises but also applies to the state/public organization. as a result, many organizational change and transformation programs conducted in many organizations, and this change program needs to be successful. meanwhile, researches showed that change leadership and employee commitment to change were significantly determined the successful implementation of organizational change (gao-urhahn, 2016) according to leadership theory, the success of organizational change depends on effective leadership that can motivate the team’s vision so that they work together toward the same goal and organizational change (higgs, 2000). employees’ attitudes toward organizational change and their affective commitment also have a strong influence on the practical implementation of organizational change (herscovitch, 2002). various researches about organizational change showed that leaders (gilley, 2008) and people (mangundjaya, 2019) were two of the critical variables in term of the success of the organizational change. a leader is essential as he or she prepares, plans, and implements the change effectively. without a good leader, the organizational change would not be as effective as it should be. there are arguments about the role of a leader and the role of people in organizational change. is it people’s confidence or employee engagement that matters during organizational change? the study aims to identify which variables between psychological empowerment and employee engagement have a higher impact as a mediator on affective commitment to change. researchers (ling, 2018) studied the relationship of change leadership and employees’ commitment to change with the mediators of collective identity and change self-efficacy. literature review affective commitment to change the concept of commitment to change by herscovitch & meyer (2002) was from the idea of organizational commitment of meyer & allen (1997) as an extension of the concept of organizational commitment at the unique condition of the organization, that is during the organizational change (herscovitch, 2002). in this regard, herscovitch & meyer (2002) define commitment to change as a force (mindset) that binds an individual to a course of action deemed necessary for the successful implementation of a change initiative. this mindset reflected in three dimensions: a) desire to provide support for the change based on a belief in its inherent benefits to change (affective commitment). b) a recognition that there are costs associated with failure to provide support for the change (continuance commitment to change), and c) sense of obligation to provide support for the difference (normative commitment to change. moreover, herscovitch & meyer (2002) also stated that affective commitment to change is the most critical dimension in producing positive attitude and behaviour toward change, compares to the other two dimensions (normative and continuance commitment to change). change leadership herold et al. (2008) and liu (2010) stated that change leadership is the behaviours that target the specific change consist of visioning, enlisting, empowering, monitoring, and helping with individual adaptation. liu (2010) finalized the concept of change leadership by mentioning that there are two factors in change leadership, namely: a) leaders’ change selling behaviour, which is an action that attempts to promote the change during the unfreezing stage, make it clear why the change was necessary. b) leaders change implementing behaviour, act to push a move international journal of human capital management, vol. 5 (2), december 2021 73 | p a g e forward and consolidate success throughout the implementation. these two behaviours are essential for a leader in selling and directing employees toward organizational change. change leadership correlates significantly with employee commitment to change (ling, 2018) psychological empowerment spreitzer (2007) defined empowerment as ‘increased intrinsic task motivation manifested in a set of four cognitions reflecting an individual’s orientation to his or her work role: competence, impact, meaning, and self-determination.’ this perspective refers to empowerment as the personal beliefs that employees have about their role concerning the organization. there are four dimensions of psychological empowerment as follows: a) competence refers to feelings of selfefficacy or personal mastery that one is capable of successfully performing a task (spreitzer, 2007). feeling of competence or self-efficacy is a belief in one’s capability to perform work activities (spreitzer, 2007); b) meaning refers to the weight individuals place on a given task based on an individual’s standards. meaning involves a fit between the needs of one’s work role and one’s beliefs, values, and behaviors (spreitzer, 2007); c) self-determination is a sense of choice in initiating and regulating one’s actions (spreitzer, 2007). it reflects a sense of autonomy in deciding work and processes (spreitzer, 2007). d) impact refers to the degree to which an individual’s work makes a difference in achieving the purpose of the task and the extent to which an individual believes he or she can influence organizational outcomes, or the degree to which one can influence strategic, administrative, or operating issues at work (spreitzer, 2007). employee engagement engagement, sometimes known as job engagement, is concerned with people and their work. it happens when people are caught up in, and interested in, even excited about, their jobs and are therefore prepared to exert discretionary effort in getting them done (armstrong, 2007). employee engagement is a positive, affective-motivational state of fulfilment that is characterized by vigour, dedication, and absorption (schaufeli, 2004) employee engagement, according to aon hewitt (2011), is energy and passion that possesses by the employee to work according to their roles and status, which consisted of three dimensions. the three dimensions are: a) stay, that is the willingness of the employee to continue as being part of the organization; b) strive, the willingness of the employee to give maximum efforts to do things that increase the organization productivity and c) say, the desire of the employee to express the pride of the organization. this study used the definition of employee engagement by aon hewitt (2011). change leadership, psychological empowerment on affective commitment to change. there are several types of research about the impact of psychological empowerment on affective commitment to change. however, there were plenty of studies done about psychological empowerment and organizational commitment (malik, 2013;hasmi, 2012:ambad, 2012;dehkordi, 2011) which have found that there was a positive and significant correlation between psychological empowerment and organizational commitment. furthermore, the study conducted by gunawan and viyanita (2012) also showed that psychological empowerment has a positive and significant correlation with affective organizational commitment. nikpour (2018), also revealed that psychological empowerment acted as a mediator for organizational commitment. those findings based on the study between psychological empowerment and organizational commitment based on the concept of organizational commitment of meyer & allen (1997), and not based on the idea of commitment to change. however, based on the findings from rashid & zhao (2010) and mangundjaya (2015), it showed that organizational commitment had a positive international journal of human capital management, vol. 5 (2), december 2021 74 | p a g e and significant correlation with a commitment to change. based on those discussions, the researcher proposes the following hypothesis as follows: h1: there is a positive and significant impact of change leadership on affective commitment to change with psychological empowerment as mediators. change leadership, affective commitment to change, and employee engagement employee’s engagement with the organization showed a secure attachment to the organization (frank, 2004; gibbons, 2006; shuck, 2010). this attachment consists of three types of behaviours, namely: a) stay, that is, the willingness of the employee to continue as being part of the organization due to his/her love for the organization or because there is no other place that he/she can work; b) strive, the willingness of the employee to give maximum efforts to do things that increase the organization productivity; and c) say, the desire of the employee to express the pride of the organization loi, 20014; baumruk, 2006; heger, 2007). discretionary behaviour refers to the choices that people at work often have on the way they do the job and the amount of effort, care, innovation, and productive behaviour they display. it can be positive when people ‘go the extra mile’ to achieve high levels of performance. engagement and commitment are both states of being. from that discussion, it showed that employee engagement especially strives and say, might have a positive impact on affective commitment to change. previous research showed that there was a positive correlation between employee engagement and affective organizational commitment (alam, 2017; saks, 2006;albdour, 2014). further, the study of nazir and islam (2017) also revealed that employee engagement as a mediator for organizational commitment. this correlation is between employee engagement and organizational commitment (including affective organizational commitment). however, according to previous research, it showed that there was a positive correlation between affective organizational commitment with affective commitment to change (mangundjaya, 2012). based on those discussions, the researcher proposes the following hypothesis as follows: h2: there is a positive and significant impact of change leadership on affective commitment to change with employee engagement as mediators. psychological empowerment and employee engagement on affective commitment to change an engaged person can be committed to the organization, as well as involved with their work. people can be involved with their work so far as it allows them to use and develop their skills (armstrong, 2007). in other words, it is the feeling of empowered, and competence (psychological empowerment), had positively correlated employee engagement. meanwhile, previous researches showed that there was a positive correlation between employee engagement and affective organizational commitment (saks, 2006;albdour, 2014; nazir, 2017). employee engagement also involves the interaction of the three factors, namely: cognitive commitment, emotional attachment, and behavioral outcomes. those three factors arise from an employee’s relationship with his or her organization (frank, 2004; gibbons, 2006, shuck, 2010) . as a result, the feelings of meaning at work and impact on the environment (psychological empowerment) will develop a sense of emotional attachment for the people. based on those above discussions, the followings hypothesis proposes: h3: psychological empowerment had a positive impact on affective commitment to change through employee engagement as mediators. international journal of human capital management, vol. 5 (2), december 2021 75 | p a g e methodology sample and sampling the sample collected from 2 public/state-owned companies that had undergone some organizational changed, such as restructuring the organizational, development of strategic marketing, and changes in overall system and procedures. participants for this study were employees who worked at two financial public/state-owned enterprises. samples were chosen by convenience sampling. the characteristics of respondents were as follows: a) permanent employee; b) they had been working in the company at least for two years; and c) the minimum educational background were senior high school. all data were collected and administered on-site during work time. the profile of respondents consist of age is between 21−56 years old, male (61.97%), range of age between 25−44 years old (78.29%), bachelor’s degree (74.77%), staff (43.42%), length of works more than ten years (51.95%). data collection data collected through 4 types of questionnaires, namely: 1) affective commitment to change inventory (herscovitch and meyer, 2002), consists of 6 items. 2) change leadership, developed by liu (2010) consists of two dimensions, selling and implementing of 14 items. 3) psychological empowerment (spreitzer, 1995) consists of 4 dimensions of 16 items, namely a) competence; b) meaning; c) determination; and d) impact of 16 items; and 4) employee engagement consists of 3 dimensions of 15 items. all the instruments translated and modified into bahasa indonesia with a 6 scale. the results of validity and reliability significances which were tested using cronbach alpha and confirmatory factor analysis are shown in table 1 and shown all the variables are valid and reliable. table 1. reliability and validity test result. variable numb er of items reliabilit y (alpha cronbach ) validity (cfa) standardized t-values affective commitment to change 6 0.83 0.55 – 0.81 12.59 – 20.14* change leadership 14 0.96 0.96 – 0.97 28.29 – 28.49** psychological empowerment 16 0.91 0.68 – 0.92 16.43 – 25.10** employee engagement 15 0.81 0.92 – 0.94 26.95 – 27.76** *chi square=7.41; df=6, p value=0.28442 (p-value>0.05); rmsea=0.021, t >1.96 **chi square=52.74; df=38, p value=0.05640 (p-value>0.05); rmsea=0.028, t >1.96 results and discussion intercorrelation analysis to check whether there is a relationship of change leadership, affective commitment to change, psychological empowerment and employee engagement; the results of intercorrelation analysis are shown in table 2. international journal of human capital management, vol. 5 (2), december 2021 76 | p a g e table 2. mean, sd, correlation analysis variables mea n sd ac2 c cl pe ee affective commitment to change (ac2c) 4.87 .65 change leadership (cl) 4.40 .73 .31* * psychological empowerment (pe) 4.60 .54 .40* * .46* * employee engagement (ee) 4.69 .52 .38* * .41* * .32* * **l.o.s. = p<0.01 notes: sd = standard deviation; ac2c= affective commitment to change; cl = change leadership; pe = psychological empowerment; ee = employee engagement. table 2 shows that there are positive correlations among change leadership, affective commitment to change, change leadership, psychological empowerment, and employee engagement, with the relationship between change leadership and psychological empowerment is the strongest. results of sem analysis chi-square = 30.92, df=22, p-value = 0.9768, rmsea = 0.027 legend: cl= change leadership; pe = psychological empowerment, ee = employee engagement; ac2c = affective commitment to change 0.68 * 0.83* 0.90* 0.71* impact competence meaning determinant 0.61* 0.82 * 0.85* strive say stay 0.69* 0.57* 0.45* ac2c ee -0.04 0.22* selling cl implementing 0.93* 1.00* fig. 1. the result of sem analysis pe international journal of human capital management, vol. 5 (2), december 2021 77 | p a g e based on the results sem analysis above, it shows that change leadership had no significant impact on affective commitment to change with psychological empowerment as mediator, as there is no significant impact between psychological empowerment on affective commitment to change (t-value between pe to ac2c= <1.96). hypothesis 1 was not supported. 1. change leadership had no significant impact on affective commitment to change, with psychological empowerment as a mediator, as there is no significant impact between psychological empowerment on affective commitment to change (t-value between pe to ac2c=<1.96). hypothesis 1 was not supported. 2. change leadership had a positive and significant impact on affective commitment to change with employee engagement as a mediator, hypothesis 2 was supported. 3. psychological empowerment had a positive impact on affective commitment to change through employee engagement as a mediator, hypothesis 3 was supported. descriptive analysis the descriptive analysis statistics shows that a) age, position, and lengths of works had a positive and significant correlation with psychological empowerment (l.o.s. p<0.001), but no positive relationship with affective commitment to change, change leadership, or employee engagement. it shows that the older persons, the higher of the position, and the longer they work in the company will result in the more top of their psychological empowerment. in terms of commitment to change, the results show that male and female have significant differences, in which male has a higher commitment to change than female. the results also show that the older persons, the higher the position, and the longer they work in the company, the more committed they are to the organizational change. at the educational level, the results show that the bachelor’s degree level of education had the lowest committed to change, and employees with diploma degree had the highest score. the results also revealed that change leadership alone could not directly be impacted by affective commitment to change, but it should be mediated by employee engagement. as a result, change leaders should be able to inspire and motivate his/her subordinate to increase their engagement, which in return will also have a significant impact on affective commitment to change. concerning psychological empowerment, the results show that males and females have no significant differences. it also shows that the older the persons, the higher the position, and the longer they work in the company will have resulted in the higher the score of their psychological empowerment. it also shows that bachelor’s degrees had the lowest score on psychological empowerment, and employees with a master’s degree have the highest score. discussion overall, employee engagement was the critical variable on the development of affective commitment to change. findings showed that change leadership had no significant impact on affective commitment to change with psychological empowerment as a mediator. this finding was not supported the previous results of the substantial role of psychological empowerment as a mediator between change leadership and affective commitment to change (mangundjaya, 2019). this finding is quite surprising as previous research showed that psychological empowerment had a significant impact on affective commitment to change (mangundjaya, 2019). it assumed that employee engagement has a stronger effect on affective commitment to change. future studies recommended. findings also showed that change leadership had a positive and significant impact on affective commitment to change with employee engagement as a mediator. the results showed that employee engagement plays a vital role in developing affective commitment to change, international journal of human capital management, vol. 5 (2), december 2021 78 | p a g e feeling of attachment with the organization will create a feeling of commitment to the organization, including the affective commitment to change. results showed that psychological empowerment had a positive impact on affective commitment to change through employee engagement as a mediator. in this regard, the leader should be able to foster the acceptance of change aimed at promoting change to be accepted by their subordinates. organizational change, in general, make people feel stress, anxious, insecure, which then harms their commitment to change (kalyal, 2008; mangundjaya, 2015, mangundjaya, 2012). spreitzer (2007) stated that people with high psychological empowerment would have high self-confidence and high self-efficacy, which, as a result, they can influence and have an impact on their working environment. consequently, they do not have a fear of changes that happened in their organization. however, in this study psychological empowerment had no significant contribution to the affective commitment to change with the mediator of employee engagement, psychological empowerment will have an impact on affective commitment to change. in other words, the psychological empowerment could have a significant effect on affective commitment only through employee engagement. as a result, people who had high psychological empowerment will develop a sense of engagement to the organization, and it will build their affective commitment to change. to conclude, employee engagement is a critical variable on developing affective commitment to change, as people with high employee engagement, whether direct or with mediating variables, will have an impact on affective commitment to change. furthermore, according to amstrong (2007), although highly engaged and committed people are motivated, people who are motivated are not necessarily engaged or committed. they may be pursuing their ends, not that of their job or the organization. the study also showed that a feeling of competence is essential during organizational change. this feeling of power will overcome fear and anxiety during the process of organizational change (cartwright & cooper, 1993), as the feeling of expertise at work similar to the opinions of self-efficacy (robbins, 2010). moreover, the study also showed that the sense of say, the ability to say something about the organization will have a significant impact on the commitment to change, compares with the other two sub dimensions. studying about commitment to change is essential, as through employee’s commitment to change it will lead to the implementation of change success and increasing performance (parish,et al, 2008). this study not only for the development of knowledge about the commitment to change but also for practical benefit. in this regard, the results of the study are beneficial for management in implementing change management in their organization. limitations of the study as follows: the data collections tool used questionnaires, which is self-report and quickly to have common method biases (podsakoff, et.al, it recommends that a future study using many different kinds of data gathering tools. conclusion explicitly, this study fills the gap in the literature of employees’ engagement and commitment and their impact on overall organizational performance. the followings are the implications of this study for management and organizations involved in change implementation. in this regard, activities such as training, coaching, mentoring, and counselling, as well as developing a proper channel of communication during the process of organizational change will help to build trust between employees and organizations. this study held at state-owned organizations that conducted organizational change in terms of organizational structures, strategy, and operating procedures. however, it was not a large scale and basic types of organizational change. further studies should be conducted 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(2021). analysis of the manpower supply strategy at pt bank pembangunan daerah jawa barat and banten, tbk with the swot analysis method. international journal of human capital management, 5 (2), 26-31. https://doi.org/10.21009/ijhcm.05.02.3 http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 5 (2), december 2021 26 | p a g e introduction banks are financial institutions with the function of intermediary institutions, namely collecting funds from the public and channeling them back to the community and providing other banking services (kasmir, 2016). bank pembangunan daerah (bpd) are financial institutions that play a role in encouraging economic growth in indonesia. the role of bpd is increasingly considered important in line with the government's program to make bpd a driving force for economic development in the region. bank pembangunan daerah of west java and banten, tbk or better known as bank bjb has a strategic role as a government partner as well as a motor for accelerating regional development, therefore bank bjb is expected to produce sustainable growth. various strategic initiatives have succeeded in maintaining the performance of bank bjb. to continue to grow in the challenging conditions in 2020, especially the challenges caused by the covid-19 pandemic. in 2020 bank bjb has been able to increase interest income by 4.38% which encourages an increase in profit for the year by 8.02%. to achieve this goal, all bjb banks are expected to have quality human resource planning (hr) by means of a good employee supply pattern. hr planning has an important role in determining the development of a company, where hr is the most important asset in a large or small company or company (muhid 2015). given the importance of hr planning within the company, the strategy for providing hr is an important aspect that can determine the company's success. provision or recruitment activity is a process of finding and identifying job applicants who meet the requirements in fulfilling certain required positions, ruki in nanda (2017). determination of the recruitment process must be analyzed carefully because of the high costs in the recruitment process for prospective employees. so the company must be wiser in making policies. it is very important for the company to be able to determine the strategy and steps that will be taken to be able to determine the right strategy in recruiting effective hr in the short and long term. swot analysis is a very good, effective, and efficient method of analysis in carrying out hr supply strategies. this study tries to uncover the process of strengths, weaknesses, opportunities and threats from the pattern of providing human resources at bank bjb, both the provision of internal human resources and the provision of external human resources as one of the foundations in achieving the goals to be achieved in the future by the company. literature review provision of human resources recruitment is the activity of a company in attracting job applicants by meeting the qualifications and abilities needed to help achieve company goals (marwansyah in rosento, 2018). according to fahmi (2016) manpower provision is the process of finding job applicants who meet certain qualifications as job applicants. recruitment has the function of providing a group of potential job applicants who meet certain abilities and qualifications set by the company (gamage in atmoko, 2017). in the world of work, there are two kinds of human resource provision, namely the provision of internal workers and the provision of external workers. where the two options are often debated which one is the best between the provision of internal labor or the provision of external labor. internal recruitment is the process of providing manpower using employees who have worked in the company either by being promoted or transferred. external recruitment. while external recruitment is the process of providing manpower using the services of employees from outside the company to enter and assist the company's goals. international journal of human capital management, vol. 5 (2), december 2021 27 | p a g e swot analysis according to freddy (2013), swot analysis is an analysis using logic by maximizing the sources of strength and opportunities but simultaneously minimizing weaknesses and threats. galavan (2014) suggests swot analysis is an analysis used to obtain an effective strategy that can be applied according to the current state and market with sources of opportunities and threats used to determine external conditions and strengths and weaknesses obtained using the company's internal analysis. according to irham (2013), in order to analyze more deeply about swot, it can be seen from two sides, namely analysis of external factors and analysis of internal factors. a. external factor the company will influence the occurrence of opportunities and threats that may occur outside the company which will have an impact on company decisions. external factors can be in the form of environmental conditions related to the industry, law, politics, economy and so on. b. internal factor the company will affect the occurrence of strengths and weaknesses regarding the company's internal conditions which will affect decision making for the company. internal functions include corporate finance, corporate resources, marketing, management information systems and company operations. methodology based on the problems studied, the method used in this study is a descriptive method with a qualitative approach. sugiyono (2007) explains that the qualitative method is research that examines natural objects where the researcher is the main element, where data collection is carried out in a combined manner and the analysis is inductive and the research results use a meaning approach. researched and analyzed in this study were human resource employees at pt. regional development bank of west java and banten, tbk. the researcher aims to provide new understanding and insight about the theme under study. result and discussion 1. company profile pt. bank pembangunan daerah of west java and banten, tbk or the public better known by the name of bank bjb was established in the form of a limited liability company or pt on may 20, 1961, in its journey it later turned into a regional owned enterprise (bumd). where currently bank bjb already has 65 branch offices, 314 sub-branches, 349 cash offices, 1,529 atms, 171 payment points, 5 regional offices, and 34 weekend banking. as a regional development bank (bpd), bank bjb is expected to become a partner government strategy and driving acceleration of regional development. in order to become a regional leader, bank bjb is expected to take advantage of the advantages of proximity, cultural understanding, regional sociology. the bjb bank has a vision and mission, namely: vision “being your main bank of choice”. mission  contribute and participate as a driver and driver of the regional economy.  become the main partner of local government in financial management.  provide the best service to customers.  provide the best and sustainable benefits to stakeholders  increasing financial inclusion to the public through banking digitization. international journal of human capital management, vol. 5 (2), december 2021 28 | p a g e 2. swot analysis and provision of human resources based on the results of interviews with the human resources division at bank bjb, it can be seen that the strengths and weaknesses as well as the potential and threats for the procurement of employees from internal and external sources are as follows: a. provision of internal hr it is a recruitment process that utilizes internal sources (pre-existing employees) to be relocated to fill vacancies (hariandja, 2015: 109). provision of internal hr has several advantages, including: a. tend to be low-cost b. faster process c. short orientation time d. encouraging increased work motivation e. ability assessment is more accurate provision of internal hr has several weaknesses, including: a. no innovation b. lack of workforce diversity c. the entry of potential applicants is closed the following is a swot analysis of the provision of internal hr at bank bjb: tabel 1 strenght (s) and weakness (w) no strenght (s) weakness (w) 1 employees have sufficient basic knowledge about the company conditions with subjective elements 2 can be calculated from the work performance of employees in previous positions can cause social jealousy 3 high level of employee engagement and loyalty limited qualifications and background according to needs tabel 2 opportunity (o) and threat (t) no opportunity (o) threat (t) 1 encouraging healthy job competition encouraging nepotism 2 save on recruitment costs may enlarge the determination of the compensation value 3 provide skills development opportunities for employees there is no new work culture that improves / builds tabel 3 strategy (s-o) and (w-o) no strategy (s-o) strategy (w-o) 1 appropriate work experience and familiarity with the company's patterns and culture as well as to create a healthy work competition become the basis for the procurement of internal employees encouraging job competition as well as saving on personnel procurement costs and avoiding potential social jealousy are the basis for internal procurement international journal of human capital management, vol. 5 (2), december 2021 29 | p a g e tabel 4 strategy (s-t) and (w-t) no strategy (s-t) strategy (w-t) 1 appropriate and adaptable work experience and the potential for no changes to a new constructive work culture will be anticipated with the application of an innovative culture any discrepancy between qualifications and background and a tendency for no change in work will be anticipated by external procurement from table 3 above, it can be seen that the so strategy that can be carried out is with the experience of employees in the banking sector and to encourage the existence of healthy competencies and competencies for employees, it can be the basic capital in determining internal employee procurement policies. the wo strategy that can be carried out is to encourage job competition and save on personnel procurement costs and avoid the potential for social jealousy to become the basis for internal procurement. from table 4. st strategy that can be done is with the experience of employees in the banking sector and the absence of changes in a new, constructive work culture can be anticipated by the application of an innovative new work culture. the wt strategy that can be carried out is with a mismatch of qualifications and background and the tendency of no change in work will be anticipated with the procurement of employees from outside. b. provision of external hr it is a recruitment process by opening up opportunities for external parties (general public) to apply for job vacancies available at the company (hariandja, 2015: 109). provision of external hr has several advantages, including: • the number of prospective employees tends to be larger. • a more varied workforce. • new thinking. • there is leakage of confidential information from competitors. • provision of external hr has several weaknesses, including: • achievement of old employees tends to decrease, because there is no opportunity for promotion. • the recruitment costs are quite high. • the recruitment process time is quite long. • there is an orientation period. • tends to encourage an increase in turnover rates. • untested loyalty. the following is a swot analysis of the provision of external human resources: tabel 5 strenght (s) and weakness (w) no strenght (s) weakness (w) 1 there are many choices of applicants requires steps and a long time 2 encouraging the entry of new thoughts high recruitment costs 3 maybe find a more reliable job candidate different work culture in the old place international journal of human capital management, vol. 5 (2), december 2021 30 | p a g e tabel 6 opportunity (o) and threat (t) no opportunity (o) threat (t) 1 menawarkan dasar kompensasi sesuai kemampuan perusahaan terjadinya turnover pegawai yang tinggi 2 memperluas jaringan (relasi) tenaga kerja kemungkinan ada pegawai yang froud 3 menambah refreshment dan inovasi baru performa pegawai tidak sesuai dengan harapan. tabel 7 strategy (s-o) and (w-o) no strategy (s-o) strategy (w-o) 1 many choices of applicants and the presence of potential employees with excellent competence above the requirements are the basis for external procurement more time and costs, and the potential of employees with higher competencies are the basic capital in certain positions to improve company performance. tabel 8 strategy (s-t) and (w-t) no strategy (s-t) strategy (w-t) 1 there are many choices of applicants and the potential for employees with performance that does not meet expectations can be anticipated with a period of on-job training. the higher time and cost and the potential for lower competence employees are the basic capital in internal procurement from table 7 above, it can be seen that the so strategy that can be carried out is that by having many choices of potential employees and potential employees who have excellent competence above qualifications, it can be the basic capital in determining external employee procurement policies. the wo strategy that can be carried out is with the required higher costs in order to improve the company's performance as the basis for external procurement. from table 8, the st strategy that can be done is that there are many choices of potential employees and employee performance that does not meet expectations can be anticipated with on-job training. the wt strategy that can be carried out is with high procurement costs and employee performance that is not in accordance with the anticipated recruitment of employees from within. conclusion and recommendation swot analysis is a descriptive analysis method. where the analysis of situations and conditions as input which is then grouped based on their respective contributions. the basic capital in determining bank bjb's internal employee procurement policy is to get experienced employees who know the company culture and to encourage healthy competencies and competencies within the company's internal scope and avoid potential social jealousy. the basis for determining the external employee procurement policy of bank bjb is that there are many choices of potential employees and potential employees who have excellent competence above qualifications that can improve company performance. international journal of human capital management, vol. 5 (2), december 2021 31 | p a g e reference galih nugraha, et al (2018). analisis beban kerja dan kebutuhan pegawai pd bpr artha sukapura cabang singaparna. bogor. admisi & bisnis ipb. janry haposan u. p. simanungkalit. 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(2018). analisis strategi sistem proses penyediaan tenaga kerja di pt adicipta carsani ekakarya dengan metode swot. incomtech yeyen antonita. (2019). analisis rekrutmen online pt. gapura akua aktiva. bandung. festival riset ilmiah manajemen dan akuntansi. international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 5 (2), december 2021 1 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 5, no. 2, december 2021, p 1-10 how home-based teleworking during covid-19 pandemic affects employee’s stress and job performance alifia daariy universitas mercu buana, jakarta email: 55120120101@student.mercubuana.ac.id setyo riyanto universitas mercu buana, jakarta email: setyo.riyanto@.mercubuana.ac.id abstract due to societal distancing norms and nationwide lockdowns, the covid-19 pandemic has inevitably resulted in increased use of new technology, and most institutions are shifting to homebased telework [or work from home (wfh)]. the downside of working from home has been described as a high level of job stress, which significantly affects employee mental well-being. this essay explains how home-based teleworking during a pandemic affects work-related stress and, further, employee job performance. a literature review revealed that job overload and organizational discomfort have a negative impact on employee anxiety. meanwhile, as the barrier between personal and work lives was lifted during the pandemic, workers were unable to contribute constructively to the job. on that account, it is critical to establish distinctions between working from home and personal life. proper training is needed if work from home is to become a feasible working option or the current norm. keywords: pandemic, teleworking, work from home, stress, job performance. received: 18 june 2021 ; accepted: 6 july 2021 ; publish; december 2021. how to cite: daariy, a., riyanto, s. (2021). how home-based teleworking during covid-19 pandemic affects employee’s stress and job performance. international journal of human capital management, 5 (2), 1-10. https://doi.org/10.21009/ijhcm.05.02.1 http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 5 (2), december 2021 2 | p a g e introduction although globalization and technological advances have aided economic expansion, the by-products like cut-throat competitiveness, increased workload, extreme workplace pressures, and increasing task expectations cannot be overlooked, as they all contribute greatly to occupational stress. occupational stress, also known as job stress, is the strain that an individual faces due to work-related conditions. furthermore, community, culture, and lifestyle changes affect job performance and disrupt the work-life balance (kumar et al., 2021). work-related stress can cause hypertension, diabetes, insomnia, asthma, musculoskeletal conditions, and other health problems (padma et al., 2015). this effect of job stress could be seen in all cultures, occupations, employee groups, households, and society in general. the new coronavirus has exacerbated these negative consequences. it has a major impact on the global economy, impacting various markets and businesses, including tourism and airlines. authorities have been required to make decisions such as closing borders and non-essential shops, canceling social, academic, and sporting events where a large number of people are expecte d to participate, maintaining a general or municipal quarantine, and physically separating and isolating vulnerable persons (benton et al., 2021; madero et al., 2020). these have the function of isolating individuals by using containment as one of the most effective prevention methods. the pandemic has forced office workers to work from home, while the government forbids any operation involving many people congregating in one place. except for people employed in medicine, journalism, and basic commodities, remote working has become the ‘new standard' for many companies (kumar et al., 2021). the consequences of the covid-19 pandemic on remote job methods to reduce the number of infections while having a significant impact on the economy and various industry sectors (madero et al., 2020). though this method of working has lots of benefits indeed, teleworking is posing additional problems for workers who have begun to experience anxiety, technostress due to digitalization an d loss of social contact, dissatisfaction, workplace pressure, counterproductive work activity, fatigue, burnout, depersonalization, and increased turnover intention (nemteanu & dabija, 2021). in line with previous outbreak findings (sars, equine influenza, ebola) and other repo rts (in kumar et al., 2021), the current studies conducted in china and italy have also confirmed that people have been suffering from severe mental health problems as a result of the covid -19 epidemic (mazza et al., 2020; wang et al., 2020). in the light of the covid-19 pandemic, organizations must sustain an adequate degree of worker satisfaction during the covid-19 pandemic, increasing employee morale. that said, human resource managers need to implement processes and job policies that will keep employees motivated (nemteanu & dabija, 2021). this article plans to describe the impact of home-based teleworking with covid-19induced stressors on employee anxiety and, further, work performance. the paper is structured as follows: the following literature consists of literature on home-based teleworking, occupational stress, and covid-19 related stressors. the next section discusses the approach used in the study, followed by a discussion and findings compared with current evidence from the literature, and finally, the conclusion. literature review home-based teleworking the future of work has been identified as one of the latest transformative developments since it includes networking, innovative strategies for talent management, and changing working tools. as a result, it affects the role of human resources in businesses (madero et al., 2020). international journal of human capital management, vol. 5 (2), december 2021 3 | p a g e for various causes, more organizations and people are gradually feeling the need to operate from home or away from the conventional workplace. given the growing growth and evolution of technology, the new work mode known as teleworking has adequately met this need in recent times (de’ et al., 2020; uford, 2021). these developments have resulted in the use of a variety of technology and digital resources to carry out routine activities such as attending and/or coordinating meetings by video conferencing, working with team members on task completion, reports and/or presentations preparation, electronic registers use, etc. (nemteanu & dabija, 2021). telecommuting or teleworking is a work arrangement in which individuals undertake duties—that would ordinarily be performed at a major or main workplace—somewhere else for at least parts of their work schedule, utilizing electronic media to engage with individuals inside and outside the firm (gajendran & harrison, 2007). eurofound and ilo (international labour organization) defined teleworking, in ilo (2020), as the “usage of digital and communication technology (icts), such as smartphones, tablets, notebooks, and desktop computers, for work done beyond the employee’s premises.” in other words, telework refers to “work accomplished by the use of icts and performed outside of the employer's locations.” kurland and bailey (1999) wrote that teleworking frequently serves as a shift from on-site supervision to remote management, from face-to-face contact to virtual interaction, from on-site working to off-site or multiple-site working, and, in the context of teams side-by-side participation to virtual teamwork. in a guide published by ilo (2020a), telecommuting, teleworking, and working from home are frequently used interchangeably to refer to new and growing modes of working outside the main firm or workplace of the employee. there may be minor distinctions between these terms. telecommuting is the use of telecommunications to replace commuter travel. the distinctions between the phrases “teleworking” and “telecommuting” mostly because telework is wid er and may not necessarily substitute for commuting, although they are minor. wfh, a work arrangement in which a person performs the basic functions of his or her profession while remaining at home and utilizing information and communication technologies (ict), is classified as home-based telework. the distinction is that teleworking may occur in locations other than the main workstation or the employee’s facilities (ilo, 2020a). nowadays, telework is broadly defined as any sort of dispersed work made possible by using information and communication technologies (icts) (loia & adinolfi, 2021). as aguilera, lethiais, rallet, and proulhac (2016) stated, home-based teleworking is uncommon and reserved only for a few intellectual practitioners who need a high level of job autonomy and have few opportunities for advancement. the economic and occupational structure of the community; the portion of employment amenable to teleworking; access to wireless internet; and possession of a personal computer are all factors that have been identified as determining the viability of working from home (hatayama et al., 2020; ilo, 2020b). benefits and pitfalls of teleworking home-based telework has two points of view. others say they can spend more time with their family because working at home allows them more flexibility and reduces travel time due to individual characteristics or home and family situations (baruch, 2000; kumar et al., 2021). another belief is that workforce morale declines, working hours increase, it becomes difficult to balance work and family life, and job output suffers in some situations. thus, this working method has a negative as well as a positive hand (kumar et al., 2021). teleworking offers intriguing advantages to both the company and the employee. it is commonly believed that teleworking allows for better integration of family life and work through more flexible planning of job-related responsibilities and that teleworkers might feel more fulfilled than office-based workers (baruch, 2000; dima et al., 2019; fonner & roloff, 2010; illegems et al., 2001). it also has the potential to lower an organization’s overhead costs and maximize staffing international journal of human capital management, vol. 5 (2), december 2021 4 | p a g e flexibility. in addition, home-based telework reduces transit costs and duration and allows employees to have more flexible working hours and more leisure time, and increased well -being (gibbs et al., 2021). while it sure has its advantages, telework also has its pitfalls. implementing remote work may have a negative social impact by increasing social isolation. as a result, perceived work productivity and job satisfaction may suffer. some of the other drawbacks that teleworkers face include presenteeism, a shortage of guidance, job advancement, boundary-blurring, and so on (loia & adinolfi, 2021; uford, 2021). illegems and his partners (2001) also wrote that this work arrangement might provide various economic benefits by raising productivity, expanding the organization's recruitment potential, and boosting the beneficial effect on the company's reputation. on the other hand, negative factors about the adoption of teleworking in terms of productivity have developed, such as higher work hours for teleworkers, fewer loyal personnel, and inadequate internal data security. moreover, teleworking can be harmful to one’s health. somatic complaints, stress, emotional tiredness, cholesterol rises, gastrointestinal issues, and cardiovascular disease might negatively impact occupational health. crosbie and moore (in kumar et al., 2021) mentioned that due to household duties and official work, it becomes difficult for a few working professionals, especially females, to handle the wfh. family members have been working or learning from home has exacerbated the family work dispute in the current situation. as a result, balancing employment and family life at the same time has been extremely difficult. work has an impact on family, and family has an impact on work. dissatisfaction, job pressures, exhaustion, and fatigue have all emerged due to distractions and inadequate time to fulfill work and family duties. covid-19 induced occupational distress occupational (business, career, or workplace) tension is one of the most serious health problems in the industrialized world since it happens in every job and is more prevalent than it was decades ago. the world of work, in particular, varies significantly from the working climate of 30 years ago: longer hours at work are not uncommon, constant shifts in culture and hierarchy are often cited, as is the lack of lifelong career paths, many of which contribute to increased presence and levels of stress (padma et al., 2015). as colligan and higgins stated (in kumar et al., 2021), when an employee’s expectations/demands do not equal the available tools, i.e., expertise, ability, or skills, they appear to feel tension. job stress arises from both workplace and employee causes, but workplace characteristics are likely to play the most important part. they described job stress as the negative physical and emotional reactions that arise when the job requirements do not meet the worker's skills, resources, or needs. it will wreak havoc on one's health and even cause injuries (padma et al., 2015). before the pandemic, wfh was a perk provided by corporations and large business houses because it allows for independence and discretion; however, it has now become the modern standard. much of the professionals were unfamiliar with the overnight shift to wfh. thus, a number of stressors have emerged, potentially disrupting their work results, causing anxiety, and decreasing life satisfaction (gautam & sharma, 2020). the versatility of wfh usually provides the feeling that the employee has saved time on commuting and can thereby devote the saved time to do more work. it is also of the opinion that work hours can conveniently be extended since the employee is at home. hence, regular working hours will be increased. those factors have been merged to create a new covid -19 job stressor, task overload. therefore, it is described as the feeling of having so many work -role tasks and not enough time to complete them. it calculates the extent to which job requirements outweigh staff and workplace capabilities. international journal of human capital management, vol. 5 (2), december 2021 5 | p a g e work from home during pandemic times has caused cross-role disruptions and daily commotions, escalating the difficulty of satisfying the job and family demands. maintaining a separation between work and non-work itself has been difficult, let alone working from home in the midst of the covid-19 for an individual with little resources and little assistance. this discomfort has demotivated people, often resulting in missed deadlines, causing additional pain and/or anxiety (kumar et al., 2021). home-based teleworking is not ideal for all organizations. some organizations have no definite procedure, and workers must operate in the same way as in the office. even many professionals would face challenges in terms of adequate access, dedicated personal space, time management, extra household roles, inadequate feedback, and no peer contact due to this (baruch, 2000; kumar et al., 2021; vyas & butakhieo, 2020). kumar et al. (2021) hypothesized that both task overload and organizational complexity increase distress and negatively impact job performance. teleworking during pandemic teleworking is not a novel concept, although it has been done to some degree in the past. however, it has now become the preferred mode of transportation for many companies, especially those in the service industry, which must adhere to physical distancing norms and restrict employee traffic. recent advancements in emerging media and remote connectivity have greatly favored this (kumar et al., 2021). employees perceive the social changes and behaviors caused by the pandemic differently: to some, they appear beneficial, allowing them to spend more time with their families and easily manage their household activities; to others, exposure to online communication technology, increased mobile device use, learning of new procedures, and the need of online platforms appear detrimental (uford, 2021). the wfh has been studied as a phenomenon over the last decade. still, owing to the ongoing pandemic, it has become an alternate technique for most institutions (kumar et al., 2021), both globally and regionally. a home office is currently a technique that entails drastic improvements in working methods, resulting in a sequence of thoughts and learning in the short and long term due to the influence of covid-19. according to mercer's projections (in madero et al., 2020), job operations are likely to continue to be carried out remotely in the coming months. corporate has also seen telecommuting as an important lever for the continuity of its operations in near-normal circumstances. nonetheless, teleworking presents significant problems due to a lack of face-to-face social contact, tension, and employee frustration, both of which have a negative impact on their mental health (nemteanu & dabija, 2021). a few studies showed that professionals have been working very hard to balance job and home responsibilities while still dealing with economic instability during the pandemic. this is likely to affect their personal and professional lives, causing anxiety and depression (kumar et al., 2021; madero gómez et al., 2020; mazza et al., 2020; nemteanu & dabija, 2021; riccobono, 2020; thorstensson, 2020; uford, 2021; vyas & butakhieo, 2020), and further impact their job performance (gibbs et al., 2021; kumar et al., 2021). the essay investigates two independent job stressors, including task overload and organizational distress. these stressors were regressed on anxiety and work results in order to assess the aggregate effect on life satisfaction during the covid-19 pandemic. methodology the article is distinguished by its non-experimental, plain descriptive nature, which uses a literature review to describe and perceive the characteristics inherent in the phenomena of home based teleworking during the covid-19 pandemic and its impact on employee anxiety and stress, and further job performance, without determining relationships among variables. international journal of human capital management, vol. 5 (2), december 2021 6 | p a g e result and discussion previous findings indicated that most of the employees have longer working hours, including professionals (hegele & singh, 2020; riccobono, 2020; tavares, santos, diogo, & ratten, 2020), and some of them even have to work on weekends (hegele & singh, 2020). the same thing was shown in a study done by gibbs et al. (2021)—if work and commuting time to the office are added up and is compared to work times during wfh, the result shows employees spend around a third of an hour more time at work during wfh than during working from the office. moreover, individuals believe that they perform more work at this point of teleworking than they did traditionally at the organization’s actual workplace. furthermore, tavares et al. (2020) addressed that to achieve teleworking during regular working hours, it is critical to preserve attention, concentration, and time or hour management so that there is no need to pay for losses outside of working hours and even on weekends. home-based teleworking has a negative impact on employee’s mental wellbeing the pandemic has led to the transition from a physical work environment to a work -fromhome environment. this big change and the widespread pandemic will cause psychological distress and affect employee work performance (kumar et al., 2021). as per a new world health organization (who) survey, the covid-19 pandemic has delayed or interrupted essential mental health services in 93 percent of nations globally, while demand for mental health is growing (who, 2020). this was also confirmed by the latest survey of uk healthcare staff, which revealed that women face anxiety and workplace disruption due to the covid -19 pandemic (ippr, 2020). uford (2021) reported the same thing: there is an important relationship between daily home-based teleworking and employees’ tension during the pandemic. as work i s being increasingly disassociated from conventional office space and office buildings, it must be performed in more suitable or comfortable locations free of stress. thus, productivity will improve. with telecommuting during self-quarantine, plus a heavy workload and an unsupportive house environment, workers may find it difficult to have a supportive working space, contributing to occupational tension. the job environment at home becomes more unpleasant as the tension level rises, and the employee will try harder to avoid it. office employees had no choice but to deal with the burden or face having their job taken away by the organization. kumar et al. (2021) discovered that most participants feel nervous some of the time and much to half of the time during the lockdown. this may be attributed to the discomfort they have been experiencing due to the telework strain and handling domestic duties. more than half of people said they will consider organizational safety measures to be practiced at their workplaces until it is fully operational. it has been found that 68% of professionals feel worn out during work from home than they did when working from an office (riccobono, 2020). according to one study conducted in delhi (2021), professionals who have been married and have raised workloads due to covid -19 are at a high risk of distress. these observational findings are consistent with the findings of previous studies in which researchers claimed that when a person actively engages in one role, he is overwhelmed by the thoughts and demands of the other role, which can increase distress levels. based on a comparative document analysis conducted by thorstensson (2020), employee work-life balance is further disrupted since they cannot get domestic assistance services from cleaners, babysitters, and caretakers because of the physical distancing practice. they must perform housework responsibilities and care for their family while working, resulting in poor productivity levels. trying to complete work while surrounded by gleeful young children racing around the house is a situation many teleworkers can relate to (kumar et al., 2021). tavares et al. (2020) reported that household responsibilities, caring for younger ones, and social networks are three things that often distract people when they are teleworking. taking kumar and partners’ (2021) role hypothesis into account, it is true that balancing family and job international journal of human capital management, vol. 5 (2), december 2021 7 | p a g e obligations, particularly with an increased workload, becomes extremely difficult for an employee to handle. the researchers also agree that the inability to achieve goals causes demotivation and anxiety. the stress-inducing chain isn’t over yet, as worrying over the pandemic also has a bad impact on employees’ mentality and daily lives. the fear of being infected by the virus from the outside, boredom from the inside, social isolation, and an unpredictable future supply and health care conditions impacted employees’ productivity and psychological work environment (thorstensson, 2020). when a person’s job demands more of them, they have little time for themselves, resulting in high levels of depression and anxiety. however, making healthy lifestyle decisions will help reduce the tension. healthy lifestyle decisions improve a person’s tolerance to stress and vice versa. this may understand why the effect of lifestyle decisions on distress levels is much greater than the impact of work results on distress. the same is true for task overloading. wearing too many hats at home (e.g., employee, parent, spouse, daughter/son) can be stressful, adding to one’s anxiety rather than affecting work results. in addition, a previous study discovered that enhanced job demands and pressure contribute to anger, dissatisfaction, and stress. similarly, operational discomfort greatly affects both anxiety and workplace satisfaction (kumar et al., 2021). home-based teleworking will potentially affect employee’s job performance kumar et al. (2021) found that increased family distractions would increase anxiety and have a harmful effect on work performance. the veil between personal and professional lives vanished during the lockdown when an employee was forced to operate from home without the assistance of house help, classrooms, or day-care facilities. thus, the person suffered from depression, but they were unable to contribute to the job constructively. this findings in line with gibbs and partners’ research (2021). the researchers uncovered that insufficient communication and networking between co-workers are negatively impact productivity. though it decreased, productivity didn’t affect average output because of longer working hours. to summarize, as one’s anxiety level rises, so does one’s work performance, while one’s overall life satisfaction suffers. in comparison, if one’s job performance improves due to increased work engagement and mission competence, one’s life satisfaction would improve (kumar et al., 2021). organizational discomfort as an additional stressor during wfh because of the outbreak of the situation caused by the pandemic covid -19, workers were required to adjust a large collection of habits to provide a working position in their homes with sufficient facilities for them to work from their homes in a very short period. as baruch (2000) pointed out, teleworking is inappropriate for every workplace, and fewer individuals than predicted found it beneficial. because of the sudden switch from on-site working to working from home, organizations and employees worldwide were taken aback. since not all companies have the forms and resources to help each employee’s telework, workers experienced organizational distress (vyas & butakhieo, 2020). workers are believed to be unaware of wfh means and lack the tools needed for this transition, such as software, access to official documentation, and a suitable working environment. they will feel more distressed as a result of this pain, which will have a negative impact on work results. when one’s level of depression rises, so does one’s work efficiency and one’s overall sense of well-being. the researchers also highlighted that the biggest challenges with teleworking were a lack of interaction/professional contact with colleagues, a lack of help technology tools such as internet or printer, reconciling teleworking with family life/household chores/dedication to children, and international journal of human capital management, vol. 5 (2), december 2021 8 | p a g e time management. that being so, if this procedure is to become a viable alternative or the new standard, proper preparation is expected. perhaps the working balance would be apparent after the pandemic when wfh is no longer a forced order but rather a versatile choice (vyas & butakhieo, 2020). conclusion covid-19 has dramatically altered the workplace environment. most organizations have been forced to move from a physical office to a telework setup. this transition and the current pandemic will cause psychological distress, affecting individual employee j ob productivity. with this primary goal in mind, this article summarized how home-based teleworking during covid19 has effects on employee stress and job performance. a literature review revealed that healthy personal decisions, job overload, and organizational discomfort all substantially impact employee anxiety. employee work performance is harmed by causes such as family distraction, organizational discomfort, and anxiety. as reported in the studies above, increased longer working hours and job obligations cause tension among workers, while disruptions from family members degrade work efficiency. though good work performance leads to life satisfaction, depression has a major negative impact on it. finally, this essay outlined how job performance and anxiety caused by covid-19 stressors can impair life satisfaction. this opens the door for further research on work-life harmony under telecommute arrangements for as long as the covid-19 pandemic persists. limitations and future studies while the article has significant benefits, it is not without limitations. since direct interaction was not possible for data collection, the authors relied solely on a literature review. on the other hand, describing and analyzing the impact of others will bring more material to the current literature to ensure greater population coverage. related research to this one can be seen in other areas of the world. thus, by conducting this research in indonesia, the researchers will gain a greater understanding of the current work deprivation levels among the indonesian population as the covid-19 pandemic continues. references aguilera, a., lethiais, v., rallet, a., & proulhac, l. 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(2020). covid-19 disrupting mental health services in most countries, who survey. retrieved from https://www.who.int/news/item/05 -10-2020covid-19-disrupting-mental-health-services-in-most-countries-who-survey. international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 5 (1), june 2021 91 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 5, no. 1, june 2021, p 91-106 influence analysis of forced distribution rating performance appraisal and merit pay to performance of directorate general of taxes’s employees with job satisfaction as intervening variable at blora tax service office sigit fadhil rais universitas terbuka email: sigitrais@gmail.com mirwan surya perdhana universitas diponegoro email: mirwan@live.undip.ac.id zainur hidayah universitas terbuka email: zainur@ecampus.ut.ac.id abstract this study aims to analyze and determine influence of forced distribution rating performance appraisal and merit pay toward performance of directorate general of taxes’s employees with job satisfaction as intervening variable at blora tax service office. technique used for this study is census then data analyzed with smartpls. this research’s subjects are 80 low management employees at blora tax service office. the result of this research shows that forced distribution rating performance appraisal and merit pay don’t affect directly on employee’s performance. but forced distribution rating performance appraisal and merit pay have positive and significant effect on job satisfaction while job satisfaction has positive and significant effect on performance. then indirectly through job satisfaction, forced distribution rating performance appraisal and merit pay have positive and significant effect to employee’s performance. this result shows that job satisfaction is a suitable intervening variable for this research. based on this research, it is suggested for future managerial policy with goal to increase performance, job satisfaction should be one of deciding factors. keywords: forced distribution rating performance appraisal, merit pay, job satisfaction, performance received: 6 february 2021 ; accepted: 24 february 2021 ; publish; june 2021. http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 5 (1), june 2021 92 | p a g e how to cite: rais, s.f., perdhana, m.s., & hidayah, z. (2021). influence analysis of forced distribution rating performance appraisal and merit pay to performance of directorate general of taxes’s employees with job satisfaction as intervening variable at blora tax service office. international journal of human capital management, 5 (1), 91-106. https://doi.org/10.21009/ijhcm.05.01.8 introduction directorate general of taxation is an institute below ministry of finance of the republic indonesia that holds a crucial role in state budget through tax (kemenkeu, 2019). to fulfill that role, ministry of finance of the republic indonesia issued regulation number 211/pmk.03/2017 about the calculation procedure of employee allowances which was applied in 2018 and still in effect when this research was conducted. in regulation 211/pmk.03/2017 article 10-11 it is stated regulation about forced distribution rating performance appraisal (hereinafter referred as fdrpa) and article 17-19 about merit pay. fdrpa and merit pay system then enforced to all organization unit below directorate general of taxation including blora tax service office. table 1. tax revenue at blora tax service office year 2015-2019 year tax revenue target tax revenue realization target realization percentage 2015 662.678.498.000 483.552.611.787 73% 2016 712.029.078.000 532.199.974.443 75% 2017 711.062.074.000 547.341.682.373 77% 2018 712.822.437.000 648.387.604.006 91% 2019 762.436.009.000 688.414.953.480 90% at blora tax service office, since the implementation of 211/pmk.03/2017 at year 2018, tax revenue target realization percentage improved drastically from around 70% to 90%. even though in year 2019 the percentage dropped down 1% from 91% in year 2018 to 90% at year 2019 but total amount tax collected improved significantly. but even with these improved tax collection percentages, there is still no evidence that fdrpa and merit pay have an impact on performance and match with their initial purpose which is to improve employee performance. according to kuwati (2011), one of the ways to optimize performance is by designing correct performance appraisal and execute it properly so employees will be motivated to do their jobs and responsibilities. it is also important to give feedback according to each performance with financial or non-financial feedback such as promotion or training to improve motivation and job satisfaction. if employees are satisfied with their job, they will try as much as possible within their capabilities to complete every task. ultimately, their productivity and output will increase optimally (badriyah, 2015). this research is based on evidence gap between research by berger (2013) which stated that implementation of fdrpa has positive effect on employee performance which is conflicting with research by bates (2003) that suggested that fdrpa has negative impact on employee performance. other evidence gap is about merit pay partial effect on performance, if research by prianti (2015) stated that merit pay has no significant effect on performance, while research by septiany (2018) suggests that merit pay has positive and significant effect on performance. in indonesia, research with purpose to know the influence of fdrpa and merit pay as a side-by-side international journal of human capital management, vol. 5 (1), june 2021 93 | p a g e system on performance and job satisfaction as intervening variable is a very rare. previous research by hidayat (2019) and nastiti (2019) only analyzed impact of fdrpa on performance. nugraha (2017) researched merit pay’s influence on performance while septiany (2018) analyze influence of merit pay and workload on performance. previous researches are less representative of what this research wants to achieve such as researches from hidayat (2019), nastiti (2019), nugraha (2017), and septiany (2018) only used variable used in this research partially. on the other side, researchers such as bates (2003), amalfe & adelman (2002), and osborne & mccann 2004 focused their research on profit organizations, while this research focused on non-profit organization (government organization). in implementation of fdrpa, directorate of general taxation uses different grades system tha n other organizations. fdrpa in directorate of general taxation uses five grades which s rank at top 15%, followed by a rank at 20%, b rank at 20%, c rank at 20% and d rank at last 15%. while general electric as fdrpa’s pioneer uses three grades which 20% as top performer, 70 % as average performer and 10% as low performer (krames, 2002). and for merit pay in directorate of general taxation calculate compensation based on individual performance, organizational unit performance, and ‘konstanta’. this concept is different than merit pay in other organizations such as teacher advancement program (tap) from milken family foundation in year 1999. tap system applied by 180 schools in united states of america and based on performance, observation, and students test results (pham et al, 2020). another difference is merit pay in directorate of general taxation only effect allowance while others may affect salary, wage or entire take-home pay. literature review forced distribution rating performance appraisal (fdrpa) the forced distribution rating system (fdrs) is a performance appraisal system that forces supervisors to distribute a predetermined percentage of employees in categories based on their employees' performance relative to other employees' performance (moon et al, 2015). after supervisors rate their employees, system can determine which employees are categorized as above average, average, and below-average (blume et al 2009). merit pay wirawan (2015) stated that merit pay is a financial compensation given to an individual as a result of performance evaluation. the implication of merit pay system is if employees performed well, they will be rewarded nicely and while employees performed poorly, they will receive less compensation than others. the main purpose of this system is to motivate employees to improve their performance. job satisfaction robbins & judge (2013) defines job satisfaction as a general attitude towards one’s job; the difference between the amount workers receive and the amount they believe they should receive. positive and favourable actions towards the job shows a level job satisfaction, negative and unfavourable attitudes towards the job indicate job dissatisfaction. george and jones (2005) said that job satisfaction is the collection of feelings and beliefs that people have about their current jobs. people’s levels or degrees of job satisfaction can range from extreme satisfaction to extreme dissatisfaction performance setiyawan dan waridin (2006) stated that employee performance refers to result or achievement rated on quantity and quality based on some standards determined by organization. international journal of human capital management, vol. 5 (1), june 2021 94 | p a g e in order to achieve its goals, organization must formulate a strategy to encourage employees to reach high-level performance. fdrpa’s influence on performance importance of performance appraisal for organization is to evaluate their employees according their duty, ensure employees do the job according organization’s standard and to decide what kind of reward or punishment will be given. this is why finding right and suitable performance appraisal method is just as important. research in performance appraisal has demonstrated that performance appraisal characteristics (such as appraisal purpose and source) can elicit positive employee reactions to performance appraisal and, which in turn, can motivate employees to improve their performance. fdrpa has incentive effect where manager rewards top performers with salary raise or promotion, giving lower incentive for average performer and let go bottom performers. expectancy theory explains that connecting incentive with performance will motivate effort and performance (rynes et. al. 2015). based on theory above it can be concluded that fdrpa can stimulate employee performance. therefore we propose the following hypothesis. h1: fdrpa directly influence employee performance in blora tax service office merit pay’s influence to performance merit pay refers to financial compensation system based on performance appraisal in an organization. merit pay planning is a process to differentiate compensation amount based on each individual’s evaluation at performance appraisal usually according to measurable criteria over a predetermined period of time. performance appraisal is an inseparable process when management wants to apply a good merit pay system, because in general assumptions that merit pay is compensation for top performer and for others to improve their performance in the future. merit pay is one of the factors that influence employee performance (wirawan, 2015). selecting the correct merit pay method can make difference whether the system is working as intended or not. with reward system that is tied to performance, it enables employees to be motivated to do their job optimally. employees will be more responsible for their duty, if they feel they have been compensated fairly. this leads us to the following hypothesis. h2: merit pay directly influence employee performance in blora tax service office fdrpa’s influence to job satisfaction formal performance appraisals (pa) by supervisors are one of the most important human resource management practices (murphy & cleveland, 1995). they are designed to control and motivate employees to manage and improve their future performance (denisi & pritchard, 2006; selvarajan & cloninger, 2012). dissatisfaction and unfairness in appraisal and evaluation process can cause performance appraisal to fail (taylor et al., 2012). there are three job satisfaction elements related to performance appraisal. the first element is satisfaction towards position in ranking, as in higher ranking will induce higher satisfaction to performance appraisal process. the second element is satisfaction to rater. employees may doubt accuracy of the information provided by the appraiser or rater when it rater’s role is assigned to someone they don’t trust. and the last element is feedback. fair feedback can improve job satisfaction when it is delivered in positive manner (kacmar et al., 2013). according to mello (2015) fdrpa is the best way to identify top performer employees who deserve suitable reward, and low performer employees who should be assisted or fired. but fdrpa often perceived negatively by many organization (roch et al, 2007). many researchers international journal of human capital management, vol. 5 (1), june 2021 95 | p a g e and practitioners have also identified that fdrpa leads the employees towards extreme level of job dissatisfaction (pfeffer & sutton, 2006). this is caused by rater being forced to distribute employees to grades which has not proven fair and objective. therefore we propose the following hypothesis. h3: fdrpa directly influence to employee job satisfaction at blora tax service office merit pay’s influence to job satisfaction merit pay is a form of compensation where individuals receive reward financially based on performance evaluation with purpose to stimulate better performance wirawan (2015). job satisfaction will be fulfilled when compensation is just, standardized, personalized to skill level and job difficulity (robbins 2008). most literature agreed upon opinion that compensation has significant impact to performance and ultimately causes job satisfaction (gavin & vinten, 2005). compensation is considered as one of key factors to job satisfaction because individuals can do transactions financially (esen, 2006; kickham, 2007 in sihombing 2009). furthermore, compensation can also play role as symbol of achievement and success. power, prestige, status and desire are psychological and emotional effects of money. taylor (1911) in sihombing (2009) stated that large sum of compensation can be concluded as best predictor of job satisfaction. this leads us to the following hypothesis. h4: merit pay directly influence to employee job satisfaction at blora tax service office job satisfaction’s influence to performance luthans (2006) mentioned that job satisfaction influences performance, if employees have high level job satisfaction it will affect performance improvement even though indirectly. job satisfaction’s influence on performance is affected by appreciation and employee turnover. if employees feel they got appreciation they deserved, they will produce better output. high level job satisfaction will not decrease employee turnover rate but if there is no job satisfaction, employee turnover rate will be high. the relationship between job satisfaction and performance can be categorized as causality. but based on many researches there is evidence that an organization with more satisfied employees more likely to perform more effectively rather than an organization with low satisfied employees (robbins, 2008). research from argensia et al (2014) stated that there is positive and significant effect of job satisfaction on performance. research form kurniawati et al (2015) also founded similar result. therefore we propose the following hypothesis. h5: job satisfaction directly influence to performance at blora tax service office fdrpa’s influence to performance with job satisfaction as an intervening variable someone tend to work passionately when reached satisfaction from their job and job satisfaction is key to improve morale, discipline and achievement that will lead to reach organization goal. allen in surodilogo (2010) also said that organization with perfect planning will not be able to reach its goal as intended if employees don’t do the job in happy and passionate manner. from statement above we can conclude that human resources have a crucial role in organization to reach its goal because satisfied employees will work better and more productive. hutagalung & perdhana (2016) stated that employees’s attitude while working shows how satisfied they are in the organization. job satisfaction refers to a positive feeling about job, which is created from evaluation of its characteristics. job satisfaction level (either low or high) can cause employees to quit, raise their voices, loyal or stay dedicated. robbins (2008) also stated that a happy worker is a productive worker. these statements lead to the following hypothesis: international journal of human capital management, vol. 5 (1), june 2021 96 | p a g e h6: fdrpa influence to performance through job satisfaction as intervening variable merit pay’s influence to performance with job satisfaction as an intervening variable satisfaction on compensation is one of the main elements to achieve job satisfaction. it means that when employees feel satisfaction with compensation raises, it will increase their job satisfaction also. furthermore, the main element that affects satisfaction with compensation is the fairness of compensation. dissatisfaction with compensation will lower job appeal on individuals that will lead to increase in absence from work, job dissatisfaction and employee turnover. job dissatisfaction eventually causes stress on employees (lawler, 1971 in suhartini, 2005). compensation has a vital role to organization and employees. high compensation shows organization’s effort to maintain and improve their employees’s well being. while low compensation can lower job satisfaction and productivity. according to badriyah (2015) job satisfaction is one of important factor to obtain optimal work output. satisfied employees will try to perform better to complete their duties which will improve their productivity and output. therefore we propose the following hypothesis. h7: merit pay influence to performance through job satisfaction as intervening variable figure 1. theoritical framework research method this study uses quantitative method with survey technique using questionnaire to obtain data from respondents. the survey was done at one time and research did not try to control the answer given by respondents. the research subjects are all employees at low management positions in blora tax service office with total 80 respondents. such position was chosen because employees at low management positions don’t have the power to rate another, so they can be considered the ones who are affected most by implementation of regulation 211/pmk.03/2020. arikunto (2010) stated that if total population subjects are around 100 to 150, and the method is questionnaire, so all subject should be surveyed without exception. data analyzed using smartpls application version 3.2.2. using outer model and inner model test. result and discussion outer model test outer model test processes with validity test and reliability test. validity test conducted with outer loading test, ave and discriminant validity test based on result from cross loading and fornell-larcker criterion. outer loading results between 0,5 – 0,6 is considered sufficient to pass fdrpa independent variable (x1) merit pay independent variable (x2) performance dependent variable (z) job satisfaction intervening variable (y) international journal of human capital management, vol. 5 (1), june 2021 97 | p a g e the requirement for convergent validity (ghozali,2014). hair et al (2014) stated that if the model has ave value above 0,5, that model can be categorized as having high convergent validity. if cross loading value of each item to its own variable is bigger than other variables, it is concluded to be valid. (ghozali,2014). according to hair et al (2014) fornell-larcker criterion is valid when ave square root value of each construct is bigger than correlation between construct. reliability test can be done by checking cronbach’s alpha value and composite reliability value which both must be above 0,7 (ghozali 2014). inner model test inner model tested by checking r-square, q-square and path coefficient values to obtain information about how big latent dependant variable affected by latent independent variable (ghozali, 2014). 1) r-square r-square value for performance variable is 0,375 which means 37,5% performance variable influenced by fdrpa, merit pay and job satisfaction variables, while other 62,5% influenced by other variables which are not in this research. r-square value for job satisfaction is 0,591 which shows 59,1% job satisfaction variable influenced by fdrpa and merit pay variables, while 40,9% influenced by other variables that are not in this research. r-square value for performance variable with 37,5% shows that structural model considered to be moderate just as r-square for job satisfaction variable with 59,1%. r-square values with 0,19, 0,33 and 0,67 show weak, moderate and strong models (chin, 1998 in ghozali & latan, 2015). 2) predictive relevance (q2 ) we count q-square with formula : q2 = 1 – ( 1 – r1 2 ) ( 1 – r2 2 ) = 1 – ( 1 –0,375) ( 1 – 0,569 ) =0,744 q-square value is 0,744 or 74,4% means structural model used in research has predictive relevance. 3) path coefficient and hypothesis test relationship between latent variable considered significant if path coefficient less than 0,050 with significance level 5% (urbach& ahlemann, 2010 in ghozali 2014). ha is accepted when t-statistic >1,96 and p-values < 0,05 (husein 2015). a. test for direct influence summary of path coefficient and hypothesis direct influence test results stated below: table 2 summary of path coefficient and hypothesis direct influence test hypothesis path coefficient tstatistic pvalues relationship fdrpaperformance -0,269 1,695 0,091 no significant effect merit payperformance 0,161 1,181 0,238 no significant effect fdrpajob satisfaction 0,485 5,870 0,000 positive and significant merit payjob satisfaction 0,374 4,586 0,000 positive and significant international journal of human capital management, vol. 5 (1), june 2021 98 | p a g e job satisfactionperformance 0,663 3,916 0,000 positive and significant b. test for indirect effects indirect effect test (with intervening variable) in this research was done with significance test and test to know mediation effect. significance test conducted with data processing with smartpls 3.2.2 at specific indirect effect and sobel test. while for test to know mediation effect, we used causal step and vaf test. summary of specific indirect effect test is listed below: tabel 3 summary of specific indirect effect test hypothesis path coefficient tstatistic p-value relationship fdrpajob satisfactionperformance 0,322 3,402 0,001 positive and significant merit pay job satisfactionperformance 0,248 2,548 0,011 positive and significant direct effect hypothesis test can be conducted through calculation for the sobel test online (preacher dan hayes, 2008). result from calculation for the sobel test online listed below: tabel 4 calculation for the sobel test online result hypothesis zvalue pvalue relationship fdrpajob satisfactionperformance 3,257 0,001 positive and significant merit pay job satisfactionperformance 2,974 0,001 positive and significant table 3 and table 4 report that there is positive and significant effect from fdrpa to performance through job satisfaction as intervening variable. while the result from table 2 shows that fdrpa’s direct influence on performance is not significant and its indirect influence shows significant outcome. with mediation effect test with causal step, it can be deduced that job satisfaction has full mediation effect on fdrpa’s influence on performance. based on table 3 and table 4, merit pay influences performance through job satisfaction as intervening variable. and table 2 shows that merit pay’s direct influence on performance is not significant and its indirect influence display significant result. mediation effect test with causal step reveals that job satisfaction has full mediation effect on merit pay’s influence on performance. full mediation occurs if independent variable can only explain dependant through intervening variable. it shows direct influence is not significant, but its indirect influence significant (rahmawansyah (2019) in kussudyarsana et al (2020)). to conduct mediation test with vaf test, the formula is: vaf= 𝑖𝑛𝑑𝑖𝑟𝑒𝑐𝑡 𝑖𝑛𝑓𝑙𝑢𝑒𝑛𝑐𝑒 𝑡𝑜𝑡𝑎𝑙 𝑖𝑛𝑓𝑙𝑢𝑒𝑛𝑐𝑒 if vaf value is bigger than 80%, it indicates full mediation. furthermore, if vaf value is around 20% 80% it is categorized as partial mediation. and if vaf value is lower than 20% it is almost no mediation effect (ghazali and latan 2014). international journal of human capital management, vol. 5 (1), june 2021 99 | p a g e table 5 vaf test summary hypothesis path coefficient indirect effect path coefficient total effect vaf (%) fdrpaperformance 0,322 0,053 608 merit payperformance 0,248 0,409 61 sumber: output smartpls 3.2.2, data primer diolah 2020 from table 5 above, job satisfaction’s mediation test for fdrpa’s influence on performance shows vaf value as 608% (above 80%) which means full mediation. high vaf value caused by total effect of job satisfaction’s effect when mediating fdrpa’s influence on performance has original sample as -0,269 (negative) which has an opposite result with indirect effect (ab) 0,322 (positive). kenny et al (2015) stated that if c” (direct effect) has conflicting sign with ab (indirect effect), mediator used is a suppressor variable, which we can conclude this variable is inconsistent and has negative effect. inconsistent model refers to model where there are at least one mediation effect that has different sign with another mediation effect or direct effect in model (blalock 1969, davis 1985, mackinnon et al 2002 in mackinnon, fairchild and fritz, 2007). on other result, merit pay’s effect on performance with job satisfaction as intervening has vaf value as 0,606 or 61%. this result indicates job satisfaction partially mediates merit pay’s effect on performance. the dissimilarity between mediation effect in causal step test and vaf test caused by on causal step test only observes significance on direct and indirect hypothesis test without considering original sample value. whereas in vaf test, we only use original sample from indirect effect and total effect test. the formula for total effect orginal sample is indirect effect original effect plus direct effect original sample. we get direct effect original sample from multiplication between merit pay’s effect on job satisfaction original sample and job satisfaction’s effect on performance original value without considering significance value. if indirect effect value is low while its direct effect value high, then vaf test value will be low which indicates the relationship is a partial mediation, such as relationship between merit pay on performance with job satisfaction as intervening variable in this research. h1. there is no significant direct effect of fdrpa (x1) on performance (y) based on the result of direct effect test of fdrpa (x1) on performance (y) on table 2, t statistic 1,695< 1,96 and p-values 0,091 >0,05, which means there is no signicant direct effect of fdrpa (x1) on performance (y). h2. there is no significant direct effect of merit pay (x2) on performance (y) from the result of direct effect test of merit pay (x2) on performance (y) on table 2, t statistic 1,181 < 1,96 and p-values 0,238 > 0,05, which indicates that there is no significant direct effect of merit pay (x2) on performance (y). h3. there is a positive and significant direct effect of fdrpa (x1) on job satisfaction (z) the result of direct effect test of fdrpa (x1) on job satisfaction (z) on table 2 shows that t-statistic 5,870 > 1,96 and p-value 0,000 < 0,05, which suggests that there is a positive and significant direct effect of fdrpa (x1) on job satisfaction (z). international journal of human capital management, vol. 5 (1), june 2021 100 | p a g e h4. there is a positive and significant direct effect of merit pay (x2) on job satisfaction (z) based on the direct effect test of merit pay (x2) on job satisfaction (z) on table 2, t-statistic 3.916 > 1,96 and p-value 0,000 < 0,05, which indicates there is a positive and significant direct effect of merit pay (x2) on job satisfaction (z). h5. there is a positive and significant direct effect of job satisfaction (z) on performance (y) the result of direct effect test of job satisfaction (z) on performance (x) on table 2 indicate that t-statistic 5,870 > 1,96 and p-value 0,000 < 0,05, which suggest that there is a positive and significant direct effect of job satisfaction (z) on performance (y). h6. there is a positive and significant indirect effect of fdrpa (x1) on performance (y) with job satisfaction (z) as intervening variable based on result of summary of specific indirect effect test of of fdrpa (x1) on performance (y) with job satisfaction (z) as intervening variable on table 3, shows that t-statistic 3,402 > 1,96 and p-value 0.01 < 0,05. while on table 4 from calculation for the sobel test online result shows t-statistic 3,257 > 1,96 and p-value 0.01 < 0,05. from both results it can be concluded that there is a positive and significant indirect effect of fdrpa (x1) on performance (y) with job satisfaction (z) as intervening variable. h7. there is a positive and significant indirect effect of merit pay (x1) on performance (y) with job satisfaction (z) as intervening variable from the result of summary of specific indirect effect test of of merit pay (x2) on performance (y) with job satisfaction (z) as intervening variable on table 3, shows that t-statistic 2,548 > 1,96 and p-value 0.11 < 0,05. while on table 4 from calculation for the sobel test online result shows t-statistic 2,974 > 1,96 and p-value 0.01 < 0,05. from the results it can be concluded that there is a positive and significant indirect effect of merit pay (x2) on performance (y) with job satisfaction (z) as intervening variable. discussion the results of the analysis of the first hypothesis found that fdrpa (x1) has no significant direct effect on performance (y). this result contradicts research from bates (2003) and berger et al. (2013). bates (2003) stated that fdrpa causes top performers to have better performance than average performers around 40%-100%. research from berger et al. (2013) from their experimental research, found that fdrpa improves productivity significantly around 8%. the result from second hypothesis suggests that merit pay has no significant direct effect on performance. this finding is different compared to previous research from nugraha (2017), septiany (2018) and wirawan (2015). research from nugraha (2017) and septiany (2018) stated that merit pay has positive effect on performance. this finding contradicts research from wirawan (2015) which suggest that merit pay is one of factors that influence employees performance. the third hypothesis analysis has found that fdrpa (x1) has a positive and significant direct effect on job satisfaction (z). h3 accepted proves that there is a positive influence from fdrpa on job satisfaction, meaning if fdrpa is well executed, it will affect job satisfaction positively in blora tax office service and if implemented poorly, fdrpa will cause job dissatisfaction. this finding is similar to previous research from bates (2003) and amalfe & adelman (2002). bates (2003) stated that fdrpa implementation without coaching caused employees dissatisfaction. amalfe & adelman (2002) explained that fdrpa rating process without objective criterion causes dissatisfaction on both rater and employee. international journal of human capital management, vol. 5 (1), june 2021 101 | p a g e the fourth hypothesis analysis has found that merit pay has a positive and significant direct effect on job satisfaction (z). good implementation of merit pay system will influence positively to employee job satisfaction in blora tax service office. meanwhile, if merit pay is implemented poorly, it will cause job dissatisfaction. this result strengthens the findings from taylor (1911) in sihombing (2009) and miller & whitford (2007). research from taylor (1911) in sihombing (2009) indicated that big amount of compensation is the best predictor for job satisfaction. miller and whitford (2007) said that merit pay system influences job satisfaction level. poor implementation of merit pay (such as unfair evaluation process, unfair evaluator, limited budget) causes frustration and employee dissatisfaction. the result of the fifth hypothesis analysis has found that there is a positive effect from job satisfaction to performance. it suggests when employees have better job satisfaction it will affect employees to show better work performance in blora tax service office. this finding is in line with researches from ristiana m (2013) and lund (2003). merry ristiana m (2013) stated that job satisfaction has a positive and significant effect on performance. research from lund (2003) indicated that job satisfaction has a positive and significant effect on employee performance. job satisfaction is identified as pay satisfaction, promotion, supervisor performance, work environment, and teamwork have a vital role to improve performance. the results of the sixth hypothesis analysis has found that fdrpa has a positive and significant effect on performance with job satisfaction as an intervening variable. this finding is similar to research from tohardi (2007) in sefriani (2014) which stated that if an individual rated high in performance appraisal, it causes high-level job satisfaction and improves performance. job satisfaction’s role to mediate fdrpa effect on performance shows result as full mediation, which means without job satisfaction as intervening variable, fdrpa has no effect on performance. the seventh hypothesis analysis has found that merit pay has a positive and significant effect on performance with job satisfaction as an intervening variable. this finding is similar with mangkunegara, (2001) who suggested that if compensation want to encourage employees to work more productive and efficient, it has to induce job satisfaction. the results also supported by robbins and judge (2008) which stated that when employees feel satisfied and treated fairly, they will stay loyal and give their best to organization. conclusion this study has found that fdrpa has no significant effect on performance in blora tax office. this proves that implementation of fdrpa has no effect on performance. merit pay also has no significant effect on performance, this reveals that performance improvement or decrease on blora tax office didn’t affected by merit pay. fdrpa has positive and significant effect on job satisfaction that if fdrpa is well executed, it will affect job satisfaction positively in blora tax office service. merit pay has positive and significant influence on job satisfaction which means good implementation of merit pay system will influence positively to employee job satisfaction in blora tax service office. job satisfaction has positive and significant effect on performance which suggests when employees have better job satisfaction it will affect employees to show better work performance in blora tax service office. fdrpa has positive and significant effect on performance through job satisfaction as intervening variable. improvement on fdrpa implementation will also improve employee performance in blora tax service office if the system includes and pays attention to job satisfaction factor. merit pay has positive and significant effect on performance through job satisfaction as intervening variable. well executed merit pay system will improve employee performance in blora tax service office if job satisfaction factor is incorporated into t he system properly. managerial implication international journal of human capital management, vol. 5 (1), june 2021 102 | p a g e this research reports that fdrpa has no direct effect on performance. fdrpa implementation on different organization types and cultures may generate different results. in profit-oriented organization, fdrpa affects performance because poor performers will be fired (bates, 2003). this condition makes employees feel the urge to improve their performance. other than that, culture also influences implementation of fdrpa. on a more westernized culture organization, which is more competitive and demanding, fdrpa is more likely to have an effect on performance. on the other hand, in government organizations such as this research, which has more traditional culture and the organization can’t easily fire employees, fdrpa less likely to have an effect on performance. these findings can be used by directorate of general taxation and other organizations that use similar system to re-evaluate the implementation of fdrpa and merit pay which its initial purpose is to improve performance. before implementing fdrpa, top management needs to ensure that their organization culture is suitable and ready to use this system. the readiness of organization, organization's values such as feedback and open communication play a role in deciding if the organization should adopt the system and how the system can be accepted and implemented properly. based on the research results, merit pay has no direct effect on performance. little difference in compensation between top performers and others cause employees are not motivated enough to improve their performance. therefore, to has significant performance improvement, merit pay in organization must give a notable difference in compensation between employees based on their performance. this research proves that job satisfaction is a crucial variable because not only it mediates influence of fdrpa and merit pay on performance, it also the most dominant variable that directly affects performance. the importance of job satisfaction on performance can be utilized by directorate of general taxation or similar organizations to design future regulations or to improve current regulations (such as fdrpa and merit pay). according to perdhana and sawitri (2019), there are things that supervisor need to pay attention about individual attitude and job satisfaction such as: (1) take notice of employee job satisfaction level as performance determinant, rotation, attendance, and their withdrawal behavior (2) measure behavior objectively and regularly to determine how employees react about their job (3) to improve job satisfaction, employees need compatibility evaluation between their job and their interest, and employees need to be assigned a job that challenging and interesting enough for them. (4) considering the fact that high salary alone is not enough to create job satisfied environment. fair treatment from superiors and co-workers is an indicator that has significant influence on job satisfaction. this finding indicates that blora tax service office should put more attention on relationships with superior and co-workers to ensure high level job satisfaction. based on the research, fdrpa is heavily influenced by how well rater does the appraisal according to guidelines. fdrpa assumed to be credible when rater does the appraisal professionally and avoid any mistakes on the appraisal process. the most vital element in merit pay is fairness in application of compensation. organization should pay more attention to this matter since fairness can stimulate positive attitude from employees when they feel appreciated for their efforts, satisfied and motivated to achieve organization’s purpose. the ability to operate assisting tools on job is the most important indicator for employee performance in blora tax service office. since most jobs at tax office are done digitally, this skill is indispensable in any position they are assigned to. to further improve performance, employees can upgrade this skill with training, coaching, etc. limitations and recommendations one of the limitations of this study is this research can’t be done on bigger scale because there are limitations to access required data. this problem is related to researcher’s position as a low management employee and only has data access at office where researcher is assigned to. other limitation is lack of previous research about fdrpa cause researcher to have issues to discuss fdrpa as deep as other topics. international journal of human capital management, vol. 5 (1), june 2021 103 | p a g e recommendations for future research based on this study such as: this research can be used as reference for future research to further deepen the research about the topic and add other variables like motivation (gultom, 2015) and organization citizenship behavior(chattopadhyay,2017). furthermore, future research can further explore other factors related to job satisfaction. some previous researches who already found link about job satisfaction and other factors such as pitasari dan perdhana (2018) who stated that six factors influence job satisfaction consisting of: job content, management, work environment, compensation, promotion and training. research from sawitri and perdhana (2020) also found that young parents career congruence influence both directly and indirectly on life satisfaction through career decision-making self-efficacy and career exploration. lastly, future research can be done on much bigger scale in directorate general of taxation (or other organization with similar state). future research should also increase population sample to get more accurate representation about regulation number 211/pmk.03/2017 and directorate general of taxation. references amalfe, ca and adelman h. 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(2015). manajemen sumber daya manusia indonesia. jakarta: pt raja grafindo persada. http://lib.ui.ac.id/file?file=digital/130474-t%2027200-nalisis%20kepuasan-ha.pdf https://www.researchgate.net/publication/312519020_keadilan_dalam_pemberian_kompensasi https://www.researchgate.net/publication/312519020_keadilan_dalam_pemberian_kompensasi http://dx.doi.org/10.1257/aer.102.7.3628 international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 5 (2), december 2021 32 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 5, no. 2, december 2021, p 32-43 analysis of policy models in improving effectiveness of hr leadership for educators at senior high schools in banten province ranthy pancasasti1, sri ndaru arthawati2, anna susi mulyani3 1, 2, 3 universitas sultan ageng tirtayasa email: ranthy@untirta.ac.id abstract facing the era of globalization as it is today, every country must have a competitive advantage, especially in the field of education in order to be able to survive, play a role, and compete, both in input, process, output, and outcome. according to unesco (2018), one of the causes of the low educational development index (edi) in indonesia in 2018 is the low effectiveness of the leadership of school principals as human resources for educators, where there are still principals who do not carry out their duties and functions as leaders. education because: (1) in the process of appointment it is not in accordance with the provisions (procedures) as set by the government, (2) low management knowledge, intellectual and emotional intelligence, independence, and competitive advantage of the principal which will affect the effectiveness of his leadership in carrying out his duties, so that it becomes an inhibiting factor in improving the quality of education, and has implications for the low productivity and quality of the principal's human resources (input, process, output/outcome). the grand design of this study will analyze the basic framework or policy model in improving management knowledge, emotional intelligence, independence, competitive advantage, and the effectiveness of the principal's leadership as human resources for educators at senior high schools (slta) in banten province. what distinguishes this research from previous research (novelty) is the difference in: (1) the aspects studied, namely aspects of management knowledge, emotional intelligence, independence, competitive advantage, and the effectiveness of the principal's leadership as human resources for educators in schools senior high school (slta) in banten province, (2) the unit of analysis used in this study, namely hr principals as educators at senior high schools (slta) in banten province, and (3) independence (x3) and excellence competing (x4) has no significant effect on leadership effectiveness (y), and emotional intelligence (x2) has no significant effect on competitive advantage (x4). the limitations in this study are only to analyze and calculate the influence of management knowledge, emotional intelligence, independence, and competitive advantage on the effectiveness of the principal's leadership as human resources for educators at senior high schools (slta) in banten province. this research was conducted in banten province, for 6 months. the population in this study is the principal as human resources for educators at senior high schools (sma, smk and ma) in banten province. sampling was carried out using a random sampling method of 60 respondents, which were processed using the smart pls ver 3.0 application and sem. the results of this study explain that knowledge management (x1), and emotional intelligence (x2) have a significant effect on leadership effectiveness (y). independence (x3) and competitive advantage (x4) have no significant effect on leadership effectiveness (y). management knowledge (x1) has a significant effect on independence (x3), while emotional intelligence (x2) has no significant effect on competitive advantage (x4). http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 5 (2), december 2021 33 | p a g e keywords: provision of intenal and external human resources, swot, strength, weakness, opportunity, threat. received: 28 september 2021 ; accepted: 8 november 2021 ; publish: december 2021. how to cite: pancasasti, r., et.al.. (2021). analysis of policy models in improving effectiveness of hr leadership for educators at senior high schools in banten province. international journal of human capital management, 5 (2), 32-43. https://doi.org/10.21009/ijhcm.05.02.4 introduction the grand design of this study will analyze the basic framework or policy model in improving management knowledge, emotional intelligence, independence, competitive advantage, and the effectiveness of the principal's leadership as human resources for educators at senior high schools (slta) in banten province. the purpose of this study is to analyze/estimate the magnitude of the effect: (1) management knowledge on leadership effectiveness, (2) emotional intelligence on leadership effectiveness, (3) independence on leadership effectiveness, (4) competitive advantage on leadership effectiveness, (5) management knowledge on independence, (6) emotional intelligence on the competitive advantage of principals as human resources educators at senior high schools (slta) in banten province, (7) making policy models in improving management knowledge, emotional intelligence, independence, competitive advantage, and effectiveness the leadership of the principal as human resources for educators at senior high schools (slta) in banten province. in the long term, this study aims to assist the banten provincial government in making policies (recommendations) especially in the field of hr related to strategic steps that need to be taken to improve management knowledge, emotional intelligence, independence, competitive advantage, and the effectiveness of the principal's leadership as human resource educators. at senior high school (slta) in banten province. some of the essence of the definitions of all the variables in this study can be described as follows: according to gibson, ivancevich and donnelly (2015: 273), leadership effectiveness is the success of leaders in directing, influencing, and cooperating with individuals, people or groups who he leads to carry out activities towards the achievement of goals and objectives in the program that has been set. indicators of leadership effectiveness are making procedures for carrying out tasks, fostering, building cooperation, paying attention to subordinates, planning and making decisions. then, denning (2018: 2) states that management knowledge is everything that a person knows and remembers either universally or specifically about management functions that have been defined and measured based on indicators, namely: (1) the function of planning decisionmaking in organizing function, (2) leadership function, (3) coordination function, (4) controlling function, and (5) supervisory function. as for semiawan (2019: 4), defining emotional intelligence is the ability or skill in self-control, having high enthusiasm and perseverance, being able to motivate himself in doing something, and being able to interact well with others. indicators of emotional intelligence, namely (1) self-awareness, (2) self-management, (3) motivation, (4) empathy, (5) relationship management. in line with this, covey (2017: 38-39) states that independence is an attitude that does not depend entirely on the environment and refuses to be controlled by the environment. indicators of independence are as follows: (1) physically able to carry out their own duties, (2) mentally able to think to make their own choices, (3) creatively can international journal of human capital management, vol. 5 (2), december 2021 34 | p a g e look for new ideas and convey the results of thoughts assertively, and (4) emotionally able to take responsibility for their own actions. on the other hand, fahey and randall (2014: 107-111) argue that competitive advantage is the ability of individuals to compete with other individuals in their group, in achieving the best performance effectiveness. the level of competitive advantage is indicated (indicators): (1) doing their best at work, (2) willingness to develop themselves, (3) improving work quality, (4) creating value for customers, and (5) adapting to environmental changes. based on preliminary research conducted by researchers, there is a counter-indicator phenomenon of the low effectiveness of the principal's leadership as human resource educators, where of the 30 principals interviewed, most (76.7 percent) principals have not mastered, developed and run the education system with the concept of quality improvement. management knowledge, emotional intelligence, independence, competitive advantage, and leadership effectiveness, which can be seen from: 1. the low ability of the principal in: (a) making plans and programs for school activities, such as mapping in the provision of training and education for teachers and education staff (tendik) who become their subordinates, making competency-based school curricula, organizing teachers and staff in accordance with field of knowledge and skills, (b) supervise and evaluate each program activity and school curriculum that has been prepared. this happens because there are still principals who apply a leadership style that tends to be top-down (authoritarian), and the lack of coordination between school principals, teachers and staff. 2. the low ability of the principal in managing his emotional intelligence, so that the principal has a low level of self-awareness, self-management, motivation, empathy, and relationship management. 3. the level of independence of the principal in managing his organization is also still low. this can be seen from the low level of: (a) the principal's creativity in finding new ideas and conveying the results of his thoughts firmly to the school community and their superiors, (b) the ability to be responsible for each of their own actions. this happens because there are still principals who cannot carry out their own duties and do not have the mental strength to make their own choices. so that the principal is required to better equip himself, the teacher, and the students to have intellectual and emotional intelligence, and be independent in the learning process. 4. the low competitive advantage of principals to be able to: (a) work and do the best for the school, (b) develop themselves, (c) improve the quality of work, (d) create culture and values for school members (teachers, students), and students), and (e) adapting to environmental changes. if this happens continuously and for a long time, it will affect the low effectiveness of the principal's leadership itself which can have implications for the low productivity and quality of the principal's human resources (input, process, output/outcome) as educators in schools. advanced level up (slta). based on the explanation above, it is deemed necessary to conduct a more indepth research on how to create a policy model in improving management knowledge, emotional intelligence, independence, competitive advantage, and effectiveness of hr leadership for educators at senior high schools in banten province. international journal of human capital management, vol. 5 (2), december 2021 35 | p a g e methodology this research was conducted in banten province, for 6 months starting from april october 2021. the population in this study was the principal as human resources for educators at senior high schools (sma, smk and ma) in banten province. sampling was done by random sampling method, namely a sample of 60 respondents drawn from the population group at random with the help of microsoft excel software, then processed using the smart pls ver 3.0 application and sem. the primary data in this study were sourced directly from the respondents, namely the principal as human resources for educators at senior high schools in banten province. secondary data sourced from the education office and the central statistics agency of banten province, books, internet, and other parties related to this research. data collection techniques using: 1. interviews with competent and authorized parties to provide data and information about principals in banten province in connection with this research. 2. questionnaire, namely data collection is done by providing a list of statements to respondents. 3. documentation study, namely the collection of data by collecting and studying documents obtained from the banten provincial education office. the research variables in this study are as follows: 1. the independent variables consist of management knowledge (x1), emotional intelligence (x2), independence (x3), and competitive advantage (x4). 2. the dependent variable, namely leadership effectiveness (y). this study uses an instrument in the form of a questionnaire as a measuring tool that is made on a scale of 1 5 (one to five), with a weight of 1 meaning very rare, 5 meaning very often. 1 = very rarely 5 = very often management knowledge (x1) emotional intelligence (x2) independence (x3) competitive advantage (x4) effectiveness leadership (y) h1 h3 h4 h5 h6 h2 figure 1. research framework international journal of human capital management, vol. 5 (2), december 2021 36 | p a g e figure 2. initial research construct model results and discussion figure 3. validity test (initial outer model) international journal of human capital management, vol. 5 (2), december 2021 37 | p a g e validity test (initial outer model) • validity test aims to show how well a technique; instrument or process measures a concept. • according to ghozali and latan (2015:74) the indicator is declared valid if it has a loading factor value > 0.60. based on the picture above, there are indicators that do not meet the validity criteria, including pm1, pm2, pm5, km3, kb1, kb2, kb4, kb5, ke2, ek3. • thus the indicators that are declared not to meet the validity criteria must be removed from the model. • after eliminating the ten indicators, the measurement model is obtained as shown in the following figure. figure 4. the research final construct model international journal of human capital management, vol. 5 (2), december 2021 38 | p a g e figure 5. validity test (final outer model) validity test (final outer model) • based on the picture above, it can be seen that all indicators have a loading factor value > 0.60 so that they can meet the validity criteria. in addition to looking at the value of the loading factor, convergent validity can also be seen from the value of average variance extracted (ave). the ave value must be greater than 0.50 (ghozali & latan, 2015:74). in this model, the ave value of each variable is above 0.50. so that it can meet the criteria of convergent validity (validity). • thus it can be concluded that all the variables of this study are valid because they have met discriminant validity. reliability test (cronbach's alpha and composite reliability) figure 6. reliability test (cronbach's alpha and composite reliability values) • this reliability test was conducted to prove the accuracy, consistency, and accuracy of the instrument in measuring variables. international journal of human capital management, vol. 5 (2), december 2021 39 | p a g e • to measure the reliability of variables, it can be done in two ways, namely with cronbach's alpha and composite reliability or what is often called dillon goldstein's above 0.60 (ghozali & latan, 2015: 75-77). • based on the results of the reliability test in the figure above, it can be seen that cronbach's alpha and composite reliability of all variables have values above 0.60. thus it can be concluded that all variables are reliable or meet the reliability test. hypothesis testing the hypothesis is accepted if the t statistic value > t table (1.960); or p values < 0.05. figure 7. hypothesis testing (path coefficients) the influence of management knowledge on the effectiveness of hr leadership for educators at senior high schools in banten province management knowledge (x1) has significant effect on leadership effectiveness (y). a principal as hr educator in banten province who has management knowledge, especially good coordination and control functions, will be able to pay attention to subordinates, and make good plans before making decisions so that they can increase the effectiveness of their leadership. because everything the principal knows and remembers either universally or specifically about these management functions will increase the principal's success in directing, influencing, and establishing good cooperation with teachers, staff, and students to carry out activities towards achieving goals. and goals in the program that has been set. international journal of human capital management, vol. 5 (2), december 2021 40 | p a g e the influence of emotional intelligence on the effectiveness of hr leadership for educators at senior high schools in banten province emotional intelligence (x2) has significant effect on leadership effectiveness (y). principals as hr educators in banten province who have high emotional intelligence, especially motivation, empathy, and good relationship management, will be able to pay attention to subordinates, and make good plans before making decisions so that they can increase the effectiveness of their leadership. because the principal who has the ability or skill in self-control, has high enthusiasm and perseverance, is able to motivate himself in doing things, and interacts well with others will increase the success of the principal in directing, influencing, and establishing good cooperation with teachers. tendik, and students to carry out activities towards the achievement of goals and objectives in the program that has been set. the influence of independence on the effectiveness of hr leadership for educators at senior high schools in banten province independence (x3) has no significant positive effect on leadership effectiveness (y). until now, respondents considered that most of the principals as human resources for educators in banten province did not yet have independence, and were completely dependent on the environment, which in turn made the principal very easily controlled by the environment. respondents also considered that the principal until now physically has not been able to carry out his own duties, mentally has not been able to think to make his own choices, and emotionally has not been able to take responsibility for his own actions. so if this happens continuously, it will be contradictory to the effectiveness of his leadership. where the principal cannot increase his success in directing, influencing, and establishing good cooperation with teachers, staff, and students to carry out activities towards achieving the goals and objectives in the program that has been set. the effect of competitive advantage on the effectiveness of hr leadership for educators at senior high schools in banten province competitive advantage (x4) has no significant effect on leadership effectiveness (y). until now, respondents considered that most of the principals as human resources for educators in banten province had not been able to increase their competitive advantage, which in the end made the principals unable to improve the quality of their work. respondents also considered that most of the principals so far have not had the ability to compete with other individuals in their group, in achieving the best performance effectiveness. so if this happens continuously, it will be contradictory to the effectiveness of his leadership. where the principal cannot increase his success in directing, influencing, and establishing good cooperation with teachers, staff, and students to carry out activities towards achieving the goals and objectives in the program that has been set. international journal of human capital management, vol. 5 (2), december 2021 41 | p a g e the influence of management knowledge on the independence of human resources for educators at senior high schools in banten province management knowledge (x1) has significant influence on independence (x3). a principal as hr educator in banten province who has management knowledge, especially good coordination and control functions, will have an attitude that is not completely dependent on the environment and refuses to be controlled by the environment. because everything that is known by the principal and is well remembered universally or specifically for these management functions will increase the independence of the principal in his duties, namely the principal who can physically carry o ut his own duties, mentally can think to make his own choices, and emotionally responsible for their own actions. the influence of emotional intelligence on the competitive advantage of human resources for educators at senior high schools in banten province emotional intelligence (x2) has no significant effect on competitive advantage (x4). until now, respondents considered that most of the principals as human resources for educators in banten province did not yet have a high level of emotional intelligence, especially low motivation, empathy, and relationship management, which in the end made the principal unable to increase / still low competitive advantage. and quality of work. respondents also considered that most of the principals so far have not had the ability to compete with other individuals in their group, in achieving the best performance effectiveness. so if this happens continuously, it will be contradictory to its competitive advantage. or in other words, the principal who cannot improve his abilities or skills in self-control, has low enthusiasm and perseverance, and is unable to motivate himself in doing things, and interacts well with others, will make the principal unable to improve. competitive advantage and quality of work. policy model in improving management knowledge, emotional intelligence, independence, competitive advantage, and leadership effectiveness of human resources educators at senior high schools in banten province figure 8. total effects (the best path analysis) the best way to create a policy model to improve management knowledge, emotional intelligence, independence, competitive advantage, and leadership effectiveness of human resources educators at senior high schools in banten province is through the improvement of: 1. emotional intelligence (x2) to leadership effectiveness (y) reason: emotional intelligence (x2) has significant influence on leadership effectiveness (y). international journal of human capital management, vol. 5 (2), december 2021 42 | p a g e adversity: principals as hr educators in banten province who have emotional intelligence, especially high/good motivation, empathy, and relationship management, will be able to pay attention to subordinates, and make good plans before making decisions so that they can increase the effectiveness of their leadership. because the principal who has the ability or skill in self-control, has high enthusiasm and perseverance, is able to motivate himself in doing things, and interacts well with others will increase the success of the principal in directing, influencing, and establishing good cooperation with teachers, tendik, and students to carry out activities towards the achievement of goals and objectives in the program that has been set. 2. knowledge management (x1) to independence (x3) reason: management knowledge (x1) has significant influence on independence (x3). adversity: a principal as hr educator in banten province who has management knowledge, especially good coordination and control functions, will have an attitude that is not completely dependent on the environment and refuses to be controlled by the environment. because everything that is known by the principal and is well remembered universally or specifically for these management functions will increase the independence of the principal in his duties, namely the principal who can physically carry out his own duties, mentally can think to make his own choices, and emotionally responsible for their own actions. conclusions and suggestions conclusion based on the results of the hypothesis testing, the following conclusions are obtained: 1) management knowledge (x1) has significant influence on leadership effectiveness (y), 2) emotional intelligence (x2) has significant influence on leadership effectiveness (y)., 3) independence (x3) has no significant positive effect on leadership effectiveness (y), 4) competitive advantage (x4) has no significant effect on leadership effectiveness (y), 5) management knowledge (x1) has significant influence on independence (x3), and 6) emotional intelligence (x2) has no significant effect on competitive advantage (x4). suggestion based on the results of the bootstrapping test, where the value of total effects as the best path analysis, describes the best path to create a policy model in increasing management knowledge, emotional intelligence, independence, competitive advantage, and leadership effectiveness of hr educators at senior high schools in the province banten, which can be done through the improvement of 1) emotional intelligence (x2) to leadership effectiveness (y); nor 2) knowledge management (x1) to independence (x3). references conny r. semiawan. emotional intelligence. jakarta. pt. main library gramedia. 2019. daniel goleman. working with emotional intelligence. london. bloomsburg publishing. 2018. erna s. widodo. innovative career women: a correlation study between professionalism, independence, and emotional intelligence with innovative career women. pps unj dissertation. 2012. gary yulk. leadership in organizations. sixth edition. new delhi. dorling kindersley. 2019. international journal of human capital management, vol. 5 (2), december 2021 43 | p a g e james a.f. stoner, r. edward freeman, and daniel r. gilbert jr. management. alexander sindono's translation. jakarta. popular science world. 2010. james l. gibson, john m. ivancevich, and james h. donelly. organizations: behavior structure processes. new york. irwin-mcgrow-hill, 2015. john r schemerhorn. management. translation of purnama, et al. yogyakarta. andi publisher. 2015. joseph l massie. essentials of management. new jersey. prentice hall international inc. 2017. liam fahey and robert m. randall. the portable mba strategy. agus maulana's translation. jakarta. character building. 2014. m.e. porter. competitive strategy: techniques for analyzing industries and competitors. new york. thr free press. macmillan publ., co., inc. 2017. nandika dodi. education in the midst of a wave of change. jakarta. lp3es library publisher. 2010. suparno eko widodo. principal's independence. study of the relationship between selfconfidence, accountability to work and interpersonal communication behavior with the independence of elementary school principals. pps unj dissertation. 2017. stephen l. franzoi. social psychology. madison. brown & benchmark. 2016. stephen p. robbins and mary coulter. management. new jersey. hommwood illinois rich d. irwin inc. 2017. stephen r covey. the seven habits of high effective people. budijanto's translation. jakarta. character building. 2017. steven denning. knowledge management. 2018. http://stevendenning.com (accessed october 15, 2019). steven j. stein and howard e. book. explosion e.q. translation of triananda rainy januarsi and yudhi murtanto. bandung. kaifa. 2010. thomas w. zimmer and norman m. scorborough. essentials of entrepreneurship and small business management. translation of yanto sidik pratiknyo and edina t. tarmizi. jakarta. index. 2014. unesco (2018). http://unesco.go.id. (accessed october 15, 2019). victor tang and roy bauer. competitive dominance: beyond strategic advantage and total quality management. america. international thomson publ., co., inc. 2015. international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 4 (1), june 2020 1 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 4, no. 1, june 2020, p 1-15 program evaluation certification of indonesian library competence opong sumiati universitas negeri jakarta email: opongsumiati_im09s3@mahasiswa.unj.ac.id muchlis r luddin universitas negeri jakarta email: muchlis-rantoni@unj.ac.id maruf akbar universitas negeri jakarta email: maruf.akbar@unj.ac.id abstract librarian work competency certification program has been implemented since 2013. the significance and sustainability of the program's implementation need to be evaluated comprehensively to give decision makers the sustainability of the program going forward. the evaluation uses the context, input, process, product (cipp) model by analyzing the objectives, planning, implementation planning and the certification program results. the study was conducted at the jakarta librarian professional certification institute (lsp) competency test site. based on interview data, focus group discussions, observations, and study of related documents it is known that the program has been carried out by applicable procedures and regulations. so that in general, the librarian lsp is eligible to provide a certificate of competence to the librarian following the results of the competency certification test package that is followed. however, there are still several aspects that need to be corrected and refined immediately, bearing in mind that the certification program has an impact on librarians for career development and increasing competitive value for their parent institutions. optimizing the performance of librarian lsps or the formation of other forms of librarian lsps is needed to accelerate the certification of indonesian librarians. keywords: librarian competence; librarian certification; librarian professional certification institute. cipp model received: 27 november 2019 ; accepted: 14 january 2020 ; publish; june 2020. how to cite: sumiati, o., luddin, m.r., & akbar, m. (2020). program evaluation certification of indonesian library competence. international journal of human capital management, 4 (1), 1-15. https://doi.org/10.21009/ijhcm.04.01.01 http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 4 (1), june 2020 2 | p a g e introduction human resources (hr) are an important component in realizing competitive organizations in the era of globalization and free markets (sims and bias 2019). at present the competitive advantage in the labor market is determined externally, transforming the workforce through improving skills and providing internal mobility (dhir 2019), therefore, efforts to increase quality organizational productivity through ownership of hr (talent), competent and professional is an important thing (ulrich 2012). ownership of one's competence can facilitate and enable someone to achieve success (berdrow & evers, 2014). competencies that are continuously improved, updated and developed will greatly affect one's career (meister, jeanne c; mulcahy 2017). to ensure the maintenance of one's competence, lately, it must be proven by competent information from the certification body, known as certification. certification as a tool or process and mechanism for testing competence, and measuring the quality of librarians, to gain recognition or legality as a profession (naibaho 2011). the republic of indonesia national library together with several representatives of the librarian and librarian professional associations in 2012 initiated the formation of a professional librarian institution (lsp) in the form of a third party (third party). by the provisions of the national professional certification board (bnsp), lsp librarians must be legal entities and obtain a license from bns. since 2013, lsp librarians have carried out certifications to some librarians, both from government and private agencies with full support from the national library of the republic of indonesia. based on data from lsp librarians, until the end of 2018 lsp librarians have conducted certification in competency test sites in 18 provinces. during this period, lsp librarians conducted certification to around 1054 librarians out of 3,419 librarians recorded in the data center of the librarian-national library development center. only around 30% of librarians have participated in the certification program. librarians who participated in the certification were only 700 people who were declared competent. so that only 20% of librarians are declared to have competence by applicable standards. there are still 80% of indonesian librarians who are not yet known whether they are competent or not yet competent. for more than six years since 2013, namely the implementation of the librarian certification program, research on the competency certification program is still limited. the national library of indonesia as an agency that helps the government in the field of library and facilitates its implementation needs to comprehensively review, supervise and evaluate the implementation of the librarian work competency certification program. after the program is launched, program evaluation is needed to ensure that the program can continue to meet the needs of stakeholders and remain relevant to the field of librarianship. evaluation findings can be used to modify and strengthen programs (black and ham 2005) because program evaluation aims to assess the value (merit) and benefits of a program (stufflebeam, madaus & kellaghan, 2000). the purpose of this study are evaluating a work librarians' competency certification program to assess; 1) the value (significance) of the librarian work competency certification program, 2) feasibility (merit) of competency tests conducted by the librarian professional certification institute, 3) the eligibility (merit) of providing librarian work competency certification conducted by the librarian professional certification institute, and 4) benefits (worth) librarian work competency certification program. the novelty value of this research is on the object and focus of the study. the results of the evaluation can reveal the value of each stage of the series of librarians' work competency certification programs that need to be studied comprehensively. the results of the evaluation are in the form of applicable information to improve the implementation of current government programs. researched starting from setting the goals (goals setting) as a foothold to develop and develop the program formally going forward. knowing the readiness of the resources needed to implement the program and how the implementation process is and has an impact for librarians and stakeholders by the core value of the program. international journal of human capital management, vol. 4 (1), june 2020 3 | p a g e research on evaluating the work competency certification program of the librarian needs to be done, so that it is known whether the program is valuable and has been running by applicable regulations? so that the program can recommend to be continued or terminated, or continued with the notes must be improved. literature review program evaluation after a program is launched, a program evaluation is needed to ensure that the program continues to meet the needs of stakeholders and remains relevant. program evaluation is applied research that is used as part of a managerial process (royse, thyer & padget, 2010). evaluation findings can be used to modify and strengthen programs (black & ham, 2005), because program evaluation aims to assess value (merit) and the benefits (worth) of a program. one of them can use the cipp model. (stufflebeam, madaus & kellaghan, 2000). librarian work competency certification program is the implementation of government policies that have been running since 2013. this program is conducted by the librarian professional certification institute (lsp). librarian lsp is an institution that issues certification certificates, so in implementing certification programs the institution and its personnel must meet minimum standards, and how their performance can be improved (royse, thyer & padgett, 2010). competence competence is a set of specific skills that a person has to be able to take effective action to certain goals (berdrow, iris; evers 2014). competence is not only related to skills (skills), but also includes other dimensions, namely knowledge (cognitive), and work attitude (attitude). all three are inseparable elements, to say that someone is competent in a particular field. librarians must have competence in the field of librarianship. today, librarians need to have information literacy skills and can effectively teach information literacy skills to staff and students at their universities (ojedokun, 2014), skills in digital science. (king, 2018). generally related to professional competence vs. basic knowledge (zozus, meredith n; lazarov, angel; all, 2017). in facing the global era, the necessary preparations are it competence, communication, personality, and supporting science (rumani, 2012). ownership of one's competence can facilitate and enable someone to achieve success (berdrow & evers, 2014). competencies that are continuously improved, updated and developed will greatly affect one's career (meister & mulcahy, 2017). to ensure the maintenance of one's competence, it must be proven by competent information from the certification body, known as certification. certification as a tool or process and mechanism to test competence, and measure the quality of librarians, to get recognition or legality as a profession (naibaho, 2011). competency certification research on librarian work competency certification programs, both local and international, is still limited. newfound research on perceptions of librarian certification (rahayu, tupan & nashihuddin, 2011), interests (puspitasari, 2015) or librarian motivations (wahyuntini, sugeng, & hakim, 2014) towards librarian certification. or a joint study of librarians' perceptions and motivations of the competency certification program conducted by handari (2015). other research on comparative studies of indonesian librarian competency certification systems against international certification systems (safitri, 2014) which aims to determine the extent of librarian certification in indonesia by international schemes and also about the urgency analysis of higher education librarian certification conducted by the naibaho kalarensi (2011 ). the research is related to the readiness of librarians in facing the era of free competition and factors that have become obstacles to transformation for the librarian profession (rumani, 2012), and studies on the opportunities and challenges of librarian certification programs in indonesia (khayatun & syaikhu, 2011). descriptive research that examines the challenges of librarian competency certification conducted in indonesia (rifai & makarim, 2018). international journal of human capital management, vol. 4 (1), june 2020 4 | p a g e besides, research is generally only related to the competence of librarians, such as the need for information literacy competencies (ojedokun aa, 2014), information technology skills competencies (ayoku & okafor, 2015), e-resources management competencies (sutton, 2018), competencies that needed when the librarian collaborates with other professions (king m., 2018), managerial competence, references, information sources, information services, information systems and information technology needed by lis professionals (mahmood, bhatti & naeem, 2017). the importance of certification was expressed by elwell and alfred (2017), as professionals, having many opportunities to prove expertise in their fields. professional certification is one such opportunity. by getting certified, a person can enhance his career, namely by demonstrating his expertise and commitment to the profession (dana, 2018). certification gives credibility to someone who shows that there is a mastery of knowledge in a particular field. (sims & bias, 2019). context of the competency certification program the measure of institutional success is more meaningful through the further realization of the institution's vision and mission and how the institution supports the values expressed through various initiatives and behaviors. used to launch programs, new services, carry out applied research, maintain and improve assignments, and to build future capacity for change. (calder, 2014). clear goals (missions) are a major force, and even find that the program has higher institutional support than that found in most research universities (greci, 2016). the formulation of the librarian certification program strategy in indonesia so that it can be implemented well can be realized through: strive for the realization of the librarian certification program soon and optimization of librarian development with the support of applicable laws and regulations (khayatun; syaikhu, 2011). one of the principles of a process is to research to determine the needs and demands of the program. the principle underlines the importance of a priori research to determine the needs and demands of a program. all stakeholder groups need to support the idea of a certification program (black & ham, 2005). all librarians must be certified, only the need to make a selection to match the material (naibaho, 2011). librarians want certification based on rank, based on library institutions, which applies to civil servants as well as to library staff in private institutions (khayatun; syaikhu, 2011). a program must be interesting to its target. interest in participating in librarian certification because it is related to the intrinsic value of work, work environment, professional training, professional recognition and personality of each (puspitasari, 2012). another factor is the role model for fellow librarians, to measure their competence, a sense of security if there are regulations that require librarians to take certification and motivation from external librarians namely from the leadership of the institution. (wahyuntini, sugeng & hakim, 2014). so the librarian considers that certification is very necessary and needs to be done in synergy with relevant agencies and stakeholders intended for government library staff and private institutions (khayatun; syaikhu, 2011). the role of professional associations and library education institutions in countries that have implemented librarian certification is very important. librarian certification cannot be separated from national professional management, rather it focuses on profession recognition which ultimately impacts on the creation of good governance. certification is expected to be a 'tool' to strengthen the existence of professional associations and to measure the output of graduates as well as a reference for curriculum development (naibaho, 2011). input competency certification program program content is based on existing national competency standards. the methods and processes used to develop these competencies should ideally be based on broad stakeholder consultation and input (black & ham, 2005). the competency framework provides a flexible and standards-based way for professionals and organizations to identify areas of competence and areas that need development to build capacity. the framework can be used to identify or develop appropriate assessment tools and skills development (townsend, et al., 2017). indonesian international journal of human capital management, vol. 4 (1), june 2020 5 | p a g e national standards (sni) on the competence of librarian personnel used as basic competency requirements for librarian certification applicants is a requirement that lsp librarians can be accredited by kan (safitri, 2014). librarian professional certification institutions are needed for the implementation of certification programs (rahayu, tupan & nashihuddin, 2011). involve representatives, and consult with key industry stakeholder groups using effective and regular communication. especially the selection of personnel in program development must be communicated to all involved (black & ham, 2005). professional certification program content needs to be developed. determined what should be tested or assessed. defined which includes core competencies, and who is involved in decision making. some professional bodies carry out a comprehensive process involving stakeholders to determine the core competencies of the profession, while others such as the us-based national association of interpretation (nai) develop certification competencies internally (black & ham, 2005). government funding was provided, among other things to facilitate stakeholder consultation in program development. (black & ham, 2005). the certification process is expected to be implemented by the institutions involved: the national library of indonesia, professional associations, library science education institutions, higher education, the national education standards agency (bsnp), community leaders, and assessors. the higher education environment demands different competencies from nonacademic librarians (naibaho, 2011), (khayatun; syaikhu, 2011). all involved need to have a clear understanding of the project objectives, objectives, and outputs, and this needs to be reviewed regularly during the development process (black & ham, 2005). the choice of an action plan is important for the certification process because the analysis focuses on seeing how the action plan works and does not work (greci, 2016). there are challenges to increasing librarians' awareness and participation in certification programs, and to strengthen professional development programs to accelerate library transformation in indonesia (rifai, agus; makarim, 2018), (handari, 2015). efforts to be done by the government are to conduct socialization in a manner comprehensible to various regions in indonesia, (rahayu, tupan & nashihuddin, 2011). many librarians still do not know the benefits of librarian certification widely, therefore, socialization about this program is needed (khayatun; syaikhu, 2011). process competency certification program there is a need for eligibility criteria that establish benchmarks for a program. ensure that candidates have experience and/or qualifications, along with a set of skills, knowledge, and attitudes that are high enough before starting the certification process (black & ham, 2005). program elements are the time frame and criteria determined for eligibility when applying for certification and recertification (black & ham, 2005). the valuation method offered must be based on the principles of validity, reliability, fairness, and flexibility as well as various assessment options (black & ham, 2005). a typical program logo can be marketed to promote and give credibility to the program (black & ham, 2005). accountability of committees and working groups and representative organizations can be guaranteed by providing periodic reporting by representatives to committees that outline actions since the previous meeting. periodic written reports by the project manager will also assist committee members, and other stakeholder directors (black & ham, 2005). benefits of the competency certification program the purpose of certification is for personal satisfaction, professional recognition, and competence (ward; et al., 2019), qualifications sought in job advertisements (sarah, 2018), improve competence, improve librarian image, as a guarantee of quality, improve services for users, increasing the existence of the profession so that the general public will be more interested in becoming a librarian, and to strengthen the position of professional associations. it is hoped that the welfare of librarians will also increase. (naibaho, 2011). provide benchmarks or minimum standards, to improve professionalism, increase industry standards as the main outcome (black & ham, 2005). international journal of human capital management, vol. 4 (1), june 2020 6 | p a g e professional certification is one of the mechanisms used to assist in maintaining and enhancing professional or technical competence in various professions (black & ham, 2005). practical implications, including the recruitment and coaching of incumbents (lounsbury, 2016). competitive in the free market era that allows the distribution of goods and the mobilization of human resources is done freely (wahyuntini, sugeng & hakim, 2014). research method the object of research is the librarian work competency certification program conducted by the librarian professional certification institute. the certification program is a system consisting of a series of interconnected subsystems. consists of objectives (context), planning (input), implementation or implementation of plans (processes) and outcomes (products). the research question is “how is the implementation of librarian work competency certification program conducted by the librarian professional certification institute?” the main problem is formulated in the research problem as follows: 1. what is the significance of the librarian's work competency certification program; 2. how is the feasibility (merit) of the competency test conducted by the librarian work competency certification institute; 3. how is the merit (merit) of librarian work competency certification given by the librarian work competency certification institute; and 4. how is the librarian's work competency certification worth? figure 1. evaluation sources for each subfocus so, to evaluate the program using the context, input, process, product (cipp) model. organization of librarian work competency certification program subfocus 1: as a result of objective analysis is based on context evaluation subfocus 4: as a result of the analysis of results are based on product evaluation m subfocus 3: as a result of the implementation analysis is based on process evaluation subfocus 2: as a result of planning analysis is based on input evaluation international journal of human capital management, vol. 4 (1), june 2020 7 | p a g e figure 2. evaluation of librarian work competency certification program using the cipp evaluation model the program evaluation research is qualitative research that seeks to uncover various information about the context, input, process, and product of the librarians' work competency certification program conducted by the lsp librarian. comprehensively describe how (hows) and why (why) the certification program is conducted. the feasibility (merit) of the competency test conducted by the librarian work competency certification institute is known through context evaluation. the feasibility (merit) of the competency test conducted by the librarian work competency certification institute is known through input evaluation. the eligibility of the librarians' work competency certification conducted by the librarian work competency certification institute is known through a process evaluation. the (worth) librarian job competency certification program is known through product evaluation. information was collected from informants consisting of librarians and stakeholders using interview techniques and focus group discussions (fgd). observations were made during the certification process. other information is supplemented by studies of related documents. data collection is done incidentally randomly and stopped when the data is saturated and there are no new topics. the details of the librarian work competency certification program components examined are as follows: table 1 research components, aspects and indicators • process evaluation • product evaluation • input evaluation • context evaluation the value (significance) of the librarian work competency certification program how is the feasibility (merit) of the competency test conducted by the librarian work competency certification institute how is the feasibility (merit) of providing librarian work competency certification conducted by the librarian work competency certification institute 1.how is the benefit (worth) of the librarian work competency certification program research objects components aspects conformity indicators librarian work competency certification program context the goals of the indonesian librarian work competency certification program background (background) why does the employment competency certification program require the librarian. the needs of stakeholders and beneficiaries. problems (problems) associated with realizing the objectives to be achieved input planning of the implementation of the certification competency standards resource involvement of related parties international journal of human capital management, vol. 4 (1), june 2020 8 | p a g e result and discussion 1. value of the significance of the librarian work competency certification program librarian work competency certification program has highly significant value because it has a strong background. this is supported by the applicable laws and regulations, also stated in the vision and mission of the librarian development agency, namely the national library of the republic of indonesia. besides, this program is indeed needed by librarians and stakeholders and can solve problems faced by librarians and related parties. details of the evaluation results can be seen in the following table. table 2 context evaluation results for subfocus significance of librarian work competency certification program no indicators/ evaluation criteria information findings / evidence / data 1. there is a background following the rules and regulations fulfill the evaluation criteria, namely: 1. in accordance with the vision and mission of the national library of the republic of indonesia as the librarian development agency, as stated in the strategic plan, one of the strategic steps is to carry out the development and development of library staff: a. increase the number and distribution of library staff who have competence; b. increase the number of certified librarians 2. supported by statutory regulations that librarian certification is mandated in: article 7 paragraph (1), article 29 paragraph (2) of law no.43 / 2007 article 9 paragraph (3) letter d, article 31, 34, 35 paragraph (1), (2), (3) government regulation no. 24/2014 government regulation no. 11/2017 minister of administrative reform regulation no. 9/2014 minister of administrative reform regulation no. 13/2019 minister of manpower decree no. 228/2019 2. conformity with needs fulfill the evaluation criteria, namely: 1. in accordance with the needs of librarians in the free market era to be able to compete in a global society, including the application of the asean economic community to encourage the government to improve and standardize the competence of indonesian workers. 2. fulfill the growing demands of professional requirements today is the existence of certification requirements obtained from trusted professional certification bodies. program for librarian work competency strategic plan documents coverage (coverage) of librarian work competency certification study (research) librarian work competency certification program. socialization and promotion process implementation of librarian work competency certification program pre-assessment implementation of assessment post-assessment product the results of the librarian competency certification program short-term impacts long-term impact international journal of human capital management, vol. 4 (1), june 2020 9 | p a g e 3. fulfill the career development requirements of the pns library, because promotion requires a competency test and/or certification. as stated in part x concerning competence, article 33 of the minister of administrative reform regulation no. 9 of 2014. also for the career development of librarians who work outside the government or private sphere. 4. for library accreditation requirements and library parent institutions, because it is one of the requirements to get library accreditation, even to improve the accreditation of the tertiary institution. 3. there are problems that need to be resolved fulfill the evaluation criteria, namely: 1. in accordance with the problem of librarians about competence has not been measured according to standards/standards. 2. has not received recognition of competence and career paths of librarians in the private environment have not been arranged as civil servants librarians. 3. career paths of librarians in the private sphere have not been arranged as pns librarians. based on the report of the librarians 'study, it is mentioned that the problem of standardization of librarians' competencies, the basis of career development and awards is the reason for the need to hold a librarian work competency certification program 2. feasibility (merit) of competency tests conducted by the librarian professional certification institute based on the results of the input evaluation, most aspects of the program planning component meet the criteria, so that the librarian professional certification institute is deemed fit to carry out a competency test because it has an assessment reference that is the indonesian national work competency standards in the library, has resources, as stated in the national library rienstra document, involves related parties, coverage (coverage) of librarian work competency certification, supported by studies (research) of the librarian work competency certification program, conducted regular socialization and promotion. details of the evaluation results can be seen in the following table. table 3 input evaluation results feasibility (merit) competency test conducted librarian professional certification institute indicators/ev aluation criteria information findings / evidence / data 1. availability of competency standards there is the indonesian national work competency standards (skkni) in the field of library in the form of a decree of the minister of manpower and transmigration of the republic of indonesia number 83 of 2012 concerning the determination of the indonesian national work competency standards design in the community services, entertainment and other individuals sector in the library sector to become the indonesian national work competency standards. includes 20 competency units which are grouped into general, core and special competency units. librarian lsp only provides certification packages based on clusters because it does not yet have the indonesian national qualification framework (kkni) in the library. however, the skkni has recently been published in the new library field which includes 116 competency units. waiting for the kkni to be established. 2. availability of resources by the provisions 1. there is a licensed professional librarians institution (lsp) from the librarian professional certification institute number: bnsp-lsp-107-id, valid until 24 october 2020. lsp librarians in the form of third party lsp secretariats in jalan medan merdeka selatan number 11 jakarta. 2. there is lsp librarian personnel consisting of directors, chairpersons, head of quality control division, head of certification division and head of the general section. the composition of the lsp personnel is contained in the decree of the head of the national library of the republic of indonesia number 185 of 2018 concerning the determination international journal of human capital management, vol. 4 (1), june 2020 10 | p a g e of members of the librarian professional certification institute for the 2018-2021 period and the librarian certification scheme committee. librarian lsp personnel do not only carry out duties in the librarian lsp but rather, work as an employee in the librarian work unit elsewhere. 3. competency assessors who have competency certificates from bnsp besides coming from the national library also come from various other institutions. a total of seven people were officially stated in the decree. 4. lsp librarian licensing assessor has a competency certificate from bnsp. the decree is issued by one head of the field and three members. one person has retired so only three are active. all three have other main tasks in their respective work units. 5. librarian lsp certification scheme available. the current scheme is approved by the chair of the lsp certification scheme committee dated may 15, 2017, containing: background; scope; certification objectives; normative reference; packaging / package competence; rights of applicants, certification participants, and certificate holder obligations; certification fee; certification process (competency test process, certification decision, certificate freezing and revocation, maintenance of certification. 6. availability of quality control guidelines for librarian lsp in the form of quality guidelines governing: certification scheme; certification process requirements; registration process; assessment process; competency test process or competency assessment; certification decision; suspension and revocation of certification, addition, and reduction of scope of certification; recertification process; use of certifications, logos and marks (marks); appeal for certification decision; complaint; general management system requirements; general management system documentation; management system documentation; documentation control; control of records; general management review; enter for review; review output; internal audit; corrective action; preventive measure. 7. documents are equipped with sops and forms, standard operating procedures (sops) and lsp librarian work instructions. 8. test material is available based on the package included in the certification scheme, namely: circulation and reference services; cataloging of library material; library material procurement; information literacy and promotion of libraries; and library material care. 9. there is a competency test site, moving along with the workplace of the librarian development center. since 2017 the lsp secretariat and the competency test place are located on the third floor, building b, jln salemba raya number 28 a jakarta. however, the librarian lsp address listed on the license certificate from bnsp is still on jl. medan merdeka selatan no. 11 jakarta. the competency test room is 12 meters x 25 meters. 10. facilities and furnishings include thirty sets of competency test tables and chairs equipped with a desktop computer and printer sharing. librarian lsp when conducting competency tests using the librarian development center facilities and equipment brought by competency test participants. 11. the lsp librarian's budget has a source of funding budget that stays from the state expenditure budget. as stipulated in the regulation of the head of the republic of indonesia's national library number 16 of 2015 concerning librarian professional certification institutions, chapter iv funding, article 10 states that the librarian lsp funding is charged to the national library of the republic of indonesia's national revenue and expenditure budget. all costs required for competency assessment are borne by the state budget. 3. involvement of related parties lsp librarian was established at the initiative of the republic of indonesia's national library with support from the librarians and librarians' professional associations. librarian lsp takes the form of a third party managed by personnel from various elements of library stakeholders. 4. the existence of a strategic plan in accordance 1. priority policy directions and programs are found in the regulation of the head of the national library of the republic of indonesia number 3 of 2010 concerning the determination of the strategic plan of the republic of indonesia's national library for 2010-2014. international journal of human capital management, vol. 4 (1), june 2020 11 | p a g e with the policy 2. priority activities carried out to achieve the goals and objectives of the program mentioned above are carried out through a series of activities, including the development of librarians, through assessment activities, preparation of guidelines and librarian competency standards; granting librarian and assessment team certification; developing and correcting librarian functional positions, monitoring and evaluation; and coordinating the development of librarians. 3. technically there is no blueprint or grand design for the development of professionalism of librarians through certification so that the implementation of certification has not yet been drawn to the medium and long-term target of completing certification for all indonesian librarians. 5. there is a suitable scope 1. the scope of the certification scheme is based only on clusters. it is stated in the certification scheme document prepared by lsp and approved by bnsp. the targets that were certified in the earliest certification schemes were librarians with a minimum of undergraduate requirements. the scheme changed, in the last certification scheme it was stated that the librarian had two diploma qualifications. 2. certification packages approved by bnsp in both certification schemes are in the form of clusters. some cluster names and competency units have changed. this was done after reviewing by bnsp. 6. there are studies that support the program fulfill the evaluation criteria, namely: the results of the study support the implementation of librarian competency certification. the study on certification was conducted by librarians who received assessment grants from the national library of indonesia conducted in 2011 and 2012. the study found several statements that support the implementation of the librarian work competency certification program. 7. correctional and promotion carried out 1. certification program activities begin with pre-certification, namely socialization or correctional information on certification conducted by the national library, or in collaboration with other institutions or independent initiatives from ministries / institutions or library associations. the socialization is carried out through seminars or inserted when there are work meetings between institutions. 2. promotion is carried out by the national library in collaboration with lsp librarians through the publication of brochures, leaflets and showcases. 3. the eligibility (merit) of providing librarian work competency certification conducted by the librarian professional certification institute in general, aspects related to input components support indicators of success. the librarian work competency certification program has been well planned so that the eligibility (merit) of the competency test conducted by the librarian professional certification institute has been fulfilled. implementation of the above planning is carried out through the stages of preassessment-post-assessment. based on the process evaluation information, it is known that the librarian work competency certification program has been carried out in accordance with the provisions of the lsp librarian. this can be explained through the following table. table 4 process evaluation results sub-focus feasibility (merit) granting of librarian work competency certification conducted by lsp librarian no indicators/ev aluation criteria information findings / evidence / data 1. preassessment according to conditions 1. at the pre-assessment stage, the competency test (tuk) site competency test (tuk) in the province is prepared by the public department. this activity is carried out to ascertain whether the competency test site can be used for assessment. 2. minimum d2 education requirements in library and information science, or having a competency based certificate by the cluster taken, or workers as librarians who have worked for at least 2 (two) years on an ongoing international journal of human capital management, vol. 4 (1), june 2020 12 | p a g e basis. 3. registration can be done by the participant directly coming to the lsp general section staff or online by filling out the form and entering the file as required, ie. the person concerned submits the file to the general section, then waits for a call by phone or letter to schedule the assessment. 4. the procedure for registration is posted on the librarian professional certification institute website. 5. the schedule for conducting the assessment is submitted to the appointed or assigned assessor. assignment of assessors is adjusted to the cluster taken by the assessor and the time readiness of the competency assessor 2. execution of assessment 1. implementation of pre-assessment is meeting with the assessment to validate documents and confirm the contents of apl 02 and readiness of the assessment to proceed to the assessment. the assessors assigned before conducting the assessment check the completeness of the certification kit starting from planning and organizing the assessment, developing the assessment tool, determining the assessment tool and carrying out other pre-assessment activities. 2. implementation of the assessment is carried out if all documents are suitable and the assessment is ready to follow the implementation of the assessment. the stages of the assessment or competency test for certification begin with the assessment for the basic group competency unit first. if recommended by the 'competent' by the competency assessor, the assessor or test taker is allowed to take the competency test for the core group. 3. pascaassesment 1. gather the minutes of the assessment decision on the results of the assessment and assessment file 2. conduct a plenary meeting on the decision of the assessment results 3. establish competent and not yet competent 4. processing application for certificate form to bnsp 5. issuance of certification certificates 6. shipping certification certificates 7. feedback from certification participants on the recommendation of the assessor's decision by submitting an appeal. 8. survilence of certificate holders has not been routinely carried out. good for all certificate holders or just a random portion. 9. extension of the certificate (rcc) of the librarian's certificate is carried out to the librarians who want and propose to be extended for the certificate. 10. reporting in accordance with the provisions 4. benefits of the librarian work competency certification program information about the benefits (worth) of the librarian's work competency certification program is obtained from the results of the analysis of the results included in the product evaluation which covers aspects of short-term and long-term benefits. based on the results of interviews with certification participants and focus group discussions (fgd) with stakeholders, it is known that there is an impact on increasing professionalism, increasing professionalism, career development, sustainable professional development, competitiveness, and organizational added value. when classified, the librarian work competency certification program conducted by lsp library has benefits both for the librarians themselves as individuals and for the following librarians' workplaces. international journal of human capital management, vol. 4 (1), june 2020 13 | p a g e table 5 results evaluation results benefits (worth) librarian work competency certification program no indicators/ev aluation criteria information findings / evidence / data 1. useful for the short term 1. impacts for individual librarians give recognition of competence get a credit score meet the requirements of the librarian's provisions increase the competitiveness of librarians increase librarian awards impact on increasing professionalism impact on career development impact on cpd 2. impacts for organization increase the value of accreditation improve organizational performance improve service quality improve organizational image increase organizational competitiveness 2. useful for long term 3. impact on professional associations standardizing the librarian profession image of librarian oversight coaching 4. impacts the nation and state increase the nation's competitiveness increase protection for indonesian workers. based on the table above, the librarian work competency certification program is very useful, both for librarians, organizations where librarians work, professional librarian associations and for indonesia. for librarians, the certification has an impact, among others, for the development of their careers, because they have competencies that are proven in a competency certificate in recognition of their competence. the ownership of competency certificates is also useful for continuing professional development because it can compete with other librarians to get priority when teaching, providing guidance or attending education and attending scientific seminars or receiving other awards. the impact on organizations where librarians work is to improve their image or competitiveness with other similar institutions, as well as meeting library and institutional accreditation requirements. in the end, the certification program as a medium tending librarian professionalism in indonesia has an impact on the quality and performance of the nation, so that it can compete with labor in the global market. conclusion and recommendation looking at the results of research and related literature, several things are underlined to be discussed. the value of the significance of the librarians' work competency certification program is very high because it is supported by the applicable legislation, even stated in the vision and mission document of the national library of indonesia as a guiding agency. the reason for the significance of the program should be the basis for developing a comprehensive framework. the framework can be used to identify or develop appropriate assessment tools and to target skills development opportunities (townsend, et al., 2017). the national library of indonesia needs to plan clearly. it is stated in the form of a grand design specifically about developing the professionalism of librarians through a certification international journal of human capital management, vol. 4 (1), june 2020 14 | p a g e program. it includes in addition to the achievement targets every year as well as the work stages, schedules and personnel and achievement mechanisms. the document is important because it contains an action plan for the certification process (greci, 2016). the involvement and support of various parties need to be nurtured and developed because the results of the research indicate that the librarian professional certification institute which currently stands is worthy (merit) to conduct librarian certification. the quantity of certified personnel who can work in focus needs to be increased. the certification scheme needs to be adjusted immediately with skkni in the newly published library. however, the national library needs to immediately determine its derivative in the form of the indonesian national qualification framework (kkni) in its library, so that the certification conducted by the librarian lsp is more varied and following the demand for certification targets in the field. not only in the form of clusters, but also leveling and vocational packages based on a qualification framework. as such, the role of competency standards is important because the content, methods and certification process are based on existing national competency standards after taking into account the results of consultations and input from stakeholders (black & ham, 2005). the benefit of the national certification program is that it can improve the competitiveness of the indonesian workforce. in the era of global markets, organizations so that companies can attract talent from the international labor market (noe, hollenbeck, gerhart & wright, 2018). along with the indonesian government regulations that open up opportunities for foreign workers to be able to occupy hundreds of certain types of professional positions. so this program needs to be refined for its future sustainability. in fact, it needs to be done massively by involving all parties. assessment to conduct mutual recognation arrangement (mra) of librarian certification with regional and international countries is on the agenda of the next stage of development of the certification program. it is hoped that the results of this case study can be used as input for the development of a professional librarian development program in indonesia for practical follow-up in the field and to become one of the foothold for other relevant implementative research. 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(2011). evaluasi teori, model, standar, aplikasi dan profesi: contoh aplikasi evaluasi program sumber daya manusia, program nasional pemberdayaan masyarakat (pnpm) mandiri pedesaan, kurikulum, perpustakaan dan buku teks. jakarta: rajawali press. zozus, meredith n; lazarov, angel; all, l. r. s. a. (2017). analysis of professional competencies for the clinical research data management profession: implications for training and professional certification informatics. journal of the american medical informatics association, 24(4 (july)), 737–745. international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 4 (1), june 2020 42 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 4, no. 1, june 2020, p 42-55 evaluation for education program and basic training for jakarta public order agency urkanus sihombing universitas negeri jakarta email: urkanus1@yahoo.com hamidah universitas negeri jakarta email: hamidah@unj.ac.id billy tunas universitas negeri jakarta email: tunas.billy@gmail.com abstract this research/evaluation be held for evaluating evaluation for education program and basic training for jakarta public order agency in periode 2010 until 2018 which be held by civil service police and human resources development agency (field study). this evaluation for analizing comprehensively to significant several aspect in several stages, which consists of stages1, including aspect : a. legal foundation, b. need analysis, c. purpose, also program targets, and stages2, including aspect: a. participant, b. organization structure, c. program and activities, d. procedure, e.guidebook, f. instructors, g. administrator/committee, h. instructional media, i. means, infrastructure, and budget, and stages3, including aspect, a. participant reaction, b. learning, c. behavior, also stages4, which including: a.result, b. program impact. qualitative approach used on this research. primary data, and secunder was obtained through observation, interview, study of document, focus group discussion, with all the credible informants. this evaluation be held by using stufflebeam model, context, input, process and product (cipp). data analysis trough interactive approach miles and huberman in data display activity, data reduction, and drawing conclusion. research/evaluation result. evaluation result showing that most aspects in contex stages, input, and process also product, getting good judgment, which means it's done / available according to criteria, so program recommended need to be developed with adjustment on law no.23 of 2014 about local government and government regulation no. 16 of 2018 about civil service police which has become the development guidelines of education basic program, technical, and functional civil service police all over indonesia. keywords: performance management system, performance appraisal, appraisal error, performance management effectiveness, electricity authority of cyprus. received: 18 august 2019 ; accepted: 22 january 2020 ; publish; june 2020. http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 4 (1), june 2020 43 | p a g e how to cite: sihombing, u., hamidah., & tunas, b. (2020). evaluation for education program and basic training for jakarta public order agency. international journal of human capital management, 4 (1), 42-55. https://doi.org/10.21009/ijhcm.04.01.04 introduction a phenomenon which can be observed empirically about civil police service image,in civil perception tend not to be positive yet, and in many ways it is linked with eviction and conflict with street vendor, and demolition of illegal buildings. that condition become a challenge in their duty which have done by civil service police so the problems in government regulation/head government regulation their faced can be reduced or even removed, through communication approach which can educate member / community groups who is still actively committing government regulation/head government regulation violations through the activities in public area which should be used for public interest. effective, efficient, and productive duty implemention by civil service police may be filled with availability of human resources on civil service police, who are professional, humble, assertive, and humanist that government and the community can be wished. civil service police members competencies are not only can fulfill the technical skills for doing only government regulation / head government regulation enforcement, but also must have soft skill competence in the form of public speaking skill, negotiation, persuasive approach so it can be effective in doing government regulation / head government regulation enforcement for creating public order, community tranquility, also community protection. to preparing the figure of civil service police who is competent in handling government regulation / head government regulation problem , public order disorder, public peace, also public protection, government through ministry of home affairs establish one special education program for civil service police unit, namely the basic education, and training program civil service police that determined by regulation of the minister of home affairs no.38 of 2010 about guidelines for providing basic education and training civil service police. the purpose of the civil service police basic education and training program, formulated in article 2, i.e : a. increasing knowledge, skills, attitude and behavior of civil service police, b. increasing the professionalism of civil service police in implementing the duty of enforcing the government regulation, organization of public order, and public peace, also public protection, and c. providing civil servant who has competence in accordance with the field of duty and requirements to be appointed as civil service police. civil service police basic education and training program in special capital territory of jakarta has been carried out starting in the year 2012 until 2018. the importance of evaluating the civil service police basic education and training program immediately because of the mandate of the legislation no.23 of 2014 about regional regulation, and government regulation no.16 of 2018 about civil service police, for development civil service poloce education and training with technical and functional education and training. in this connection, the civil service police technical and functional education program implementation graduates will be directed to follow and pass the competency test also giving the certificate of competence. certificate of competence for the civil service police members became one of the priority programs of the dki jakarta provincial human resources development agency starting in 2018, and was carried out in collaboration with a unit that handled certification at the ministry of home affairs human resources development agency. the competency certificate is proof of one's competence related to knowledge, skills and behavioral attitudes in the field of civil service, and is one of the requirements for members of the civil police who will move positions from the executor, to become a civil service police functionary based on government regulation no. 4 of 2014 about the civil service police functional position and credit score. through this evaluation result accurate and complete information can be obtained as input reference for decision making for human resource international journal of human capital management, vol. 4 (1), june 2020 44 | p a g e development agency's ministry of home affairs who has main function and duty formulating education and training policies and programs civil service police. literature review this research using evaluation approach stufflebeam's model, with cipp. according to stufflebeam and shinkfield in wirawan (2011) states that "evaluation is the process of delineating, obtaining, and providing descriptive and judgemental information about the worth and merit of some object's goals, design, implementation, and impact in order to guide decision making, serve needs for accountability, and promote understanding of the involved phenomena" which means that evalution is process of describe,obtain, and giving descriptive information, and an assessment of the value and benefits of the objectives, design, implementation, and impact of several objects to guide decision making, meet accountability needs, and developing understanding of certain phenomena, to obtain descriptive information about a program, a systematic process is carried out to assess the effectiveness or adequacy of something according to certain criteria and objectives. as stated wilbur haris in eko (2017): "evaluation is the systematic process of judging the worth, desirability, effectiveness, or adequacy of something according to definitive criteria and purposes. the judgement is based upon a careful comparison of observation data with criteria standards". with understanding that the basic education and training program civil service police in one of evaluation object that will continued and developed with the new type of education and training in the form of technical and functional education and training in accordance with the mandate of the legislation no.23 of 2014 and government regulation no.6 of 2018 about civil service police. agus sutiyono (2009) with dissertation title effects of competency based education and training or competence base education and training and working motivation on civil service police unit performance. experimental studies on civil service police's special capital territory of jakarta, conclude that : a. performance of civil service police who given a training competence base education and training is higher than civil service police unit officers who were given conventional training, b. there is an influence between training model with working motivation on civil service police performance and, c. civil service police unit officer performance who were given training's model competence base education and training and having high work motivation, higher than civil service police unit officer who were given conventional training and having high work motivation, also d. civil service police performance who were given training's model competence base education and training and having low work motivation is higher than civil service police unit officer performance who were given conventional training and having low work motivation. based on an understanding of the theory and the results of the research and policy, the application of the evaluation of the basic civil service police education and training program was compiled systematically in stages at the context stage, which included aspects of: a. legal basis, b. needs analysis, c. purpose as well. program objectives, and input stages, which include aspects of: a. participants, b. organizational structure, c. programs and activities, d. procedure, e. guidebook, f. teachers, g. manager / committee, h. learning media, i. facilities, infrastructure, and budget, and process,which includes aspects of: a. participant's reaction, b. learning, c. behavior, as well as product stages, which include: a. results and b. program impact. evaluations were carried out on each stage and aspect of the basic civil service police education and training program. the basic civil service police education and training program is an integral part of implementing the duties of regional heads to carry out enforcement of regional regulations and regional head regulations in order to create public order, community peace and protection of the people in the regions. in order to know the results and benefits of the civil service police basic education and training program referred to, it is important to know a number of significant aspects that background and underlie the program at each stage, context which includes: a. legal basis, needs analysis, program objectives and targets, and input stages, which include: a. international journal of human capital management, vol. 4 (1), june 2020 45 | p a g e participants, b. curriculum, c. organizational structure, d. programs and activities, e. procedure, f. guidebook, g. teaching staff, h. manager / committee, i. learning media, j. means, k. infrastructure, and budget, and process stages, which includes: aspects of reaction, learning and behavior of participants, as well as stages of the product, which includes aspects: results and impacts on the external environment. measuring the success of the achievement of the performance of the provincial civil service police unit specifically for the capital city of jakarta, in addition to improving internal performance of the municipal civil service police unit specifically for the capital city of jakarta, it is also related to the benefits and impact on reducing the number of violations of regional regulations and regional head regulations, increasing regional income, and increasing public awareness to obey regional regulations / regional head regulations. research method this research using qualitative approach. creswell (2017) said that qualitative is method to explore and understand the meaning which is considered by a group of people to be social or humanitarian. starting from that understanding, then the evaluation of basic jakarta police order education and training program can be categorized relating to social problems faced by members of the civil service order in enforfing government regulation/ head government regulation, and organization of public order and public peace also public proventures also humanitarian issues are related to the efforts of certain community members to fulfill their daily needs through commercial ventures in street vendor and side the road near the shopping center or large trade center. data collection is done through in document studies, systematic interview, and observation also limited group discussion. data collection for analising the suitability of the results of data collection with the evaluation criteria at each stage context which includes: a. legal foundation, needs analysis, program objectives and targets and input stages, which include: a. participants, b. curriculum, c. organizational structure, d. programs and activities, e. procedure, f. guidebook, g. teacher, h. administrator/committee, i. learning media, j. means, k. infrastructure, and budget and process stages, which including: aspects of reaction, learning and participant behavior, also process products, which including result and impact on external environment to interpret data is done with descriptive and qualitative analyst. data analysis taken with the data display step, data reduction, and drawing conclusions in evaluating the level of achievement of the results of the planning of each component and its aspects are each assessed from 0 to 100. interpretation of research data / empirical data. obtaining number for each stage and evaluation aspect adjusted to meet the criteria. data that has been reduced and presented is then compared with evaluation criteria that has been set and expected goals (intens) with the interpretation that adapted from description of the assesment categories developed by djaali and puji muljono (2008) based on meeting the evaluation criteria, starting from the category of assesment is less, enough, and good. categorizing values is used as an interpretation of the level of availability, performance and achievement of each component and the aspects evaluated are presented according to the following stages: table 1 rating categories based on compliance evaluation criteria *) scoring scale scoring category scoring description 1 low poor fulfillment: i.e. a small portion or not meeting at all according to the evaluation criteria (meeting according to the criteria 0-34%) 2 enough sufficiently fulfilled: that is, some of the criteria meet according to the evaluation criteria (meet according to the criteria of 35-67%) 3 good has been fulfilled: i.e. evaluan most or all of them have met in accordance with the evaluation criteria (fulfilled according to the criteria 68-100%) from evaluation result above can be explained that evaluation component included in the category of achievement level "good" if the interpretation of data analysis results showed that international journal of human capital management, vol. 4 (1), june 2020 46 | p a g e most even all aspects evaluated according to evaluation criteria, the value is 68-100%. evaluation component included in the category of achievement level "enough" if the interpretation of data analysis results showed that some aspects evaluated were carried out and some were not implemented according to the evaluation criteria, the value was 35-67%. evalution component included in the category of "poor" performance and availability (achievement)if the interpretation of data from the analysis shows that less or little has been done / available according to the evaluation criteria, the value is 0-34%. result and discussion evaluation results of the basic education and training program for jakarta public order agency according to the results of the study described data summarizes from the results of various data collection sources, analysis of compliance with evaluation criteria,assessment and decision as research findings at the context stage, covering aspects: legal basis, needs analysis, program goals and objectives and input stages, including aspect: a. participant, b. curriculum, c. organization structure, d. program and activities, d. procedure, e. guidebook, f. tutors, g. administrator/committee, h. learning media, i. means, j. infrastructure, and budget, and the stages of the process, including aspects of the reaction, learning and behavior of participants, as well as at the product stage, including aspects of the results and benefits of the program for jakarta public order agency specifically the capital city of jakarta and the external environment. a. evaluation of contex stages 1) legal basis of the programs. according to evaluation result, there are various findings that basic education and training program for jakarta agency order starting from 2012 until 2018, organized by the jakarta agency order with indonesian national army of jakarta province and police, haven't fully utilized the basic education and training program civil service police because more material builds physical, mental and disciplinary competencies. furthermore, in 2018, with the change in program organizers to be the provincial human resources development agency specifically for the capital city of jakarta, utilization of regulation of the minister of home affairs no.38 of 2010, and in accordance with the main tasks and functions of the provincial human resources development agency, the special area of the capital city of jakarta, has been fully implemented, or reached 100%. however, with the change in policy regarding regional government from the beginning legislation no.32 of 2014 become legislation no.23 of 2014, also with government regulation no.6 of 2010 about civil service police replaced to government regulation no. 16 of 2018 about civil police service, then starting in 2019, the human resources development agency must comply with the provisions in the policy, including: development of educational and technical training programs and functional training of the civil service police with different goals and objectives. 2) requirements analysis of basic civil service police education and training programs. according to evaluation result of basic civil service police education and training programs implemented by special capital territory of jakarta government starting from 2012 until 2018 still prioritizing competency development needs for all the prospective civil servant with a pattern of 300 hours of study, and for the civil servants with a pattern of 150 hours of study. this condition has not yet balanced the needs of developing other human resource competencies in the jakarta agency order who have structural positions echelon 4, echelon 3 and echelon 2 it is recommended to the jakarta provincial human resources development agency so that in the next program, propose basic education and training programs or technic or management enforcement of government regulation / head government regulation for every structural officer implemented by special capital city of jakarta's civil service police. this need can strengthen the formation or composition of the team that will be assigned in enforcement government regulation / international journal of human capital management, vol. 4 (1), june 2020 47 | p a g e head government regulation to carry out public order, peace of society, and protection in all over the special capital city of jakarta region. 3) purpose according to evaluation result achievement of the objectives of the civil service police education and training program. not fully achieved. as specified in regulation of the minister of home affairs no.38 of 2010, the purpose is increasing the civil service knowledge and civil service attitude and behavior in reality, basic education and training programs from 2012 to 2018 provided more material to strengthen mental, physical and disciplinary abilities, while the analysis techniques for enforcing government regulation/head government regulations are not optimal. furthermore, the results of the evaluation of the basic civil service police education and training program in 2018,, materials related to effective communication, and negotiation skills have not been optimally provided. it is recommended that for the following year, material with negotiated technical content is improved. 4) target according to analysis result the programs target only for the pattern of 300 hours and 150 hours study, and not planning the pattern of 100 hours, 50 hours, and 35 hours study, and similarly in 2018, the human resources development agency has not yet prepared a program to develop the competencies of echelon 4, 3 and 2 officials. considering the successful enforcement of regional regulation / regional head regulation, it does not depend entirely on the competence of members of the civil service police ,but also related to the support of regional apparatuses that compile and implement regional regulations and regional head regulations,thats why the human resources development agency needs to add a new program for the workshop handling the issue of enforcement government regulation/head government regulation which presented participants from the provincial civil service police unit. municipal / regency civil service police unit, district and village civil service police unit to criticize the quality of public services. thus, mapping problems and appropriate steps to solve institutionally supported by the program and budget will become guidelines for the civil service police unit and other relevant regional instruments. b) input evaluation 1) participants of civil service police basic education and training the findings in this research are that participants have met the requirements to attend basic civil service police of special capital city of jakarta education and training with assessment 82,99 which mean good, most of the requirements have been met according to criteria. however, for increasing the quality of basic civil service police education and training programs in the future especially in the application of basic education and training to the new civil service police as mandated on government regulation no.16 of 2018 about technical education and training, functional education and training and basic education and training, participant qualifications need to be reviewed, from the beginning only rank criteria / group and the proposed leadership and good behavior, updated with the formation of the selection team that examines psychological aspects, soft skills and mastery of information technology and hard skills comprehensively, so that only the best participants who can developed their potencial. 2) curriculum the findings in this research, that the education and training material most of them have met the criteria specified in the regulations of ministry of home affairs no.38 of 2010 and its good to be developed with negotiation materi, public communication, public analysis and decision making 3) organizational structure success criteria from input component on organizational structure aspect, there is a position within the organizational structure of the human resources development international journal of human capital management, vol. 4 (1), june 2020 48 | p a g e agency special capital city of jakarta has the duty of developing technical and functional competencies and forming a committee to organize basic special capital city of jakarta order agency education and training programs (based on criteria). thus it can be concluded that from the aspect of the organizational structure of the management of the basic civil service education and training program the police is rated by 66.07% or by the category of fair, which is partly in accordance with the criteria. 4) programs and activities success criteria from input component on programs and activities aspect,has been included in the annual work plan of the provincial human resources development agency, the jakarta special capital region and special capital city of jakarta provincial budget (based on criteria). therefore can be concluded that from the aspect of the programs and activities with the assessment (82,84%) with good category which mean most of them have met the criteria. 5) standards operational procedures success criteria from input component on asepcts of standard operational procedures the implementation of basic civil service police education and training programs as much as 50% which means low. 6) tutors based on data collection between interview result and document studies compared with the existing evaluation criteria, it can be concluded that a total of 24 teaching staff or 100% have met the competency requirements in accordance with the criteria. 7) guidebook based on data collection between interview result and document studies compared with the existing evaluation criteria, it can be concluded that committee has been providing and distributing a guidebook for the implementation of basic civil service police education and training programs, with different forms for participants and teaching staff or 100% has met according to the criteria. 8) administrator /committee based on data collection between interview result and document studies compared with the existing evaluation criteria, it can be concluded that committee have provided very satisfying services to participants of basic education and training programs or 90.50% have met according to the criteria. 9) instructional media based on document studies, known that the head of standardization and quality assurance division has submitted the evaluation results of the implementation of basic education and training through internal memo number 919/-084 dated may 7, 2018 addressed to the head of the division of technical and functional competence, with the results of the level of satisfaction of the weighted average of the learning media of basic education and training programs as much as class 3, very satisfying at 90.38%. 10) facilities success criteria input evaluation on facilities indicator is providing in total and quality according to the budget that provided. based on data collection between interview result and document studies compared with the existing evaluation criteria, it can be concluded that the facilities are available and the benefits are stated to be very satisfying to participants of basic education and training programs or 90.38% have met the criteria. 11) infrastructures success criteria for evaluation of inputs to the facility indicators are available in quantity and quality according to the available budget. based on data collection between interview result and document studies compared with the existing evaluation criteria, it can be concluded that the infrastructures are available and the benefits are stated to be very satisfying to participants of basic education and training programs or 92.31% have met the criteria. 12) budget international journal of human capital management, vol. 4 (1), june 2020 49 | p a g e based on data collection between interview result and document studies compared with the existing evaluation criteria, it can be concluded that the assessment with a sufficient budget category (67%), which means that not yet the needs of the basic civil service police education and training program are provided in the budget of the special capital city of jakarta provincial human resources development agency in accordance with the criteria. c. process evaluation evaluation of the process of implementing basic education and training programs for the provincial civil service police in the special area of the capital city of jakarta, including: a. preparation meeting, b. calling participants, c. determination of teaching staff and teaching staff assistant.d. implementation of learning and teaching according to a schedule consisting of: opening ceremony, implementation of learning and teaching, closing ceremony, based on the evaluation result there are several findings in the process of implementing the civil service police education and training program, with the following explanation: preparation meeting based on document studies, known that the committe has conducted a preparatory meeting by inviting several related parties, including the head of the ministry of home affairs human resources development agency, head of the technical and functional development division, the provincial human resources development agency specifically the capital city of jakarta,head of satdarization and quality assurance division of the human resources development agency of the ministry of home affairs of the province of special capital city of jakarta and the coordinator of widyaiswara's agency for the development of human resources at the ministry of home affairs in the jakarta province through the letter number 538/084-2 dated january, 29 2018, with agenda discussing curriculum and tutors. the preparatory meeting result, agreed : implementing basic jakarta public order agency 4 forces education and training each generation held for 17 days including saturday, sunday, and day off. every day 12 hours of study 245 minutes at the jakarta islamic center north jakarta dormitory, tutors from the professional elements, elements of the central jakarta metro area police, indonesian national armed forces, elements of the ministry of home affairs widyaiswara,elements of the department of human resources development of the ministry of home affairs of the province of the special capital region of jakarta. c) according to regulation of the minister of home affairs no.38 of 2010 concerning guidelines for providing basic civil service police education and training which will be used for basic civil education police training and training pattern of 150 hours of study. the material as follows, arranged in a schedule, e) to select participants who meet the requirements, a selection team with the human resources development agency of the ministry of home affairs special region of jakarta and jakarta public order agency, and subsequently determined by decree of the head of the provincial human resources development agency for the special area of the capital city of jakarta as a candidate participant. 1) calling participants for receiving direction from committee. based of interview result with head of sub division of basic services and options, special capital territory of jakarta provincial human resources development agency states that, to meet the statutory provisions that require it civil service police members attend the basic civil service police education and training and in accordance with the 2018 provincial human resources development agency program in the capital city of jakarta, we have been coordinating with the special capital city of jakarta public order agency unit for preparation and selection of candidates for basic education and training for civil service police as many as 120 people in 4 batches in 2018. according to the document study, it was found that based on the results of the participant selection,head of the provincial human resources development agency for the special area of the capital city of jakarta have assigned basic of jakarta public order agency education and international journal of human capital management, vol. 4 (1), june 2020 50 | p a g e training, and summoning 120 civil service police education and training participants, through the letter number 2057/-084. 2. dated march, 27 2019 addressed to the head of special capital city of jakarta public order agency for revceiving direction from the organizer and brings the profile of the civil service police education and training participant that has been updated from the education information system at www.simdiklat.bpsdm.jakarta.go.id 2) determination of teaching staff and teaching assistant based on document studies, it was found that head of the provincial human resources development agency made letter of assignment to all the teachers, among other number 2888/0084-2, dated april, 26 2018 about teachers of basic civil service police education and training for civil service police unit staff in 2018 and letter of assignment number 1311/-084.2 dated february, 27 2018 about teaching assistent for basic civil service police education and training for civil service police unit staff in 2018 and letter number 388/084-2 dated january,18 2018 terms of application for interviewees in short pre-service special capital territory of jakarta public order agency training (diklatsar) and letter of assignment to the assistance of teaching staff of 4 batches. whereas for teaching staff from outside the provincial human resources development agency special capital territory of jakarta, a resource request letter is submitted through a letter from the head of the special capital teritory of jakarta provincial human resources development agency. 3) opening ceremony of the special capital teritorry of jakarta province civil service police basic education and training program. according to the inerview with organizing committee for education and basic training of civil service police, as is usual in organizing basic education and training program in the special capital city teritorry of jakarta provincial government environment,head of the special capital teritory of jakarta provincial human resources development agency inviting related local government leaders. likewise, in the opening ceremony of the education and basic training of the provincial civil service police, the special capital region of jakarta in 2018. based on document studies it was found that the head of the special capital teritory of jakarta provincial human resources development agency submitting a brief letter to the civil service police trainees through the head of jakarta public order agency with the letter number 1050/-084.12 dated february,20 2018 regarding calls for short training and invitation for opening of education and training to: head of bina marga office, head of cipta karya and spatial planning and land, head of civil service police unit, head of regional financial management agency, head of regional asset management agency, head of agency regional tax and retribution, structural officials and lecturers of the jakarta provincial human resources development agency. 4) committee secretariat services according to interview result with the chairperson of the special capital territory of jakarta basic education and training organizing committee it stated that in an effort to support the success of the learning and teaching process, committe providing place and secretariat staff for giving data / information service, and monitoring accomodation and consumption service also the facilities service for the teaching staffs. secretariat also giving trainingkit and and office stationery for the needs while attending basic education and training. the results of observations to the venue at jakarta islamic center, provided one room to be used as a place for the committee's secretariat to provide education and basic training services for the special capital territory of jakarta public order agency. 5) evaluation of participant's reaction to the implementation of the basic civil service police education and training program for knowing the participant's response to the basic civil service police education and training program, according to interview result with the chairman of the committee it was stated international journal of human capital management, vol. 4 (1), june 2020 51 | p a g e that the reaction of participants in the basic civil service police training and education program was manifested in the form of participant evaluations of the organizers and facilities, and participant evaluation of teaching staff. participant evaluations of the organizers and facilities, also participant evaluation of teaching staff showing good result. in line with the assessment, according to the results of the participants evaluation of the basic civil service police education and training program's teaching staff as shown in table 2 as follows : tabel 2 participants evaluation of the basic civil service police education and training program's teaching staff n o tut ors materia l aspect s cor recomm endation mast ery of material learnin g method teac hers appearance aver age 9 5.63 maintan ed 6) evaluation of learning effectiveness training evaluation on second level kirck patrick learning (learning) is accessing learning outcomes from the training conducted. before and after the training. this methode is done simply by doing pre-test and post-test. the learning outcames obtained really needed but does not guarantee the application of knowledge obtained. according to document studies result information was obtained on evaluating the results of the participants of the jakarta public order agency education and basic training program , as shown in table 3 as follows: table 3 recap of transcript report of basic civil service police participant batch 1 period 14 to 27 july 2018 n o nam e a gency rated aspect l ast score qua lification attitude and behavior m astery of material(t est) d iscipline c oop orat e i nitiative | respon sibility 1 force 1 7 2,20 en ough satisfactory 2 force 2 7 2,73 en ough satisfactory 3 force 3 7 9,75 en ough satisfactory 4 force 4 7 2,96 en ough satisfactory 7 4,41 en ough satisfactory 7) evaluation of attitude according to interview result with officials at the civil service police unit of the city administration of west jakarta and south jakarta,measurement ohe alumni of the basic jakarta public order agency education and training programs obtained result as shown in table 4 as follows table 4 change in behavior alumnhi basic education and training program in the paong praja police, west jakarta and south jakarta: international journal of human capital management, vol. 4 (1), june 2020 52 | p a g e n o city / district administration disci pline coorperat e responsi bility initiati ve beha vior 1 west jakarta 90 90 90 60 70 2 south jakata 90 90 90 90 90 from this finding, evaluation of basic jakarta public order agency education and training program implementation process on aspect reaction evaluation, learning and attitude on 2012 until 2017 that be held by jakarta public order agency unit cooperate with rindam jaya and indonesian national police, achieve value 60%, or in the enough category, that can interpeted that mostly done according to criteria, and furthermore evaluation results of civil service police education and training program implementation in 2018, which organized by provincial human resources development agency specifically the capital city of jakarta, reach 80%, or in good category that can be interpreted, that mostly done according to criteria. kirkpatrick (1998:20) states that “learning can be defined as the extend to which participans change attitudes, improving knowledge, and/or increase skill as a result of attending the program”. so that, training effectiveness, in this level, measured from the impact on participants. is there any change after the training ends in knowledge aspect, skill, or work behavior to a better side, according to purpose of the training. evaluation results of participants during the learning process, evaluation results of participant on organizer and teaching staff also evaluation result of the leader of civil service police unit from 2 administration city on alumni changes in behavior of basic civil service police education and training program at workplace, achieve good grades. d. product evaluation 1) outcomes of the basic civil service police education and training program findings of research / evaluation of basic civil service police education and training programs on product aspects conducted to a total of 120 participants of basic civil service police education and training in 2018, according to specified criteria, achieving the lowest value 70,10 and highest value 89,35 which means every participants passed well. therefore average value reaches (test) mastery of knowledge : score 79.73 which mean good as many as 4 generations received a good score satisfying, which means that most or all of them met the criteria. achievement of competency in knowledge, skills and attitude of civil service behavior by showing that the program objectives the evaluation results show that the application of the basic civil service police education and training program has been effective in achieving the objectives in the form of the achievement of competency mastery of knowledge, skills and attitude of civil servant behavior. thus, the learning outcomes of achieving competency in knowledge, skills and attitude of civil servant behavior have increased so that they can be developed to achieve the targets set in the medium-term regional development plan of the province of the special capital region of jakarta. jakarta. 2) impact of basic civil service police education and training program a) the findings in this research that the application of communication technique, negotiation and public control, and effective communication. that knowledge application in enforcement of government regulations not showing optimal results or still less than expected. therefore, education and training material need to be reviewed so that the time and case studies to understand and skillfully apply communication techniques in the enforcement of local regulations, are improved. ability to socialize virtue and sanction also affirmation of certain zones that are prohibited from selling,is better given by the leader of local government agency that related in proposing regional regulations / regional head regulations, including the small and medium enterprises office, the cipta karya and city planning office, the tourism office, the trade office, and the market service and the revenue service. all leaders of the regional apparatus units should be scheduled to provide materials in basic civil service police education and training, both for implementing participants, supervisors and administrators. international journal of human capital management, vol. 4 (1), june 2020 53 | p a g e b) increasing the volume and quality of the performance of the special capital territory of jakarta public order agency unit. the findings in this research, that the basic civil service police education and training program alumni performance in one of the administrative cities, it reaches a value of 80, which means good. this means basic civil service police education and training program alumni can develop knowledge and civil service police skills in workplace. shove off from the condition, in the next time, to increase the performance of the civil service police unit, need to be done training , especially for alumni 1)basic education and training for civil service police who have held functional positions as civil service police so that the independent skills and work teams they have can produce the performance determined by their targets in the provincial medium term development plan of the jakarta special capital region in 2018-2023.beside, responze optimization through the public report that addressed to civil service police unit at https://www.lapor .go.id. that works achievement results,shows there is a consistency of research results from agus sutiyono (2009) with the dissertation title influence of competency based education and training or competence base education and training and work motivation in civil service police unit performance and experimental studies on civil service police units, states that : a. the performance of civil service police unit given the competence base education and training's training its better then the performance of civil service police unit given the conventional training. c) increase in revenue from regional retribution from the results of the performance of the police force the findings in this research, is the civil service police through legal action violations, no plan of action or initiative from alumni has been developed. 1) the basic civil service police education and training for increasing the revenue from regional retribution. this condition describe that government regulation / head government regulation enforcement by civil service police unit and civil servant regional officials who in duty with increasing regional income and retribution are not yet synergistic. the presence of civil service police officers, as if only on the conditions of the conflict problem, seems can be avoided with the specific program and budget in regional officials unit for doing guidance to community members including street vendors or people who violate building permits, understanding rules and prohibition,also sanction to be received if they are doing violation. d) reduction in accidents or victims of enforcement of regional regulations /head government regulation in an effort to create public order and public peace. the findings on this research the absence of a strategic program for the civil service police unit for doing an anticipation on negative impact as a result of enforcement of government regulation/ head government regulation, especially in conflict-prone areas due to many violations of regional regulations / regional head regulations. this is different from the strategic program of civil service police in the city of surabaya, as stated by the mayor of surabaya in the workshop on the application of minimum service standards to the peace and public sub-sector organized by the ministry of home affairs on 9 to 11 august 2017. law enforcement in the city of surabaya always prioritize justice and humanists but remain firm. "there must be innovation and programs for humanist law enforcement. in field, those who are not right must be dealt with, but if they are right and need help, they must be helped, "said the mayor of surabaya. \ not only firmly enforce regional regulations, civil service police in the city of surabaya also doing another activities outside their duty as enforcement of regional regulation. she gave an example, when it rained civil service police also patrolled helping the car broke down and helped clean the sewers. some innovations and programs done by the civil service police of surabaya, making software program for government regulation enforcement like billboard monitoring, they also have segway,rollerblading to patrol the pedestrian and there is also a pink trail that is driven by a beautiful civil service police unit. international journal of human capital management, vol. 4 (1), june 2020 54 | p a g e an innovative strategic program for enforcing government regulationts/head government regulations that priotizing justice, humanists and reolute humanists, humble and firm, it could be encouraged to be compiled by each civil service police unit in the administration area of the special capital region of jakarta. the materi in basic civil service police education and training also not accommodated related to risk management. beside that connected with information technology era this time, the civil service police unit needs to be equipped with a monitoring room that can monitor through visual technology, the condition of certain areas that are the object of enforcement of local regulations / head regional regulations, so that before members are assigned to the field there are already several strategies owned to minimize the risk of conflicts or conflicts physical clashes between members of the civil service police and community members who violate regional regulations / head regional regulations. conclusion and recommendation conclusion based on evaluation program of basic special capital region of jakarta public order agency that has been explained above, conclusions obtained from the assessment results good which can be interpreted that most have been carried out / available according to the criteria in the context, input, process and product stages of the basic education and training program of the special capital region of jakarta public order agency. recommendation from thats results recommended for doing the development of basic special capital region of jakarta public order agency program by making improvement as follows: in context evaluation stage, a) improved the legal basis that became the program reference, which was originally law number 32 of 2014 and government regulation number 6 of 2010 replaced by law number 23 of 2014 concerning regional government and government regulation number 16 of 2018 concerning civil service police so relevant to the noble policies of 2014 b) developing basic special capital region of jakarta public order agency program that integrated with regional medium-term development plan that contains the vision and mission of the governor of the region 2018-2023 as well as targets and indicators in the field of public order and community peace and community protection, c) developing basic education and training program objectives the civil service police also organizes basic education and training programs for structural officials echelon 4, echelon 3 and echelon 2. and, d) improving the quality of selection requirements for participants in the civil service police education and training program base, in order to obtain prospective participants who have better academic and social skills and career experience and become exemplary examples in the civil service police unit where the relevant duty in input evaluation stage, a) doing curriculum revition that giving a portion of material and time much more in case analysist and case simulation violatiance of government regulation/head government reguation, b) doing workshop about government regulation/head government regulation enforcement, which was attended by regional apparatus outside the civil service police unit including the ombudsman, also c) improving online education and training information system with new application, which is : civil service police e-learning with material / modules prepared for education participants and android-based technical and functional police training, accompanied by the preparation of facilitators / resource persons who can respond to questions and answers / discussions with civil service police e-learning participants. in process evaluation stage, following up the results of the evaluation of the participants of the organizers, facilities, curriculum, teaching staff during the education and training program, with the evaluation results from the head of the provincial and municipal / district / international journal of human capital management, vol. 4 (1), june 2020 55 | p a g e administrative civil service police unit and subdistricts and sub-districts towards the alumni of the civil service police education and training in product evaluation stage, which includes outcomes and benefits, the civil service police unit formed an evaluation team for achievement of targets and indicators of problem solving violations of regional regulations/regulations of regional heads whose membership includes : head of provincial and city/regency administrative civil service police unit, head of market service, head of small and medium enterprises office, head of provincial human resources development agency for jakarta capital special region, head of legal bureau, head of cipta kartya and city planning office for special capital region jakarta and the head of the dki jakarta provincial tourism office, for doing evaluation also integrated achievements and problems faced in the enforcement of regional regulations / regional head regulations as stipulated in the provincial medium-term regional development plan specifically for the capital city of jakarta 2018-2023, and schedule regular meetings to analyze problems and find solutions and formulate recommendations for curriculum design input for educational programs and technical training and educational programs and training for functional positions in the civil service police. references agus sutiyono. 2009. the effect of competence based education and training and work motivation on the performance of civil service police officers experimental studies in experimental police unit in the jakarta special capital city government. arikunto, suharsimi and cepi safruddin abdul jabar.2014. evaluation of educational programs: practical theoretical guidelines for students and educational practitioners. second edition. jakarta: earth literacy. creswell, john w. 2017. interpreting ahmad fahwaid. research design: qualitative, quantitative, and mixed approaches. third edition. yogyakarta: student library. djaali and pudji muljono. 2008. measurement in education. jakarta: grasindo. kirkpatrick, donald l. dan kirkpatick, james d. 2005. evaluating trainning program: the four levels. san francisco: berrett-koehler publishers inc. stufflebeam, daniel l. and chris l.s. coryn. 2014. evaluation: theory, models, & applicatons. second edition, san fransisco-usa: jossey-bass, a willey brand. peraturan menteri dalam negeri nomor 38 tahun 2010 tentang pedoman penyelenggaraan pendidikan dan pelatihan dasar polisi pamong praja. undang-undang nomor 23 tahun 2014 tentang pemerintahan daerah. wirawan. evaluation. 2011. theory, models, standards, applications, and professions. jakarta: rajagrafindo persada. international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 4 (2), december 2020 78 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 4, no. 2, december 2020, p 78-95 the effect of supervision, motivation and work commitment with employee performance at directorate general of islamic community guidance ministry of religion of the republic of indonesia aliyati universitas negeri jakarta email: alabadi2016@gmail.com yetty supriyati universitas negeri jakarta email: yetti.supriyati@unj.ac.id ma’ruf akbar universitas negeri jakarta email: maruf.akbar@unj.ac.id abstract the objective of the research is to find out the effect of supervision, motivation, andwork commitment to the employee performance at direktoratjenderalbimbinganmasyarakat islam kementerian agama republik indonesia.survey was applied in this study which data have been analyzed by path analysis after all variables put into correlation matrix and multiple regression. in this research, the employee have been chosen as a unit analysis and 150 samples selected randomly. the results of the study found that employee performance was directly influenced by supervision, motivation, and work commitment. and indirectly, employee performance is influenced by the supervisory variable and the motivation variable through work commitment, this shows that the commitment variable is not a good mediating variable. based on these findings, it can be concluded that the variation of supervision, motivation and commitment each has an effect on employee performance, but the motivation variable is more dominant in influencing employee performance, for that it is suggested to the leadership element that to improve employee motivation performance becomes a benchmark in the success of organizational performance. keywords: supervision, motivation, commitment and employee performance. received: 24 august 2020 ; accepted: 4 september 2020 ; publish; december 2020. how to cite: aliyati., supriyati, y., akbar, m. (2020). the effect of supervision, motivation andwork commitment with employee performance at directorate general of islamic community guidance ministry of religion of the republic of indonesia. international journal of human capital management, 4 (2), 78-95. https://doi.org/10.21009/ijhcm.04.02.08 http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 4 (2), december 2020 79 | p a g e introduction the low indicator of accountability for government aid financial managers is in line with the view of the indonesia corruption watch [icw] political corruption division which states that government aid spending is the item in the apbn that is most prone to fraud or misuse. this is due to the fact that the binding arrangements for the management of government aid spending are still minimal in several ways. for example, in the case of the accountability report for government aid spending. the regulation of the minister of finance only states that the accountability of government aid spending by the relevant ministries to the ministry of finance contains at least the ceiling amount of government assistance distributed, the realization of government assistance that has been distributed, and the remaining government aid funds deposited into the state general treasury accompanied by proof of signs. receive and handover of distribution minutes (abdullah dahlan, donal fariz, 2014). the indonesian corruption watch (icw) also stated that in many cases it was revealed that the actual recipients of government apbd assistance were the heads or local officials. not only that, its use is unclear and far from the purpose of government assistance being allocated, namely protecting the community from social risks. so it is not an exaggeration if the public also starts to be aware of the government aid budget in the apbn, which is also very large. meanwhile, the main objective of accountability, according to bahtiar arif, is that each activity manager can deliver financial accountability by submitting financial reports (bahtiar, 2009). the same opinion was expressed by muindro which stated that public accountability is the obligation of the agent to provide accountability, presenting , report and disclose all activities and activities that are the responsibility of the trustee who has the right and obligation to ask for this accountability (muindro, 2013). the same thing was also expressed by cheryl cran, who explained that accountability is a two-way street. we need to be personally responsible, and we also have to be willing and able to hold other people accountable as well (cheryl, 2014). apart from supervision, in order to improve employee performance, motivation also needs to be considered. according to sutrisno (2009: 109), motivation is a factor that encourages someone to do a certain activity. therefore, motivation is often interpreted as driving someone's behavior. motivation is an activity that involves, channels and maintains human behavior. motivation is an important subject for managers because managers work through and with other people. therefore, employees who have high motivation usually have high performance as well. motivation as a psychological process in a person will be influenced by several factors, including internal factors and external factors, from internal factors, the employee's desire to live a better life, the desire to gain appreciation, the desire to gain recognition from the organization. from external factors, the existence of a comfortable working environment, adequate compensation, job security, status and responsibilities, and flexible regulations, so that employees will be motivated to work better, which of course is also supported by good work infrastructure. adequate. another factor that affects accountability, according to chris mcchesney, is making a commitment to complete work on time so that accountability can be maintained (mcchesney, chris., 2013). the more specific the commitment, the higher the accountability for that commitment. employees cannot delegate responsibilities to other employees due to unclear commitments. so it is necessary to make a commitment that explains job descriptions, goals and expected results. while accountability is influenced by the commitment factor, there are other factors that also affect organizational commitment, namely work engagement. the concept of engagement is empirically distinguished from the concept of work commitment and work involvement, but it has something in common, namely having a positive thing in work according to hallberg & schaufeli (w.b., schaufeli, salanova, m., gonzalez-roma, 2002) an employee who is committed (involved) with the organization will feel satisfied and fair with the job, have pride in his place of work, so that he is committed to the mission of the organization giving extra time and energy to the organization and is even willing to invest in the international journal of human capital management, vol. 4 (2), december 2020 80 | p a g e place where the employee works according to scheimann, the commitment component other work satisfaction is satisfaction, which is related to satisfaction with the organization, work, and justice and commitment, related to work commitment to the mission of the organization, pride in being part of the organization. the three components, on the basis of satisfaction, commitment, and advocacy as the culmination (w.a. scheimann.alignment, 2011). work commitment can be an indicator to determine the influence of emotions on employees' lives at work. with weak supervision carried out by superiors of government financial assistance, it has an impact on the accountability of financial managers in the form of financial management assistance from government to deviate from applicable regulations, or even to violation of norms. or ethical values of propriety. in fact, many factors influence the low performance / accountability of government aid financial managers. according to carcello, hermanson and mcgrath identify the factors that affect the quality and accountability of employees, namely experience (experience), understanding of the institution being audited (industry expertise), responsiveness (responsiveness), suitability of competence (compliance), independence (independence), prudence hatian (professional care), commitment (commitment), employee involvement (executive involvement), ethical standards (standards of ethics) (carcello, 2009) from the existing literature, there is no comprehensive study and research related to government assistance in the religious sector, whether it is effective or not in the welfare of society. therefore, this research is assumed to be based on various problems arising from evaluations and observations so far which indicate that government assistance in the field of religion has not been optimal as described above. this research is expected to provide a comprehensive picture of the need for government assistance in the field of public welfare. this study uses a quantitative research model combined with qualitative to determine the extent of the influence of government aid governance work commitment and supervision of employee performance in the ministry of religion of the republic of indonesia. literature review employee performance in various literatures, performance is accountability or a situation to be accounted for or a situation that is held accountable for a certain period of time. performance can be produced by individual workers in an organization, by a work group or fields in an organization or the total performance produced as a whole within a certain period of time. according to huselid & becker (2005) da, mark a. huselid accountability is an ability. meanwhile, accountability for the workforce is a culture, capability and assurance that it directs company leaders and their hr functions; where both must be responsible for directing a workforce that leads to a successful business. fiorenzo franceschini assigns responsibility and resources to the conduct of its activities. accountability systems form the relationship between results, activities and resources. this allows employees to see how their work contributes to organizational success and explains expectations on performance (franceschini, 2007). according to john r. schermerhorn and colleagues, (schermerhorn john r et al, 2010). that task performance can be assumed as a form of quality and quantity in the form of work produced, services provided by an individual, team or work unit, or the organization as a whole. meanwhile (colquitt, lepine, 2015) argues, an employee must critically understand the results of his / her performance for produce better performance, and understand the effectiveness or performance of employees as a whole. it takes a harmonious relationship in the world of work between managers and employees. good performance cannot be separated from the influence of a leader and the competence of employees and high responsibility of each employee. international journal of human capital management, vol. 4 (2), december 2020 81 | p a g e meanwhile, (williams, 2011) and (saetang, 2010) define performance is how well a person does the job can be measured and easily recognized. in contrast to other researchers, chuck williams pays more attention to the attitudes and intentions of an employee in completing his work. the same thing was expressed by muchinsky, which defines performance as a form of work behavior that can be seen, assessed, estimated to show a person's work performance. behavior that is implemented at work and can be seen, assessed and predicted shows the real work of a person. likewise with alnoor ebrahim and weisband 2007, which stated that accountability is compliance or transparent sanctions that can be explained or justified. in other words, accountability is about power, where the asymmetry of resources is important in influencing who is able to hold employees who are not responsible for their work, accountability is a power relationship. therefore, whether one adopts a lens of analysis based on organizational ecology, resource dependence, or shareholder theory, one must deal with the relationships, demands, and power that play between actors. based on the above study it can be concluded that performance is the performance displayed by a person in carrying out a work function within a certain period of time that contributes positively to the achievement of organizational goals with indicators: (1) employee behavior, (2) action at work, (3) procedures work and work results, (4) work performance (5) responsibility. supervision effective supervision or controlling is usually accompanied by controlling or corrective measures on the sides that are considered less successful or do not reflect satisfactory results in the context of the performance of an organization. this is consistent with black and porter's expression that supervision is a fundamental characteristic of organized activities. supervision as a means o f achieving goals. jonathan caspi and william j. reid 2002, said that supervision can affect a person's performance supervision can be defined as supervising other work with a recognized authority to monitor and direct performance, to ensure satisfactory performance. how this is accomplished and what this entails differs a lot between surveillance arrangements. processes vary according to whether or not the supervisies are staff, interns, peers, or people who have been contracted for clinical consultation. furthermore judith kaufman, tammy l. hughes and cynthia a. ricco 2010, define supervision as follows, supervision is needed to monitor and provide supervision in a programmed manner and document that all internships demonstrate intermediate or advanced competence at the end of the internship in all expected professional activities. furthermore, arun kumar, and rachana sharma 2000, explained that literally, supervision comes from the latin word "super" which indicates from above and "vision" which means seeing. in general understanding the term supervision is called the activity of supervising. but supervising alone does not convey any value if it does not take notes. in management, supervision means supervising subordinates in the workplace with authority and with the aim of correcting employees if they make mistakes. meanwhile, according to stewart black, the managerial function of supervision is the end of the chain of other major functions. from the management function, namely planning, organizing, and leading (black, stewart and lyman, 2000). in more detail, anthony and govindarajan said that the activities in supervision include various variations, including: (1) planning what the organization should do, (2) ) coordinating the activities of several organizational divisions, (3) communicating information, (4) evaluating information, (5) deciding what actions to take, (6) influencing people to change their behavior. (anthony, robin, & govindarajan, 2008). in addition, robbins and coulter said that supervision is a process of monitoring activities to ensure that the activity is completed as planned and the process of correcting any significant deviations. (robbins, 2007) john r. schermerhorn, jr. suggests that supervision is very important for organizations and we practice a lot of supervision naturally (john r. schermerhorn, 2013). for example, when we carry out various activities that make us proficient through the supervisory international journal of human capital management, vol. 4 (2), december 2020 82 | p a g e process, namely by always monitoring how far we do it and making adjustments to make sure it goes well. according to gareth jones, supervision is generally achieved by scientists who work in a small scope, where they can monitor and learn through each other. (jones, 2010) as a result, there will be a horizontal level of differentiation in the organization, namely between his department. in other words, control is a management function that deals with monitoring activities to ensure that they are achieved as planned and correct any significant deviations. the control process itself consists of three separate and distinct steps: (1) measuring actual performance; (2) comparing results with standards; and (3) taking corrective action. according to fred nickols: (fred nickols, 2013). this opinion directs that control always collides with standards, references, goals. in the technical language of control theory, this is known as a reference condition or reference signal, but we will use more simple, colloquial here our purpose or reference condition in comparison to our perception of things for which our objectives or reference conditions apply in place. work, goal or reference conditions (that is, some aspect of our world that we are trying to control) may relate to costs and objectives or reference to conditions we may reduce costs by a percentage. we can compare reports and actual cost calculations with our objectives or reference conditions. in an engineering control system, the comparator performs this function; in a life control system, the comparator is the human at the center, the culprit. based on the above study, it can be concluded that supervision or controlling is a process carried out by a person to find out the extent to which activities are carried out according to a predetermined plan as well as to find out the extent to which gaps can be corrected at a later date and no more waste (inefficiency). this can be done in the form of prevention with indicators of socialization of activities at the beginning of activities, preparation of clear and easy to implement standard operating procedures (sops), enforcement of regulations, examination of reports, evaluation of performance with indicators (1) verification, (2) monitoring, (3) activity reporting, (4) correction. work commitment according to john r. schermerhorn, jr., organizational commitment reflects the level of loyalty a person feels towards his organization. (franceschini, 2007). individuals with a high commitment (which is clearly visible) to this. according to gareth jones, increased commitment is an awareness that leads managers to remain committed to a series of actions and refuse to admit that they have made a mistake, perhaps because defend themselves or because they cling to the illusion of surveillance. (jones, 2010) gareth jones further stated that power in an organization comes from the ability to control resources. (jones, 2010) in order to survive an organization requires resources such as capital, human expertise, raw materials and customers. if a resource is important to an organization, a leader who has control or oversight of the resource clearly has a lot of power. morrow, quoted by sharon s. naquin and elwood f. 2002, shows that work commitment is a function of personal characteristics, including dispositional quality and design facets of current work commitments which include work ethic, career commitment, organizational commitment and work involvement. furthermore, rodney a. mccloy and lauress l. wise define work commitment as follows: work commitment is very plausibly related to motivation to improve job performance and hence motivation to learn. if you are committed to your work, you are more likely to want to improve. (mccloy, 2002). michael armstrong, 2009 emphasizes the importance of building commitment at every level of manager, because power through words and behavior expressed by top leaders should never be taken lightly. according to brad federman, 2009 that commitment means "dedication" "loyalty", or "responsibility. answer ”. commitment is all about agreement and accountability, the more committed we are, the more engaged and responsible we will be. a person is committed to international journal of human capital management, vol. 4 (2), december 2020 83 | p a g e himself, to others and to an idea. this commitment is sometimes implicit and sometimes explicit. without realizing it, we even make a commitment. the most important idea behind a commitment is that there are many commitments that can be made at any given time. we can commit to work, career, work team, business strategy, vision or mission, senior leaders, ideas, projects and so on (federman, 2009). unfortunately organizations usually focus on one commitment, namely the commitment between employees and their leaders. however, the higher the employee's commitment to the organization, the more likely the relationship will be stronger and last longer. saimir suma, 2013 states that organizational commitment can be defined as the relative strength of individual identification and involvement in a particular organization. this can be characterized by three factors: 1) strong belief and acceptance of the organization's goals and values; 2) willingness to exert sufficient effort on behalf of the organization; and 3) a strong desire to maintain membership in the organization. commitment is also a change initiative when someone believes in their leader and makes changes effectively. the commitment to change is also facilitated by the leader as a means of proactive influence. meyer & herscovitch, 2014 defines that commitment is a mindset that can take different forms and bind individuals to an action that is relevant to a certain target. meanwhile, according to zorlu senyucel, 2019 commitment is a shared responsibility between management and employees and commitment to the company. which increases by maximizing human resource practices. schermerhorn (in wibowo 2014: 429) introduces two methods of employee commitment, namely: rational commitment, reflecting the feeling that work fulfills its financial, development and professional interests, emotional commitment, reflecting the feeling that what is done may and allen (in edison et al., 2016: 226) state that there are three stages in employee commitment, including: affective commitment, the relationship between the emotional feelings of employees and identification and involvement in employees. am an organization. employees with a strong, effective commitment continue to work with the organization because they want to do it.contibuance commitment refers to the calculation of the cost of leaving the organization. employees whose primary relationship is to stay in the organization is based on continuous commitment because they have to. and normative commitment reflects a feeling of obligation to continue work. employees with high normative commitment feel that they must stick with the organization. edison, et al (2016: 225), suggest that employee commitment to the organization really depends on the extent to which personal needs and goals are met. meanwhile, the factors that influence this commitment are as follows: 1). logical factors, employees will stay in the organization because they see logical considerations, for example having a strategic position and earning enough or the difficulty factor in finding work. 2). environmental factor. employees / employees have a commitment to the organization because of a pleasant environment, feel valued, have opportunities to innovate, and are involved in achieving organizational goals. 3). emotional bonding factor. employees / employees have ample opportunities for careers and opportunities to reach higher positions through an open and transparent system. 4). emotional bonding factor. employees / employees feel that they have a high emotional bond, for example feeling the family atmosphere in the organization or the organization has provided extraordinary services for their lives. or it could be because you have kinship / kinship. based on the above study, it can be concluded that commitment is a norm agreed upon by someone to support organizational leadership with indicators (1) sacrifice, (2) dedication, (3) service is good, (4) maintaining relationships, (5) sense of belonging, (6) ) initiative. motivation work motivation is motivation that occurs in situations and work environments in an organization or institution. success and failure in education are often linked to teacher work motivation. basically, humans always want good things, so that the driving force or driving force international journal of human capital management, vol. 4 (2), december 2020 84 | p a g e that motivates their work morale depends on the expectations that will be obtained in the future if those hopes come true, someone will tend to increase their work motivation. hasibuan (in badrudin, 2014: 191) defines motivation as a driving force that creates the excitement of a person's work so that they are willing to cooperate, work effectively, and are integrated with all efforts to achieve satisfaction. robbin (in wibowo, 2014: 322) states that work motivation is a process that causes intensity, direction, and individual continuous effort towards achieving goals. in line with fahmi (2012: 143), motivation is a behavioral activity that works in an effort to meet desired needs. based on the theoretical study above, it can be concluded that motivation is an encouragement from both a leader and an employee to work better for the achievement of organizational goals. the function of motivation, in this case stated according to hasibuan (in badrudin, 2014: 192) suggests that the function of motivation is as the following: as energy or a driving force for human beings, like fuel in a vehicle, the regulator chooses an alternative between two or more conflicting activities, directors or goals in carrying out activities. according to maslow (in wibowo, 2014: 323) develops the hierachy of needs theory and classifying motivation into five levels known as needs, where this is used as a measure (indicator) of the success of motivation, including: physiological (physiological), sense of security (safety.) social relations (social). esteem and self-actualization according to gomes (in badrudin, 2014: 200) there are several factors that influence motivation, including a). individual factors, including needs (needs), goals (goals), attitudes (attitude), and abilities (skills) .b). organizational factors include: pay, job security among co-workers, supervision, praise, and the workers themselves ((ie job self). based on the study above, it can be concluded that several indicators of motivation are the presence of encouragement from the leadership towards subordinates, have high morale and have a sense of responsibility towards work. research method the research method used is a survey research method with the study of causal relationships. this research examines and analyzes direct relationships that go in the same direction or is called a causal relationship, this relationship is called path analysis (forguson, 1997). ferdinand stated that to see the causal relationship to be tested and to make it easier for researchers, it is better to describe it with a path diagram (augusty, 2001). in this case to see the relationship between research variables and to measure the influence of one variable on other variables. according to kerlinger, path analysis is a technique for studying causal relationships in correlational research (fred, 1973). based on the method used, the objectives to be achieved in this study, and also on the basis of some expert opinion, the method used in this study is a survey research method with path analysis. the variables to be analyzed consisted of four variables, namely: (1) supervision; (2) commitment; (3) work responsibilities and (4) performance. population and samples the population in this study were all government aid financial managers at the directorate general of islamic community guidance, ministry of religion, ri, totaling 225 people. the number of samples was determined using the slovin method with the following formula: the sample in this study were all auditors who actively work in the directorate general islamic community guidance, ministry of religion ri, totaling 150 people taken at random from a sample size taken by simple random sampling. theoretical framework based on the revew literature and the results of previous studies, the conceptual framework in this study is shown in figure 1 international journal of human capital management, vol. 4 (2), december 2020 85 | p a g e figure 1. the theoretical framework of the study figure 1 above, shows that theoretically supervision will affect performance, supervision will also affect motivation which in turn will affect performance, supervision will affect work commitment and subsequently will affect performance, supervision will affect motivation and motivation will affect work commitment and ultimately will affect performance, motivation directly affects employee performance and work commitment directly affects performance. monitoring motivation and performance affects employee performance. research hypothesis based on the theoretical description and frame of mind above, the research hypothesis is proposed as follows: 1. there is a positive direct influence of supervision on the performance of employees at the directorate general of islamic community guidance of the ministry of religion of the republic of indonesia. 2. there is a positive direct effect of work commitment on employee performance at the directorate general of islamic community guidance at the ministry of religion of the republic of indonesia. 3. there is a positive direct effect of supervision on employee work commitment at the directorate general of islamic community guidance at the ministry of religion of the republic of indonesia. 4. there is a positive direct effect of motivation on employee work commitment at the directorate general of islamic community guidance at the ministry of religion of the republic of indonesia. 5. there is a positive direct effect of supervision on employee work motivation at the directorate general of islamic community guidance at the ministry of religion of the republic of indonesia. 6. there is an indirect effect of supervision on the performance of the employees of the directorate general of islamic community guidance at the ministry of religion of the republic of indonesia through work commitments. 7. there is an indirect effect of work motivation on the performance of the employees of the directorate general of islamic community guidance at the ministry of religion of the republic of indonesia through commitmeny. international journal of human capital management, vol. 4 (2), december 2020 86 | p a g e result and discussion simple linear regression according to siregar (2013: 379) simple linear regression analysis aims to determine the partial effect of supervision (x1), motivation (x2) and work commitment (x3) on employee performance (y) at the directorate general of islamic community guidance of the ministry of religion of the republic of indonesia, then it is used formula as follows: y = a + b.x siregar (2013:379) correlation coefficient according to siregar, (2013: 338) to find the correlation coefficient, the following formula is used:           })(}{)({ ))(( 2222 yynxxn yxxyn r t-test according to sugiyono (2014: 243) the t test is to test how the influence of each of the supervision variables (x1) and the motivation variable (x2) and work commitment (x3) partially on the dependent variable on employee performance (y). the application in the context of this research is by comparing the t count with the t table or by looking at the significance column in each t count. to test the significance level of each individual regression coefficient obtained from the calculation, a t test is performed which can be formulated as follows: 2 1 2 r nr t    (sugiyono, 2014:243) multiple linear regression multiple linear regression analysis, is used to determine the effect simultaneously between supervision (x1) and motivation (x2) and work commitment (x3) on employee performance (y) with the formula: siregar (2013: 406) y = a + b1x1 + b2x2+ b3x3 where : y = employee performance (dependent variable) x1 = supervision (the first independent variable) x2 = motivation (the second independent variable) x3= performance (the third independent variable) a = constant b1,b2,b3 = coefficient coefficient of determination the coefficient of determination ( 2 r )to determine the contribution of independent variables to the dependent variable (sugiyono, 2009: 286). with the formula international journal of human capital management, vol. 4 (2), december 2020 87 | p a g e     2 32112 y ybxybxyxb r f test menurut siregar (2013:409) uji f yaitu uji untuk melihat bagaimanakah pengaruh variabelpengawasan (x1) motivasi (x2) dan komitmen kerja (x3) bebasnya secara bersama-sama terhadap variabel terikatnya yaitu kinerja pegawai (y). atau untuk menguji apakah model regresi yang kita buat baik/signifikan atau tidak baik/non signifikan. untuk mengetahui kebenaran hipotesis pertama digunakan uji f yaitu untuk menguji keberartian/signifikasi regresi secara keseluruhan dengan rumus hipotesis sebagai berikut : data processing and discussion. research result validity test results validity testing is carried out based on item analysis, which is to correlate the score of each item with the variable score (the sum of all the score item questions). the correlation technique uses pearson correlation, calculated using the help of the spss program. the question item is declared valid if it has a calculated r value> r table. the results of the validity test are based on calculations using spss. the results of the validity test of the control variable consisted of 35 questions, the smallest r count was 0.462 in item 7 and the largest rhitter was 0.818 in item 1. this means that the rhit value> rtab (df = 18 = 0.444) so it can be concluded that all items of the supervision variable (x1) valid status. the results of the motivation variable validity test consisted of 35 questions, the smallest r count was 0.454 in item number 34 and the greatest rhitter was 0.727 in item number 27.this means that the rhit value> rtab (df = 18 = 0.444) so it can be concluded that all items of the motivation variable (x2) valid status. the results of the commitment variable validity test consisted of 35 questions, the smallest r count was 0.459 in item number 8 and the rhitter was 0.798 in item number 14. valid status. the results of the performance variable validity test consisted of 35 questions, the smallest r count was 0.447 in item number 18 and the greatest rhitter was 0.718 in item number 28.this means that the rhit value> rtab (df = 18 = 0.444) so it can be concluded that all items of the performance variable (y) valid status http://statistikian.blogspot.com/2012/10/variabel-penelitian.html international journal of human capital management, vol. 4 (2), december 2020 88 | p a g e direct and indirect effect through other variables, and total effect influence of variables causal influence total effect direct influence indirect influence via x3 x1 against y 0.608 0.608 0.608 (0.572 x 0.550 = 0.314) 0.922 x2 against y 0.586 0.586 0.586 (0.716 x 0.550 = 0.393) 0.979 x3 against y 0.550 0.550 x1 against x2 0.467 0.467 x1 against x3 0.572 0.572 x2 against x3 0.716 0.716 the influence between variables, either directly or indirectly, the total effect and the amount of the contribution of each variable, as in the table above, can be explained in detail as follows: 1. the control variable has a positive and significant direct effect on the performance variable. the existence of this influence is indicated by a path coefficient score of 0.608. 2. work motivation variable has a positive and significant direct effect on performance variables. the existence of this influence is indicated by the path coefficient score of 0.586. 3. work commitment variable has a positive and significant direct effect on performance variables. the existence of this influence is indicated by a path coefficient score of 0.550. 4. supervision variable has a positive and significant direct effect on work commitment variable. the existence of this influence is indicated by a path coefficient score of 0.572. 5. work motivation variable has a positive and significant direct effect on work commitment variable. the existence of this influence is indicated by a path coefficient score of 0.716. 6. supervision variable has a positive and significant direct effect on work motivation variable. the existence of this influence is indicated by a path coefficient score of 0.467. 7. supervision variable has a positive and significant indirect effect on the performance variable through the work commitment variable. the existence of this influence is indicated by a path coefficient score of 0.314. pengawasan (x1) motivasi (x2) komitmen (x3) kinerja pegawai (y) 0.608 0.586 0.550 0.572 0.716 0.467 international journal of human capital management, vol. 4 (2), december 2020 89 | p a g e 8. work motivation variable has a positive and significant indirect effect on the performance variable through the work commitment variable. the existence of this influence is indicated by the path coefficient score of 0.393. based on the results of the description on the hypothesis testing above, it can be concluded that the variations that occur in the performance variables are influenced by changes in variations in the variables of supervision, work motivation, and work commitment either individually or collectively. discussion 1. performance employee performance is the performance displayed by someone in carrying out a work function within a certain period of time that contributes positively to the achievement of organizational goals. there are five indicators that mark a person's performance, namely: (1) employee behavior, (2) actions at work, (3) work procedures and work results, (4) work performance (5) responsibility. performance is the dependent variable which is influenced by various independent variables of supervision, work motivation, and work commitment. the results of the research findings indicate that this variable is significantly influenced by the three variables mentioned above. the results of the significance test show that the magnitude of the influence of the above variables is significant at the alpha level of 0.05. employee performance variables with five indicators have a fairly homogeneous distribution and almost all show good. this means that the performance of employees at the directorate general of islamic community guidance is classified as good, only on one indicator, namely the action at work has the lowest score compared to other indicators. the highest indicator is in the last number, which is responsibility with a score of 4.195, which means that the employee's responsibilities in carrying out the task in accordance with the employee's job description are very good. the above data calculation results can be seen in the graph below: observing the graph above, it is illustrated in general that employee performance is classified as good except for the aspect of action in carrying out work. this shows that employees in acting, solving problems, and speed in completing tasks are still lacking in comparison with other aspects. the best aspect is related to the responsibility of employees in carrying out the work of employees at the directorate general of islamic community guidance carried out in accordance with the nomenclature of positions that have been determined so that all employees have a position along with a description of the duties that must be performed. thus the success of employee performance can be seen from the results of the job descriptions that must be done. in addition, because echelon i units have the function of formulating policies and these policies become the benchmark for work units in the regions, each employee must also monitor and monitor any established policies. thus, in addition to daily tasks, employees must also monitor policies taken by the leadership. the description above is confirmed by an expert opinion that performance is the level of success of a person or group of people in carrying out their duties and responsibilities as well as the ability to achieve predetermined goals and standards (sulistyorini, 2001). meanwhile, other experts argue that performance is the result of a specific job function or activity in which it consists of three aspects, namely: clarity of tasks or jobs that are their responsibility; clarity of international journal of human capital management, vol. 4 (2), december 2020 90 | p a g e expected results from a job or function; clarity of the time needed to complete a job so that the expected results can be realized (tempe, a dale, 1992). 2. supervision supervision or controlling is a process carried out by a person to determine the extent to which activities are carried out according to a predetermined plan as well as to find out to what extent gaps can be corrected at a later date and no longer waste (inefficiency). this can be done in the form of prevention with indicators of socialization of activities at the beginning of the activity, preparation of clear and easy to implement standard operating procedures (sops), enforcement of rules, examination of reports, and performance evaluation. the monitoring variable has 5 marker indicators, namely (1) verification, (2) monitoring, (3) activity reporting, (4) correction and (5) compliance. the results of empirical research show that the monitoring variable has a direct positive effect and direct action and is significant on the performance variable, work commitment, and work motivation. this means that the supervision carried out by the leadership has a positive impact on the performance of subordinates. the better and more precise the supervision is carried out, the higher the employee's performance. based on the graph above, it is clear that all monitoring indicators have a good score, meaning that the supervision has been carried out properly, continuously, and according to existing regulations. however, of the five indicators above, there is the lowest one, namely regarding compliance. the description above is in line with the concept of leadership, which explains the function of a leader, namely as a supervisor and evaluator. as a supervisor, the leader has the role of directing the implementation of the employee's work process until it reaches the final goal, and as an evaluator, the leader has the authority to control and evaluate the implementation of the work. in leadership theory, supervision will be effective if it is adjusted to the level of maturity of the subordinates. the more mature subordinates, the leader must reduce task behavior and increase relationship behavior. if subordinates move to reach the average level of maturity, the leader must reduce both task behavior and relationship behavior. furthermore, when the subordinates reach the level of full maturity where they can be independent, the leadership can delegate their authority to the subordinates. 3. work motivation the results showed that employee work motivation has a positive and significant effect on employee performance and commitment in carrying out the work for which they are responsible. this finding means that changes in employee motivation will have an impact on changes in employee commitment and performance. thus, if you want to increase employee commitment and performance, work motivation must be increased first. work motivation in this study is the second independent variable after supervision which has a positive influence either directly or indirectly through other variables. based on the graph above, it shows that the work motivation of employees at the directorate general of islamic community guidance is good, however, of the four indicators, there are two international journal of human capital management, vol. 4 (2), december 2020 91 | p a g e indicators that are classified as low, namely the first indicator, namely the effort to achieve goals and the last indicator, namely competition. the findings above suggest that the aspects of efforts made by employees to achieve goals still need attention even though other aspects are classified as good. still weak incentives to achieve established institutional goals indicate that employment it is still carried out within the framework of a routine so that it has an impact on other aspects of weakness, namely the lack of consistency in working to produce something better. the findings above, because motivation can move a person to act in a certain way or at least develop a certain behavioral tendency. this urge to act can be triggered by external stimuli or born within the person himself in the individual's physiological and thought processes. differences in motivation are believed to be the most important factor in understanding and predicting individual differences and behavior. 4. work commitment the results of research in the field produce data that shows a positive and significant influence on the third independent variable work commitments on employee performance. this means that changes in work commitments have an impact on changes in work commitments. this is confirmed by edison, et al. (2016: 225), who argued that employee commitment to the organization really depends on the extent to which personal needs and goals are met. meanwhile, the factors that influence this commitment are as follows: 1). logical factors, employees will stay in the organization because they see logical considerations, for example having a strategic position and earning enough or the difficulty factor in finding work. 2). environmental factor. employees / employees have a commitment to the organization because of a pleasant environment, feel valued, have opportunities to innovate, and are involved in achieving organizational goals. 3). emotional bonding factor. employees / employees have ample opportunities for careers and opportunities to reach higher positions through an open and transparent system. 4). emotional bonding factor. employees / employees feel that they have a high emotional bond, for example feeling the family atmosphere in the organization or the organization has provided extraordinary services for their lives. or it could be because you have kinship / kinship. conclusion based on the research results and discussion of research findings in chapter iv, the following research conclusions can be drawn: 1) supervision has a positive and significant direct effect on employee performance. this means that if you want to improve employee performance, supervision must first be increased, 2) work motivation has a positive and significant direct effect on employee performance. this means that if you want to improve employee performance, work motivation must first be increased, 3) work commitment has a positive and significant direct effect on employee performance. this means that if you want to improve employee performance, you must first increase your work commitment, 4) work commitment is not a variable that moderates the influence between supervision and motivation on performance. this is indicated by the direct effect on the beta value both variables on performance are higher than the beta value of the indirect effect through commitment, 5) supervision has a positive and significant direct effect on work commitment. this means that if you want to increase employee work commitment, the supervision must first be increased, 6) work motivation has a positive and significant direct effect on work commitment. this means that if you want to increase the work commitment of employees, their international journal of human capital management, vol. 4 (2), december 2020 92 | p a g e motivation must first be increased, 7) supervision has a positive and significant direct effect on work motivation. this means that if you want to increase the work motivation of employees, the supervision must first be increased, 8) supervision has a positive and significant indirect effect on employee performance through the work commitment variable. this means that if you want to improve employee performance, supervision must first be increased through employee work commitment, and 9) work motivation has a positive and significant indirect effect on employee performance through work commitment. this means that if you want to improve employee performance, work motivation must first be increased through work commitment. references abdullah dahlan, donal fariz, a. 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(2002). w.b., schaufeli, salanova, international journal of human capital management, vol. 4 (2), december 2020 95 | p a g e m., gonzalezroma, v. & bakker the measurement of engagement and burnout: a two sample confirmatory factor analytic approach journal of happiness studies,3 no title. journal ofhappiness williams, c. (2011). south western cengange learning. usa: south western cengange learning wilson, earl l. jacqueline l. reck, s. c. k. (2010).accounting for governmental & nonprofit entities – fifteenth edition aliyati universitas negeri jakarta email: alabadi2016@gmail.com yetty supriyati universitas negeri jakarta (1) email: yetti.supriyati@unj.ac.id ma’ruf akbar universitas negeri jakarta (2) email: maruf.akbar@unj.ac.id employee performance supervision work commitment direct and indirect effect through other variables, and total effect 2. supervision 3. work motivation 4. work commitment international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 5 (2), december 2021 149 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 5, no. 2, december 2021, p 149-158 the influence of self leadership on organizational citizenship behavior with self-efficacy as a mediation variable on teachers of smk negeri jakarta pusat munawaroh fakultas ekonomi, universitas negeri jakarta, indonesia email: moena10@unj.ac.id susan febriantina fakultas ekonomi, universitas negeri jakarta, indonesia email: susanfebriantina@unj.ac.id aldinah suro lathifah fakultas ekonomi, universitas negeri jakarta, indonesia email: aldinahsls@gmail.com abstract the purpose of this study was to determine the effect of self-leadership on organizational citizenship behavior by self-efficacy as a mediation variable in, central jakarta state vocatonal school teacher. the research method used by researchers was a survey method with a descriptive approach, the population used was vocational school teachers. the population in this study were all teachers of state vocational high schools in central jakarta which consisted of 644 teachers from 14 (fourteen) state vocational schools. the research sample amounted to 225 teachers. the model in this study uses the path analysis model. the analysis technique used in this study uses sem (structural equation modeling) which is operated with the smartpls version 3.0 program for testing hypothesis. in this study also tested the detection of the effect of intervening variables through the sobel test. the analysis technique carried out in pls includes three stages, namely the analysis of the outer model, analysis of the inner model, and testing of hypotheses. the results of the study are that self-leadership has a positive and significant effect on organizational citizenship behavior, self-efficacy has a positive and significant effect on organizational citizenship behavior, self-leadership has a positive and significant effect on self-efficacy, and self-leadership has a positive and significant effect on organizational citizenship behavior with self efficacy as a mediation. keywords: self efficacy, organizational citizenship behavior, self leadership received: 28 november 2021 ; accepted: 30 december 2021 ; publish: december 2021. http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 5 (2), december 2021 150 | p a g e how to cite: munawaroh, et.al. (2021). the influence of self leadership on organizational citizenship behavior with self-efficacy as a mediation variable on teachers of smk negeri jakarta pusat. international journal of human capital management, 5 (2), 149-158. https://doi.org/10.21009/ijhcm.05.02.14 introduction education is a necessity that cannot be separated from human life. education is also one of the important things in indonesia because education is the main pillar of a nation. education plays a big role in the progress and development of the nation. in an increasingly modern era, the quality of education must be considered because education is a must-have capital in facing the demands of the times. the quality of education in indonesia is very low because of the weakness of educators in exploring the potential of their students. educators should pay attention to the interests and talents of their students. in fact, educators often impose their will and they never explore the problems and potentials of students. the quality of education in indonesia is getting lower day by day. based on the united nations educational, scientific and cultural (unesco) survey, the quality of education in asia and indonesia is ranked 10th out of 14 countries. as for the quality of teachers, the quality is at level 14 out of 14 developing countries (kompasiana, 2015). the role of the teacher in the world of education is very influential with the success or failure of the education in the future. the teacher has full control over the students or students. teachers are nurtured and imitated, whatever the teacher does will have a direct or indirect impact on students. therefore, teachers must have good attitudes and traits so that the students they teach can imitate and imitate these good behaviors. in other words, teachers must have good quality to make education more quality. quality teachers will have a very big influence in the implementation of education. quality education is created from the role of a quality teacher (kompasiana, 2018). teachers are faced with a number of demands for their profession, and on the other hand there are limitations that are owned by the teacher himself as well as limitations on what is expected to be obtained from his profession. so in this case an extra role is needed. it is not enough for teachers to just carry out their duties according to the job description, but they must have extrarole behavior or what can be called organizational citizenship behavior (ocb). organizational citizenship behavior of teachers at this time does not reflect the behavior that should pay attention to and improve organizational citizenship behavior to improve the quality of schools, especially students, in fact the quality of teachers themselves is still relatively low. organizational citizenship behavior is the behavior of an employee not because of the demands of his duties but more on his volunteerism (husniati & pangestuti, 2018). organizational citizenship behavior is a habit or behavior that is carried out voluntarily, not part of a formal job (lestari & ghaby, 2018). employees with high organizational citizenship behavior will increase their productivity and success in an organization (triyanthi & subudi, 2018). organizational citizenship behavior is individual behavior that is carried out voluntarily, organizational citizenship behavior does not directly affect achievement. in addition, individuals must contribute to the effectiveness of the organization to improve performance, with an effective basis on the work group it will increase productivity. teachers also need good self-leadership. self-leadership is a combination of cognitive aspects which include processes carried out to influence and motivate oneself and behavioral aspects which are processes carried out to direct and manage behavior to achieve the expected goals (marthaningtyas, 2016). according to the opinion (putra & sintaasih, 2018) self-leadership is defined as an understanding of influencing oneself which tends to direct a person towards action in doing work that motivates naturally. it can also be interpreted as an attempt to direct someone international journal of human capital management, vol. 5 (2), december 2021 151 | p a g e to do a job that is not wanted but must be done. the starting point of self-leadership is based on the theory of individuals affecting themselves throughout organizational processes (konuk, 2017). based on theories from several expert opinions, it can be synthesized that, self-leadership or self-leadership is a process that influences oneself and takes action to motivate oneself so that it can achieve the expected goals. in addition, self-leadership will succeed in each individual by being grateful for the strengths that each individual has. teachers also need self-efficacy because self-efficacy is the confidence that a person has about the extent to which that person exerts his abilities in carrying out tasks or the extent to which actions are needed to achieve them (ningsih & hayati, 2020). meanwhile, (nurjanah, 2019) states that self-efficacy is the result of the interaction between the external environment, adjustment mechanisms and personal abilities, experience and education. in line with the opinion (setyowati & rahmawati, 2019) that selfefficacy is a person's evaluation of his ability and competition to perform tasks, achieve goals, and overcome obstacles. based on several expert opinions, it can be seen that self-efficacy is an ability contained in humans that affects individuals in carrying out tasks and determining actions to be taken in order to overcome obstacles. methodology measure/scale this study aims to determine the effect of self-leadership on organizational citizenship behavior with self-efficacy as a mediating variable in central jakarta public high school teachers. self-leadership in this study uses (houghton & neck, 2002), (sesen, tabak, & arli, 2017), (marshall, kiffin-petersen, & soutar, 2012), (zembat, ciftci, & duran, 2020). self-efficacy in this study uses (enochs & riggs, 1990), (bleicher, 2004), (arigbabu & oludipe, 2010), (glackin & hohenstein, 2018). organizational citizenship behavior (dipaola & hoy, 2005), (da neves, 2009), (yilmaz & taşdan, 2009), (wagner, 2011). each statement item is filled out using a likert scale with five alternative answers. each answer is worth one to five according to the level of the answer (strongly agree-strongly disagree). validity and reliability test this research was conducted in stages to find the relevant model between the variables and research constructs. the initial model of this study consisted of three variables consisting of one independent variable, namely self-leadership, one dependent variable, namely organizational citizenship behavior, and one mediating variable, namely self-efficacy. a questionnaire is said to be valid if the statement on the questionnaire is able to reveal a construct that will be measured by the questionnaire (ghozali, 2006). the criterion for testing the validity of the smartpls criteria is to look at the loading factor value, the value must be > 0.7 so that it can be said that the indicator is valid. the next test is to calculate the reliability value. the level of reliability is measured by the value of average variance extracted (ave). the expected ave value is >0.5. the higher the ave value obtained, the better and shows a stronger diversity of indicators. table 1. validitas dan reliabilitas indicator outer loading factor self-leadership: ave=0.532; cronbach's alpha=0.960 i set specific goals for my own performance 0.838 i work towards specific goals that i have set for myself 0.763 i think about the goals i want to achieve in the future 0.718 i wrote a special purpose for my own performance 0.758 international journal of human capital management, vol. 5 (2), december 2021 152 | p a g e when i do something well, i reward myself with special events like dinner, movies, shopping trips, etc. 0.744 when i successfully complete a task, i often reward myself with something i love 0.803 i tend to think about myself when my performance is bad 0.820 i pay attention to how well i do at my job 0.745 i use written notes to remind myself of what i need to accomplish 0.798 i use concrete reminders (e.g. notes and lists) to help me focus on the things i need to accomplish 0.779 i focus my thoughts on the pleasurable aspects of my work (school) activities 0.733 when i have a choice, i try to do my job the way i like it rather than just trying to get it done 0.789 i found my own favorite way to get things done 0.761 i use my imagination to imagine myself doing important tasks well 0.791 i imagine myself successfully doing a task before i do it 0.738 sometimes i picture a successful performance in my mind before i actually do the task 0.805 sometimes i talk to myself (out loud or in my head) to help me deal with difficult problems i'm facing 0.751 sometimes i talk to myself (out loud or in my head) to deal with difficult situations 0.776 when i'm in a difficult situation, sometimes i will talk to myself (out loud or in my head) to help me get through it 0.747 i think about my own beliefs and assumptions whenever i face a difficult situation 0.731 i try to evaluate myself accurately against beliefs about the situation i am in 0.720 self efficacy: ave=0,531; cronbach’s alpha=0,941 i will keep finding better ways to teach 0.741 i know the steps needed to teach teaching concepts effectively 0.765 i will usually teach ineffectively 0.852 i understand teaching concepts well enough to be effective in teaching 0.752 i will find it difficult to explain to students when teaching. 0.777 i can usually answer student questions 0.782 when a student has difficulty understanding a concept, i will usually be confused about how to help the student understand. 0.784 when teaching, i will usually accept student statements 0.706 when students' grades improve, it's often because their teachers have found a more effective teaching approach 0.712 if students do not perform well, it is most likely because of ineffective teaching 0.744 students' background disabilities can be overcome with good teaching 0.802 when low achievers thrive in lessons, it is usually due to the extra attention given by the teacher 0.773 increased effort in teaching results in little change in student achievement 0.731 teachers are generally responsible for student achievement 0.792 student achievement is directly related to the effectiveness of their teachers in teaching 0.783 if a parent comments that their child is showing greater interest, it may be because of the child's teacher 0.735 organizational citizenship behaviour: ave=0,545; cronbach’s alpha=0,916 the teacher immediately starts the class and uses class time effectively 0.755 teachers voluntarily sponsor extra-curricular activities 0.767 teachers make motivational suggestions to improve the overall quality of the school 0.717 the teacher comes to work and the meeting is on time 0.718 the teacher informs co-workers in advance about schedule or routine changes 0.756 teachers volunteer to help the new committee 0.735 international journal of human capital management, vol. 5 (2), december 2021 153 | p a g e source: processed by researchers (2020) data analysis this study uses a survey method with a descriptive approach. the population in this study were all teachers of state vocational high schools in central jakarta which consisted of 644 teachers from 14 (fourteen) state vocational schools. the research sample amounted to 225 teachers. the research model uses a path analysis model (path analysis). this model was chosen because in this study the independent variable with the dependent variable there is mediation that affects. the analytical technique used in this study uses sem (structural equation modeling) which is operated with the smartpls version 3.0 program for hypothesis testing. in this study, the detection test of the influence of the intervening variable was also carried out through the sobel test. the analysis technique carried out in pls includes three stages, namely outer model analysis, inner model analysis, and hypothesis testing. hypothesis figure 1. research model source: data processed by researchers (2020) the hypothesis in this study was tested using a quantitative approach, as follows: h1: self-leadership has a direct and significant effect on organizational citizenship behavior h2: self-leadership has a direct and significant effect on self-efficacy h3: self-efficacy has a direct and significant effect on organizational citizenship behavior h4: self-efficacy mediates the indirect effect of self-leadership on organizational citizenship behavior and is significant. results and discussion measurement model (outer model) the first step in measuring the structural model is to calculate the significance of the relationship between the construct and the r-square (r2). table 2. r-square (r2). table 2. r-square (r2) r square self efficacy 0.894 organizational citizenship behaviour 0.900 source: data processed by researchers using smartpls3 (2020) the teacher committee in this school is working productively 0.719 international journal of human capital management, vol. 5 (2), december 2021 154 | p a g e based on the r-square (r2) table above, it can be described that the r-square path model i = 0.894, meaning that the ability to construct the self-leadership variable in explaining self-efficacy is 0.894 or 89.4% (strong). meanwhile, the r-square model path ii = 0.900, meaning that the ability to construct variables of self-leadership and self-efficacy in explaining organizational citizenship behavior is 0.900 or 90% (strong). the results of the description above conclude that self-leadership has a relationship with self-efficacy, and the second path model shows that selfleadership has a strong relationship with organizational citizenship behavior through the role of self-efficacy as a mediator. table 3. f-square (f2) self efficacy self leadership organizational citizenship behaviour self efficacy 0.477 self leadership 8.448 0.088 source: data processed by researchers using smartpls3 (2020) the relationship between the construct of the self-leadership variable and the construct of self-efficacy is 8.448, which means that both have a strong relationship. the relationship between the construct of the self-efficacy variable and the variable construct of organizational citizenship behavior is 0.477, which means that both have a strong relationship. the relationship between the variable construct of self-leadership and organizational citizenship behavior is 0.088, which means that both have a weak relationship. hypothesis test table 4. path coefficient original sample (o) sample mean (m) standard deviation (stdev) t statistics (|o/stdev|) p values result self efficacy -> organizational citizenship behaviour 0.671 0.670 0.063 10.569 0.000 significant self leadership -> self efficacy 0.946 0.946 0.006 168.788 0.000 significant self leadership -> organizational citizenship behaviour 0.289 0.290 0.065 4.433 0.000 significant source: data processed by researchers using smartpls3 (2020) table 5. indirect effect original sample (o) sample mean (m) standard deviation (stdev) t statistics (|o/stdev|) p values result self leadership -> self efficacy -> organizational citizenship behaviour 0.634 0.634 0.061 10.406 0.000 significant source: data processed by researchers using smartpls3 (2020) international journal of human capital management, vol. 5 (2), december 2021 155 | p a g e discussion h1: self-leadership has a direct and significant effect on organizational citizenship behavior based on the results of the path coefficient test in the table above, the self-leadership variable has a positive effect on organizational citizenship behavior directly seen from the original sample value of 0.289 and t-statistics > 1.96 which is 4.433. then, based on the p-values, namely 0.000 <0.05, the self-leadership variable has a significant effect on organizational citizenship behavior directly. it can be concluded that self-leadership has a direct positive effect on organizational citizenship behavior, so h1 in this study is accepted. h2: self-leadership has a direct and significant effect on self-efficacy based on the results of the path coefficient test in the table above, the self-leadership variable has a positive effect on self-efficacy directly seen from the original sample value of 0.946 and t-statistics > 1.96 which is 168.788. then, based on the p-values, namely 0.000 <0.05, the selfleadership variable has a significant effect on self-efficacy directly. it can be concluded that selfleadership has a positive effect on self-efficacy directly, so h3 in this study is accepted. h3: self-efficacy has a direct and significant effect on organizational citizenship behavior based on the results of the path coefficient test in the table above, the self-efficacy variable has a positive effect on organizational citizenship behavior directly seen from the original sample value of 0.671 and t-statistics > 1.96 which is 10,569. then, based on the p-values, namely 0.000 <0.05, the self-efficacy variable has a significant effect on organizational citizenship behavior directly. it can be concluded that self-efficacy has a positive effect on organizational citizenship behavior directly, so h2 in this study is accepted. h4: self-efficacy mediates the indirect effect of self-leadership on organizational citizenship behavior and is significant based on the calculation results in the indirect effect table above, the self-leadership variable affects organizational citizenship behavior with self-efficacy as a mediator between the two. the original sample value of the influence of these three variables is 0.634 and the t-statistics is 10.406 > 1.96. then, based on p-values 0.000 <0.05, the self-leadership variable has an effect on organizational citizenship behavior with self-efficacy as a mediation having a significant indirect effect. so it can be concluded that the self-leadership variable has a positive and significant effect on organizational citizenship behavior with self-efficacy as a mediation and it is concluded that h4 in this study is accepted. sobel test the sobel test is a test to determine whether the relationship through the mediating variable is significantly able to become a mediator in the relationship. for example, the influence of a on b through m. in this case, the variable m is the mediator of the relationship from a to b. to test how big the role of the variable m in mediating the influence of a on b, the sobel test is used. where the sobel test uses the z test. based on the results of the sobel test calculation, the z-value was 3.5108, because the zvalue was >1.96 with a significant level of 5%, it proved that self-efficacy was able to mediate the influence of self-leadership on organizational citizenship behavior. international journal of human capital management, vol. 5 (2), december 2021 156 | p a g e conclusion based on the results of the research that has been done, empirical conclusions can be drawn through descriptions, statistical data processing, interpretation and data analysis described in the previous chapter. researchers conclude the following: the results of the first hypothesis test show that there is a direct and significant influence between self-leadership on organizational citizenship behavior. based on the results of the hypothesis test, it shows that the higher the self-leadership of a teacher, the higher the level of organizational citizenship behavior of teachers in state vocational schools throughout central jakarta. thus it can be interpreted that if a teacher has high self-leadership over himself, the higher the voluntary behavior of the teacher will be. especially for a teacher, it is necessary to do something outside the job desk that he has that will be a positive thing for the organization. the results of the second hypothesis test indicate that there is a direct and significant effect between self-efficacy on organizational citizenship behavior. based on the results of the hypothesis test, it shows that the higher the self-efficacy of the teacher, the higher the organizational citizenship behavior of the teachers in state vocational schools throughout central jakarta. thus, it can be interpreted that a teacher who has high self-efficacy will have a higher voluntary nature in carrying out their duties. in addition, teachers must be able to master situations and produce positive things because teachers must be able to deal with various situations and have high confidence in their abilities, teachers increasingly believe that they can do things outside their responsibilities voluntarily. the results of the third hypothesis test indicate that there is a direct and significant influence between self-leadership on self-efficacy. based on the results of the hypothesis test, it shows that the self-leadership of a teacher will also increase the self-efficacy of teachers in state vocational schools throughout central jakarta. self-leadership in the teacher has an impact on the teacher's beliefs. the more capable the teacher is to lead himself, the higher the confidence that is in the teacher. good self-leadership will be able to increase self-efficacy, so that teachers are able to achieve the goals they set. in other words, high self-efficacy for success will be easier to achieve if every teacher is able to lead himself to be better. the results of the fourth hypothesis test indicate that there is an indirect and significant effect between self-efficacy on organizational citizenship behavior. based on the results of the hypothesis test, it shows that the self-efficacy variable as a mediating variable strengthens the influence of self-leadership on organizational citizenship behavior as evidenced by the positive direction shown in the original sample value. thus, it can be interpreted that the stronger the selfefficacy variable on the teacher in mediating the influence of self-leadership on organizational citizenship behavior throughout central jakarta, the stronger or higher the influence of selfleadership on organizational citizenship behavior on the teacher. when someone has high selfleadership, he will believe in himself to do something outside his responsibilities voluntarily. with that, it would be even better if you get support from the place where you teach. so that the leadership will himself to do things outside his responsibilities voluntarily will be higher with the support from the leader. recommendation if the next researcher wants to take the same variables, then it is better to improve the quality of further research by perfecting the results of this study and previous research, by increasing the number of variables, references, 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(2020). analysing the relationship between pre-service preschool teachers’ self-leadership skills and motivation to teach†. cypriot journal of educational sciences, 15(1), 95–103. https://doi.org/10.18844/cjes.v15i1.3248 international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 5 (2), december 2021 58 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 5, no. 2, december 2021, p 58-70 education level and disability type as causes for the discernible wage divergence for people with disabilities andreas petasis american college email: andreas.petasis@ac.ac.cy abstract in cyprus, disabled people face many difficulties in accessing employment, as more than 10,000 people with appropriate qualifications remain unemployed. according to worldwide estimates, disabled people receive lower wages compared to individuals without disabilities due to being either unemployed or underemployed more frequently. using other countries with similar cultural and legal environments, this study examined the correlation between disabled people's wage levels and their disability types and educational levels. in order to gather primary data used for this correlational and regression study, 117 online questionnaire responses were collected from 6,000 registered members with physical disabilities in related organizations in cyprus. the study examined the effect of education and disability type, on wages for disabled individuals in cyprus using a cross-sectional survey utilizing judgment sampling (purposive sampling), in order to identify possible relationships between them, and hence see if education and disability cause a lower wage. according to the results, the two variables are not significantly associated with disability wages in cyprus. these coefficients differ, however, between the variables 'education' and 'type of disability,' showing that in cyprus education predicts the wage levels for disabled workers, as it is for other groups.. keywords: education, employment, disability, discrimination, wages, unemployment. received: 19 july 2021 ; accepted: 10 december 2021 ; publish: december 2021. how to cite: petasis, a. (2021). education level and disability type as causes for the discernible wage divergence for people with disabilities. international journal of human capital management, 5 (2), 58-70. https://doi.org/10.21009/ijhcm.05.02.6 http://journal.unj.ac.id/unj/index.php/ mailto:andreas.petasis@ac.ac.cy international journal of human capital management, vol. 5 (2), december 2021 59 | p a g e introduction there are approximately 1 billion disabled people in the world (disability overview, 2016; sun, wilson, schreiber and wang, 2017; world report on disability, 2011; zheng, tian, hao, gu, tao, liang, . . , and hao, 2016), referring to limitations on physical, mental, and intellectual abilities, as well as constraints on participation and activity (who, 2012). in total, researchers estimate that adults with disabilities participate in the labor market at only 25% as compared to 75% of the overall adult population (snyder, carmichael, blackwell, cleveland, and thornton iii, 2010). among disabled adults, the unemployment rate is 60% compared with 20% for nondisabled individuals, 22% earn below minimum wage, in comparison to the 12% from the nondisabled group, and they occupy lower status positions at work (coffey, coufopoulos and kinghorn, 2014; parlalis, 2013; snyder et al., 2010). the above situation indicates that disabled people have a much greater chance of being unemployed or underemployed than people without disabilities (coffey et al., 2014; vickers, 2009). discrimination against disabled workers appears to be a widespread problem, so laws have been passed in first world countries addressing this issue (australia in 1992, france in 1987, uk in 1995, usa 1990) (parlalis, 2013). the employment of people with disabilities has been the subject of significant research worldwide (bakula, kovacevic, sarilar, palijan and kovac, 2011; caceres and caceres, 2015; coffey et al., 2014; fabian, beveridge and ethridge, 2009; folguera, 2014; graf, marini and blankeship, 2009; hashim and wok 2014; hernandez and mcdonald, 2010; roessler, rumrill, hennessey, nissen, neath, 2011; snyder et al., 2010; vickers, 2009; vornholt, uitdewilligen, and nijhuis, 2013), cyprus has no such research on the subject because cyprus' government seems reluctant to fund it. disability research would reveal what issues disabled people face today, and on the other hand, enforcement of disability law would be facilitated (disability act n.127(i)/2000) enabling employers to penalize discrimination against employees with disabilities or to create incentives for employing them. cyprus is culturally and legally similar to the united kingdom (uk) and greece, where people with disabilities have low employment rates and are placed in positions that are much lower than what their skills, education, and experiences would suggest. according to aned (2013), in the uk, 31.4% of disabled people are employed compared to 68.1% of non-disabled people. moreover, 46.3% of disabled persons in greece are employed, while 76.4% of non-disabled persons are employed. between 1878 and 1914, cyprus was a former british protectorate, following which it was a british colony before achieving independence in 1960 (hardy, 2014). this is reflected through the british influence in the current infrastructure (buildings, governmental processes), as well as in the following of common law (yesilada, 2016). greece and cyprus share many similarities culturally as they share a common language, a similar religion, as well as heritage (customs, traditions) (papadopoulos et al., 2016). according to unofficial statistics associated with employment in cyprus retrieved from associated organizations, including the department of social inclusion of persons with disabilities, about 12,000 disabled individuals are registered as unemployed (which is approximately 16% of the overall unemployed people75,000among the 428,000 people who are categorized as the working-age population) (ministry of labor and social insurance, 2013). therefore, it was reasonable to deduce that cyprus had comparable conditions; hence, this study investigated whether the type of disability and level of education predict the wage levels of disabled people in cyprus. firstly, it’s imperative to describe what society understands disability to be; a person with a disability has a physical or mental impairment which has a noticeable effect on the person’s ability to carry out daily activities. in this article, a more in-depth look at this group of people is provided to see if the level of education and nature of impairment could influence their wage levels (as it appeared in other countries with similar cultural and legal environments). this work is being carried out in a bid to improving the way of life of the disabled working class, by giving them a voice and also creating more opportunities for them in their respective societies. a correlational international journal of human capital management, vol. 5 (2), december 2021 60 | p a g e and regression analysis was used and primary data were collected from 117 questionnaire respondents (2.25% sample) procured online from qualtrics, which is used by approximately 6,000 registered members with disabilities. for statistical analysis, the collected data were classified into paraplegia, quadriplegia, multiple sclerosis, dystrophy, visual impairments, hearing impairments, and neurological disabilities. the research question with the relative hypothesis were developed as follows: rq. does the type of disability and level of education predict the wage levels of disabled people in cyprus? h0type of disability and education do not significantly predict the wage levels of people with disabilities in cyprus. hatype of disability and education significantly predict the wage levels of people with disabilities in cyprus. research has been conducted in various geographical areas in the past several decades pertaining to issues that are important to disabled people, such as workplace discrimination, obstacles to employment, attitudes and perceptions at work, societal perceptions, and workplace support. (coffey et al., 2014; fabian et al., 2009; graf et al., 2009; hashim and wok, 2014; mcmahon et al., 2008; roessler et al., 2011; shinohara and wobbrock, 2011; snyder et al., 2010; solovieva et al., 2010; vickers, 2009). in a few studies, the overall well-being of disabled people and their life was the primary focus (i.e. bakula, et., al., 2011; bingham, et., al., 2013), whereas others focused on employment barriers, such as salary, support, career development, and training (coffey, et al, 2014; malo and pagan, 2012; solovieva et al., 2010), but few examined employment and underemployment among disabled people. (such as vormolt, et., al. (2013). even though there is some related research, there is little exploration of the actual unemployment and underemployment of disabled citizens, especially in europe. a similar study is nonexistent in cyprus, except for the work of parlalis in 2013, whose study was a review of the employment laws in cyprus, rather than exposing the actual discriminatory barriers that caused unemployment and underemployment. as it appears, the topic is a sensitive one itself, nonetheless, the concept to shed more light on certain wrong notions that people hold with regards to treating persons with disabilities is discussed in this paper. as the uk equality act of 2010 (sargeant et al., 2016), section 6(1) has it, half of the persons with disabilities in this country are being paid meager wages and salaries contrary to what their counterparts receive (coffey, coufopoulos and kinghorn, 2014; parlalis, 2013; shinohara and wobbrock, 2011). among these demeaning acts is also the issue of segregation constantly thrown at them at work (parodi and sciulli, 2012). apart from the meager payment, this group of people also face certain limitations in terms of employment opportunities, they’re being restrained from doing the work of their choice, and only left with two options; one is at the service sector, and the other is factory work, both of which yield minimal returns in terms of wages and salaries (ababneh, 2016; cábelková, 2015; thianthai, 2014; schur, kruse, blasi, and blanck, 2009; sliwicki and rêklewski, 2014; us census bureau, 2008). in addition to this is the ever-widening gap between the salaries of the disabled and nondisabled individuals presenting with the same education level (yin, 2015). these disparities are baseless and unnecessary, and most importantly will be discouraging for people with disabilities. the data garnered from the american institutes for research in the year 2015 gives the following breakdown; -disabled workers with high school certificate earn $22,966 while those without disability earn $29,471, and -disabled workers with a master’s degree earn a yearly income of $66,899 while their counterparts earn $87,771 (yin, 2015). furthermore, it’s most likely for a disabled person to be employed in a very degrading job (hastings, 2012). the reason is that these employers believe the disabled won’t be efficient human resources that will generate revenue, but rather, they will become liabilities to the employer and the company (bjelland et al., 2010). having this understanding, it must be clarified to society that international journal of human capital management, vol. 5 (2), december 2021 61 | p a g e there’s a crying need to stop all forms of segregation and shaming of this particular group of people. society should see them as theirs, and look out for them. workplace discrimination should be eliminated. it should be added that the society will live in must be egalitarian enough in their approach to every issue regarding its people, whether the disabled or the non-disabled. a research carried out in 2014 made it known that the percentage of disabled workers underpaid is higher than those with no disability (coffey et al., 2014), and it’s the same story for those that receive salaries higher than the minimum wage stated for that time. the above tells one that disabled individuals have been ill-treated (yin, 2015; yin, shaewitz, and megra; 2014). methodology quantitative research examines the relationship between variables in order to test scientific theories (creswell, 2014). hence, quantitative research is used when numerical data can elaborately describe a situation using clear-cut measurable variables (counsell, cribbie, and harlow, 2016; lewis-beck and bélanger, 2015; mccusker and gunaydin, 2015). as the researcher's only interest was to be completely unbiased, and objective throughout the study, he opted for a quantitative study, by developing hypotheses that would be tested using variables (counsell, cribbie, and harlow, 2016; lewis-beck and bélanger, 2015; mccusker and gunaydin, 2015; claydon, 2015). each hypothesis can be either confirmed or rejected, as there are no levels in between (counsell, cribbie, and harlow, 2016; lewis-beck and bélanger, 2015; mccusker and gunaydin, 2015; claydon, 2015). in order to measure the associations between quantitative variables, this study used correlation and regression analysis. in this study, correlation analysis was used to determine whether two variables co-varied, since the hypotheses developed in the study dealt with cause and effect relationships and how one variable correlates with another. in addition, correlation concerns how variables relate to each other, while regression attempts to determine if one variable can predict another (jain, gupta, and jain, 2015; krzywinski, and altman, 2015; yang, 2014; zhang, 2015). the study investigates the relationship between the type of disability and disabled people’s employment status using correlation analysis, and using regression analysis to assess whether the type of disability and educational status were predictive of the wages levels and occupational status of cyprus’ disabled populace. in this study, all the data needed was presented numerically because the variables were measurable. study variables included gender, age, education level, type of disability, and wage level; all variables were quantified and measured ordinally or nominally and a questionnaire was employed to obtain them. the study employed a cross-sectional survey approach, employing judgment (purposive) sampling. since the sample population is divided into subcategories due to the variety of physical disabilities, data for each disability type were collected and the data sets were analyzed statistically. regarding the analysis of data, spss v.23 analytics software was used, to perform regression analyses. more specifically, ordinal regression analysis was used for the research question thus to see whether the type of disability and education predicted the wage levels of people with disabilities in cyprus. a correlational and regression study was conducted that was based on data collected using questionnaires from members with physical disabilities in any organization related to disabilities. there is no official number of disabled members available, as some disabled people are not officially registered, and yet, are supported by the related organizations. it was estimated that 6,000 people were registered members with a physical disability, which reflected the population of this study. moreover, among the 6000 registered physically disabled people, around 1,300 were members of the cyprus organization for the blind, 3,000 of the cyprus antirheumatic association, 70 of the cyprus association of multiple skliryncis, 250 of the cyprus paraplegic organization, 600 of the muscular dystrophy association, and 1000 of the cyprus federation of the deaf. as the cyprus federation of the deaf withdrew fro m the study, its 1,000 members had to be excluded. the study site permissions and invitations were obtained after communication with international journal of human capital management, vol. 5 (2), december 2021 62 | p a g e several organizations to find out their interest in participating, which were translated and backtranslated in both greek and english by certified translators. in order to generate approximately 300 participants for the study, a 5% sample of about 6,000 disabled people registered with the disability service organizations was used in nonprobability sampling. a sample of 65 blind or physically disabled patients whose affiliation is with the cyprus organization for the blind was planned, as well as 150 antirheumatic patients from the cyprus antirheumatic association and four from the cyprus association of multiple skliryncis. there were also 13 members of the cyprus paraplegic organization, 50 members of the cyprus federation of the deaf (from which some were excluded), and 30 members of the muscular dystrophy association who participated. the following disability types categorized collected data: (a) paraplegia; (b) quadriplegia; (c) multiple sclerosis; (d) dystrophy; (e) visual impairments; (f) hearing impairments; and (g) neurological disabilities, for analysis. in the end, 154 responses were set as the new target after running a g*power analysis. as the questionnaires were distributed by organizations dealing with disabilities, a possible limitation of this study was the low response rate of participants; related to this, collection of the completed surveys may have been slowed down due to the long response time. as a result of daily contacts with their organizations, the researcher was able to collect a large number of questionnaires without taking up a lot of their time. the study's results were solely based on selfreported data, which was another limitation. study participants can answer questions in such a way that demonstrate discrimination in the labor market and that equal opportunity is being denied. their responses may have also been affected by their fear that their answers would not be confidential. participants were informed that they would remain anonymous in order to minimise the risks mentioned above. finally, this study was limited in that it only studied physical disabilities. this means that the results of the study are not representative of the situation of the general disabled population in cyprus, but only of those with physical disabilities. as a result, the responses collected may not represent all types of disabilities. various disability organizations were consulted to make sure that a sufficient number of answers were collected from people with different types of disabilities, ensuring that participants with various physical disabilities received enough questionnaires at the beginning. in order to validate the questionnaire, data was collected from approximately 20 members of the sample organizations. on the data of the field-test data of 20 respondents, cronbach's (α) alpha was used to estimate the reliability of the items in the questionnaire. in order to investigate the reliability and construct validity of the questionnaire, cronbach's alpha (α) was run initially on variables that were thought to be naturally linked (correlated). all variables had a coefficient of 0.8 or higher, indicating a very high level of reliability. results and discussion the demographic characteristics of the sample, which included 117 responses collected using qualtrics, comprised of 50 males (42.7%) and 67 females (57.3%), out of which 35.9% had a visual disability, 6% had a neurological disability, 6.8% paraplegia, 8.5% quadriplegia, 2.6% dystrophy, 23.9% had absent limb or reduced limb function, and 13.7% other types of physical disability. the table below portrays the demographic characteristics of the sample responses: international journal of human capital management, vol. 5 (2), december 2021 63 | p a g e table 1: demographic characteristics of the sample frequency percent valid percent male 50 42.7 42.7 gender female 67 57.3 57.3 total 117 100 100 high school 43 36.8 36.8 some college/diploma (1-2 years) 24 20.5 20.5 degree (4 years) 26 22.2 22.2 education level postgraduate 17 14.5 14.5 doctorate 1 0.9 0.9 professional qualification 1 0.9 0.9 other 5 4.3 4.3 total 117 100 100 monthly wage 0 500 48 41 41.7 501 1000 26 22.2 22.6 1001 1500 23 19.7 20 1501 2000 13 11.1 11.3 2001 2500 2 1.7 1.7 2501 3000 3 2.6 2.6 total 115 98.3 100 missing system 2 1.7 total 117 100 type of disability missing total visual disability 42 35.9 36.8 neurological disability 7 6 6.1 paraplegia 8 6.8 7 quadriplegia 10 8.5 8.8 dystrophy 3 2.6 2.6 absent limb/ reduced limb function 28 23.9 24.6 other 16 13.7 14 total 114 97.4 100 system 3 2.6 117 100 it’s clear that this research work is concerned about the relationship that exists between “disability and education” versus “wage level.” so examining how the nature of impairment and level of education influence the wage level of disabled workers in cyprus, it was found out that the two factors do not determine how these people are being paid. when running the test, the p values of the coefficients were more than 0.05, meaning the two variables do not significantly predict the wage levels of disabled people in cyprus (table 2). another statistic was carried out wanting to know whether disability types influence the wage level, and the result was also the same; it was found that the p values are more than 0.05, showing that the disability type does not predict the wage levels of disabled people (table 3). but when the level of education of disabled persons was related to their wages, it was found out that the p values are less than 0.05, indicating that education predicts the wage levels of disabled people in cyprus (table 4), as it’s also in the general labour market. international journal of human capital management, vol. 5 (2), december 2021 64 | p a g e table 2: parameter estimates – type of disability, education, and wage levels estimate std. error wald df sig. 95% confidence interval lower bound upper bound t h r e s h o l d [q11 = 1] 19.382 1.921 101.834 1 .000 15.618 23.147 [q11 = 2] 20.438 1.912 114.314 1 .000 16.691 24.185 [q11 = 3] 21.614 1.900 129.385 1 .000 17.890 25.338 [q11 = 4] 23.072 1.899 147.547 1 .000 19.349 26.794 [q11 = 5] 23.600 1.923 150.661 1 .000 19.832 27.368 l o c a t i o n [q4group=1] 19.377 1.866 107.828 1 .000 15.720 23.034 [q4group=2] 20.167 1.879 115.235 1 .000 16.485 23.849 [q4group=3] 20.331 1.882 116.751 1 .000 16.643 24.019 [q4group=4] 20.362 1.892 115.869 1 .000 16.655 24.070 [q4group=5] 22.825 0.000 1 22.825 22.825 [q4group=6] 0 a 0 [q12group=1] .216 .558 .150 1 .699 -.877 1.309 [q12group=2] -.309 .747 .171 1 .680 -1.773 1.156 [q12group=5] -.688 .679 1.025 1 .311 -2.019 .643 [q12group=8] -.483 .601 .646 1 .422 -1.660 .694 [q12group=9] 0 a 0 link function: logit. a. this parameter is set to zero because it is redundant. table 3: parameter estimates – type of disability and wage levels estimat e std. error wald d f sig. 95% confidence interval lower bound upper bound threshold [q11 = 1] -.760 .462 2.709 1 .100 -1.666 .145 [q11 = 2] .242 .457 .282 1 .595 -.652 1.137 [q11 = 3] 1.357 .482 7.929 1 .005 .413 2.302 [q11 = 4] 2.748 .612 20.177 1 .000 1.549 3.947 [q11 = 5] 3.272 .712 21.096 1 .000 1.876 4.669 location [q12group=1 ] -.041 .526 .006 1 .938 -1.071 .990 [q12group=2 ] -.645 .738 .763 1 .382 -2.091 .802 [q12group=5 ] -1.156 .648 3.179 1 .075 -2.426 .115 [q12group=8 ] -.757 .572 1.751 1 .186 -1.879 .365 international journal of human capital management, vol. 5 (2), december 2021 65 | p a g e [q12group=9 ] 0 a 0 link function: logit. a. this parameter is set to zero because it is redundant. table 4: parameter estimates – education and wage levels estimate std. error wald df sig. 95% confidence interval lower bound upper bound threshold [q11 = 1] 19.875 1.819 119.394 1 .000 16.310 23.439 [q11 = 2] 20.875 1.813 132.631 1 .000 17.322 24.428 [q11 = 3] 22.038 1.803 149.370 1 .000 18.504 25.573 [q11 = 4] 23.515 1.803 170.014 1 .000 19.980 27.049 [q11 = 5] 24.049 1.828 172.997 1 .000 20.465 27.632 location [q4group=1 ] 19.600 1.836 114.025 1 .000 16.002 23.197 [q4group=2 ] 20.559 1.844 124.255 1 .000 16.944 24.174 [q4group=3 ] 20.805 1.839 127.965 1 .000 17.200 24.410 [q4group=4 ] 20.629 1.862 122.786 1 .000 16.980 24.278 [q4group=5 ] 22.777 0.000 1 22.777 22.777 [q4group=6 ] 0 a 0 link function: logit. a. this parameter is set to zero because it is redundant. finally, no violations occurred in running ordinal regression as the assumptions of the model are met; the dependent variable is measured at an ordinal level, the independent variables are or are treated as categorical or continuous, and it is assumed that no multicollinearity exists among the two independent variables. discussion despite the fact that the effects of each variable are different, as shown above in the tables, the disability kind and education qualifications do not significantly affect the wage levels of people with disabilities in cyprus. disability type coefficients are greater than 0.05, which indicates that these variables do not correlate. nevertheless, education in cyprus predicts wage levels for people with disabilities as it represents a coefficient below 0.05. previous studies have also confirmed the findings. a large percentage of disabled people in cyprus is earning less than the minimum wage, correlating with yin's (2015) study which found that education predicts wage levels. in addition, 22% of disabled people earn less than the minimum wage, while the overall workforce earning less than this number was 41% (coffey et al., 2014; parlalis, 2013; snyder et al., 2010). as it is confirmed that education influences the wage levels among disabled people in cyprus, the government and individuals who hire and employ these individuals must make substantial investments in training and education programs. by investing in this project, people international journal of human capital management, vol. 5 (2), december 2021 66 | p a g e with disabilities will have better employment opportunities, higher career advancement, and more opportunities to land jobs that have higher salaries and wages. implications the fact that individuals’ type of disability and educational level do not play a major role in determining the wage levels of people with physical and mental impairment in cyprus it was established in this paper. conversely, with further findings by yin in 2015, it was realized and deemed fit that quality of education plays a pivotal role in determining the level at which a disabled worker will be paid. at least, yin (2015) got his facts and numbers about this phenomenon, that clear-cut differences exist between the different levels of education among the disabled workers. those that were high school certificate holders were paid lesser than those with associate’s degree; associate’s degree holders received lesser than the bachelor’s degree holders, and the bachelor’s degree holders were lesser than the master’s degree holders. at this point, it’s important to add that since it’s evident that education plays a huge part in telling how much a disabled worker will be paid, so this should be a pointer to the fact that people at the helm of affairs should rise to the occasion and save what needs to be before the situation becomes irredeemable. government should organize skill acquisition programs and educational training for this group of persons, in a way that will help these individuals with disabilities become better prepared for life’s opportunities and of more significance in society. conclusion it is not possible to predict individuals' wage levels in cyprus by their disability type. according to the above finding, disabled people have equal chances of advancement when employed, regardless of the type of disability they have. disability-related wage levels are significantly influenced by education in cyprus. furthermore, disability type significantly relat es to the employment status of disabled persons in cyprus, but disability type and education cannot forecast the occupation status or wages of disabled individuals in cyprus. additionally, education appears to predict the occupational status and salary levels of disabled individuals in cyprus, as it does with many other groups of workers globally. academics and practitioners alike will find these results highly significant. in terms of academics, results reveal a research gap and indicate that future research on disabilities and employment needs to be conducted, as recommended in the recommendations for future research. in order for practitioners to provide disabled people with both the incentives and the opportunities for employment and career advancement, they will need to invest in educational programs (academic or vocational). in order to improve their overall performance and effectiveness, organizations employing people with disabilities may consider re-engineering their policies, structures and practices in order to better utilize their disabled workers. in order to achieve the above, management and staff -including colleagues of disabled people must be made more aware and understand physical disability issues in various levels. recommendations for future research as a continuation of the current study, numerous studies can be conducted. first, research should focus on conducting a similar study that includes individuals with more types of disabilities in general, such as hearing disabilities, as well as people with more types of mental disability types, such as bipolar disorder. also, separate studies can be conducted for each disability type, in order to determine if variables such as employment, wage levels, and educational attainment can be predicted by the level, tier, or criticality of the disability (i.e., the visual acuity). international journal of human capital management, vol. 5 (2), december 2021 67 | p a g e more qualitative research studies can examine the views of disabled people in relation to the problems and obstacles they face in their efforts to find employment, and to progress professionally, as well as their personal views on how society, in general, treats people with disabilities. references ababneh, r. i. 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(2016) ‘comparison of attitudes toward disability and people with disability among caregivers, the public, and people with disability: findings from a cross-sectional survey’, bmc public health, vol 16, doi:http://dx.doi.org.proxy1.ncu.edu/10.1186/s12889-016-3670-0. http://www.air.org/resource/what-pay-gap-disabled-workers-costs-them-and-nation http://www.air.org/resource/what-pay-gap-disabled-workers-costs-them-and-nation http://www.air.org/sites/default/files/lack%20of%20equal%20pay%20for%20people%20with%20disabilities_dec%2014.pdf http://www.air.org/sites/default/files/lack%20of%20equal%20pay%20for%20people%20with%20disabilities_dec%2014.pdf international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 5 (1), june 2021 42 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 5, no. 1, june 2021, p 42-58 factors in building employee commitment: mediating role of job satisfaction at bank central asia andoko chandra universitas prasetiya mulya email: andoko.chandra@gmail.com andreas saputra universitas prasetiya mulya email: woen.andreas.saputra@gmail.com anto broto universitas prasetiya mulya email: anto.broto@gmail.com dorotea pamungkas universitas prasetiya mulya email: dorotea.rarasuri@gmail.com khomensyah nasution universitas prasetiya mulya email: khomensyah@gmail.com abstract this study aims to establish an understanding of specific factors in hr practices in bca upon employee commitment and the role of job satisfaction as a mediating role. the study analyzed four factors with a sample of 409 employees in bank central asia, tbk. the researchers used regression analysis to investigate the hypothesis. the findings revealed that job enrichment and job training in bank central asia were positively related to job satisfaction and employee commitment. salary and job stability were found to be insignificant factors in job satisfaction. job satisfaction mediates the effect of salary, job enrichment, and job training but not job stability. the researchers hope to provide insight into the role of hr best practices in bank central asia, tbk, as one of the top-performing banks in indonesia. keywords: employee commitment, job satisfaction, human capital, bank central asia. received: 11 december 2020 ; accepted: 2 february 2021 ; publish; june 2021. http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 5 (1), june 2021 43 | p a g e how to cite: chandra, a., saputra, a., broto, a., pamungkas, d., & nasution, k. (2021). factors in building employee commitment: mediating role of job satisfaction at bank central asia. international journal of human capital management, 5 (1), 42-58. https://doi.org/10.21009/ijhcm.05.01.4 introduction bank central asia (bca) is a well-known bank in indonesia and has quite a reputation in indonesia. in terms of market capitalization, it is number 1 in indonesia and a close number 2 in south east asia. bca also has significantly better performance than other banks in indonesia: net profit margin of 44.75% in 2020, the industry standard is around: 30%, employee turnover rate of below 3%, the industry standard is approximately: 16%. these researchers consider the wide discrepancies between the top banks in indonesia begs for further explanation. figure 1. conceptual model based on the data given above, the researchers are interested in examining the hr practices in bca in building employee commitment, which have been widely believed being critical factors leading to strong organizational performance (dost et al., 2011) and a low turnover rate (tett and meyer, 1993). the hr practices included in this research are salary, job enrichment, job stability, and job training. we also would like to factor in job satisfaction as a mediating variable to employee commitment (schultz, 1993). this research is important because as far as the knowledge of these researchers, there is no similar topic on the effect of salary, job enrichment, job stability, and job training to employee commitment mediated by job satisfaction. these researchers hope that the findings uncovered will have practical implication that will improve hr practices in indonesia, that will in turn, improve organizational performance of the companies in the country. literature review employee commitment has long been a subject that interests many scholars to study and has been theorized to positively impact overall job performance. based on the study of khyzer (2011), the level of interdependence between organizational performance and employee international journal of human capital management, vol. 5 (1), june 2021 44 | p a g e commitment is found to be moderate. employee commitment also affects other performance, such as attendance (borgogni et al., 2013), lateness (woods, poole and zibarras, 2012), and turnover (tett and meyer, 1993). a myriad of factors can influence employee commitment: ranging from a socio-demographic perspective to management practices of the firm. previous research suggests that personal characteristics influencing employee commitment are: age, sex, education, marital status, position tenure, and organizational tenure (morrow and mcelroy, 1986; mowday, steers and porter, 1979). personal competence, job characteristics, group/leader relations, organizational characters, and job satisfaction are also factors in building employee commitment. although these attributes are inbred to the employees, the organization has a system to influence some of these factors through the role of human capital to enhance employee commitment and brings the organization’s competitive advantage (schultz, 1993). on the other notes, several scholars suggested that hr practices and employee commitment have an indirect relationship in nature (meyer and smith, 2000). job satisfaction and employee commitment have attracted numerous researchers to study the relationship between these two work-related attitudes, including mahmood et al. (2019); ocen et al. (2017); bhuian and abdulmuhmin (1997). some have empirical support for a strong relationship between these two important work-related outcomes and exhibit a positive association (jenkins and thomlinson, 1992) while yucel and bektas (2012) reported a moderately correlated job satisfaction and commitment in nonlinear relationships. several authors have identified the effects of various antecedents, such as age, pre-employment expectations, perceived job characteristics, and perceptions of organizational culture and subculture on commitment are totally or partially mediated through job satisfaction (iverson and roy, 1994; lok and crawford, 2004; michaels, 1994; price and mueller, 1981). it is consistent with the suggestion of meyer and allen (1997) that job satisfaction is a predecessor of organizational commitment. job satisfaction may function as a relevant antecedent of organizational commitment or mediate the relationship between other antecedents and commitment. employee commitment organizational commitment is shaped by commitments in work environments (cohen, 2003). individuals are attached by commitment in their actions on a specific target (meyer and herscovitch, 2001). as to an organization, it binds individuals to comply with minimum requirements for employment. employee commitment is defined as the ability of employees to remain committed, with their work tasks and responsibilities, to the organization (muthuveloo and rose, 2005). individuals with a strong attachment to the organization will feel cohere with the organization, get satisfaction from being a member (aghdasi, kiamanesh and ebrahim, 2011), and these help the implementation of organizational strategies and expedite the achievement of the goals (vance, 2006). job satisfaction job satisfaction is defined as a set of favorable or unfavorable feelings and emotions towards their work as an effect of the valuation of their job experience (pak, 2007; newstrom, 2014). it portrays how employees feel and think about their jobs. job satisfaction can be manifested in two dimensions of attitude towards one’s job, positive or negative attitude (robbins, 1989). previous researchers have found how job satisfaction affected the degree of commitment (hartmann et al., 2014), job performance (azadeh and ahranjani, 2014), turnover (grissom, nicholson-crotty and keiser, 2012), and the level of absenteeism (borgogni et al., 2013). employees showcase greater organizational commitment when their job satisfaction reach a higher level (alexandrov, babakus and yavas, 2007; brown and peterson, 1993; chen, 2007; magnini et al., 2011; marsh and mannari, 1977; scott-ladd, travaglione and marshall, 2006), they would perform better, work harder and create benefits to the organization (meyer et al., 1989; babakus et al., 2003). international journal of human capital management, vol. 5 (1), june 2021 45 | p a g e salary wages and salaries are essential contributors to job satisfaction. money is among the most commonly cited reasons the main purpose why they work (jurgensen, 1978) because money not only helps them to attain their basic needs but also means in providing upper-level needs satisfaction (luthans and davis, 1992). the motivational model for job satisfaction developed by herzberg et al. (1959) revealed salary improves the hygiene factor, and employees’ chances of getting dissatisfied have potentially occurred because of the absence of this factor. this evidence supported by some studies that also revealed a significantly positive relationship between the level of pay and job satisfaction (beutell and wittig-berman, 1999; sanchez and brock, 1996) and significantly correlated between salary and organization commitment (popoola, 2009). good salary and attractive conditions of service might foster high organizational commitment in workers irrespective of the organization they work for (abel, 2006). salaries may lead to positive emotional feelings and behavior when one perceived there is fairness in distribution, and pay equity is found to be one of the main sources of commitment in some literature (dubinsky and levy, 1989). the satisfaction that is driven by salary can influence commitment levels (porter et al., 1974). job enrichment job enrichment is when employees are experiencing a valuable change in their job tasks through the increasing opportunities for more responsibility, personal achievement, feedback, growth, and advancement. job enrichment provides an opportunity for the employee to grow psychologically in continuous management, not just as a one-time proposition (herzberg, 1987). job enrichment is a way of managing that combines company philosophy and organizational structure – it is true participation and worker involvement (king-taylor, 1977) and intended to increase motivation and satisfaction at work as a means to improve productivity (hackman et al., 1975). the combination of enrichment through work processes and procedures stimulates employees’ performance and satisfaction raza & nawaz (2011), in their study, revealed job satisfaction and organizational commitment could be strongly predicted by job enrichment. the higher the overall job satisfaction of employees, the more likely they are committed to the organization than if they are not satisfied (warsi, fatima and sahibzada, 2009). job stability employees are developing job security when they are provided with stable employment (herzberg, 1968). on the contrary, employees that encounter threats to their job features or overall job (greenhalgh and rosenblatt, 1984) develop the feeling of insecurity. these feelings of insecurities may affect one’s position in the company, freedom to perform and accomplish work, difficulties in maintaining the current salary, variety of work-related tasks performed, and inability to control the work environment. as a result, it promotes the diminution of employee commitment, as examined by ashford et al. (1989). this research continues to be supported by the hypothesis conducted by gholamreza et al. (2011), in their journal that studies the impact of job security on employees’ commitment and job satisfaction, which is lesser on the contractual employees than the permanent employees due to the certainty of their job. experiencing job instability could establish weaker attachments to the organization, for they feel threatened (de witte and buitendach, 2005). on the contrary, abegglen (1958), in his study, revealed a high commitment level of japanese workers is due to a strong sense of job stability, which originates from employment arrangement. employee training international journal of human capital management, vol. 5 (1), june 2021 46 | p a g e training is a strategy to attain desired outcomes and behavior through the development of their employees as valuable assets. an organization can enhance job satisfaction by supplying its employees with training programs (rowden and others, 2005) that are well-designed and conducted by professional trainers (choo and bowley, 2007). providing employees with adequate training opportunities is reported to increase levels of job satisfaction (georgellis and lange, 2007) and provide a better understanding of their organization. employees who receive higher value or usefulness of training programs are found to be more satisfied (burke, 1995). furthermore, organizations manifested in training since they were highly concerned for commitment to customers (babakus et al., 2003). employees tend to work harder when they perceive that there is access to training, they feel their organizations have been willing to invest in them and care about them, and as a result, they attach themselves to their organizations and display organizational citizenship (bulut and culha, 2010). research method research design in order to gather empirical evidence for our proposed research, researchers designed a survey instrument to validate our assumptions on how salary, job enrichment, job stability, and employee training impacting employee commitment with the mediation of job satisfaction. the result will be tested for the following hypotheses: h1. salary has a significant positive impact on employee job satisfaction. h2. an increase in job stability will increase employee job satisfaction. h3. implementation of job enrichment strategies increases employee job satisfaction. h4. there is a positive relationship between job training and employee job satisfaction. h5. there is a positive relationship between job satisfaction and employee commitment. h6. job satisfaction mediates the relationship between salary and employee commitment. h7. job satisfaction mediates the relationship between job enrichment and employee commitment. h8. job satisfaction mediates the relationship between job stability and employee commitment. h9. job satisfaction mediates the relationship between training and employee commitment. population, sample size, and sampling procedure the study population consisted of 24,789 employees (based on bca’s annual report 2019) at bank central asia operating in indonesia. overall, a method for distributing questionnaires is through office email (using region human capital and division secretary network) and constant confirmation and reminder using whatsapp to all bca employees. 685 self-completion questionnaires were administered by the researchers. the response rate for this survey was 2,76 percent. data were obtained using a random sampling approach. in this paper, we present results analyzed from a sample of 409 usable questionnaires. participants were provided with a self-completion questionnaire that consisted of the measures of factors in building employee commitment: salary, job enrichment, job stability, employee training, and the mediating role of job satisfaction. all participants were informed about the anonymity of their identity. data collection instrument and measurement of variables researchers used a questionnaire anchored on a seven-point likert scale. the response categories ranged from “1completely unsatisfied” to “7-completely satisfied” for the independent variable of salary and from “1strongly disagree” to “7-strongly agree” for the independent variable of job enrichment, job stability, and employee training, the dependent variable of employee commitment and mediating variable of job satisfaction. the survey questionnaire consisted of six established instruments. international journal of human capital management, vol. 5 (1), june 2021 47 | p a g e salary the salary was measured by adapting three items from the short form of the minnesota satisfaction questionnaire by weiss, davis, england & lofquist (1967) based on a seven-point likert-type scale ranging from “1-completely unsatisfied” to “7-completely satisfied”. the initial items consisted of 3 questions of how an employee feels about pay, amount of work, and salary in comparison with colleagues in similar positions, as well as workers in similar positions working in the competing firms. however, in this study, researchers only measure one item of “how the employee feels about the pay” due to consideration of question sensitivity. job enrichment job enrichment was measured by adapting three-items from the job diagnostic survey of hackman and oldham (1976) based on a seven-point likert-type scale ranging from “1-strongly disagree” to strongly “7-strongly agree”. a sample item is: “your job requires you to do many things at work, using a variety of your skills and talents.” job stability job stability was measured by adapting two-items from the job diagnostic survey by hackman and oldham (1976) based on a seven-point likert-type scale ranging from “1-strongly disagree” to “7-strongly agree”. a sample item: “if i do a good job, the company won’t fire me.” employee training employee training was measured using items developed by bulut and culha (2010) and bartlett (2001) in terms of motivation for training, access for training, and support for training based on a seven-point likert-type scale ranging from “1-strongly disagree” to “7-strongly agree”. the motivation for training was measured by nine items, and the sample item is “i believe i can improve my skills by participating in training programs.” access for training was measured by three items, and the sample item is “my organization has stated policies on the amount and type of training the employees can expect to receive” while support for training was measured by six items and the sample item is “my manager enthusiastically supports my participation in training programs.” job satisfaction job satisfaction was measured by adapting two-items from price (1977) based on a sevenpoint likert-type scale ranging from “1-strongly disagree” to “7-strongly agree”. a sample item included, “i find real enjoyment in my job, and i am fairly well satisfied.” employee commitment employee commitment was measured by three items adapted from mowday et al. (1979), the version of the organizational commitment questionnaire based on a seven-point likert-type scale ranging from “1-strongly disagree” to “7-strongly agree”. a sample item was, “i am willing to put in a great deal of effort beyond that normally expected in order to help this organization to be successful.” validity and reliability only relevant items were found to be used, while irrelevant items that were found were eliminated. for reliability, only items that constituted a cronbach’s alpha value of 0.60 (malhotra, 2007) and above were retained. international journal of human capital management, vol. 5 (1), june 2021 48 | p a g e result and discussion descriptive statistics the descriptive statistics consist of socio-demographic profiles of the 409 respondents. of the 409 respondents, 134 (32.8 percent) were males, and 275 (67,2 percent) were females. the age categories ranged between less than 20 years of age (0.2 percent), between 20 to 29 years (62.1 percent), 30 to 39 years (25.4 percent), 40 to 50 years (8.1 percent), and above 50 years (4.2 percent). regarding their academic qualifications, 29.8 percent had a first degree, 17.1 percent had a master’s degree, 9.5 percent had a ph.d., and 43.5 percent had a qualification lower than the first degree. bca has eight levels of job positions ranging from s1 level to s8 level. of the respondent, in terms of job level in the organization, 19.3 percent are in the s1 level, 22.5 percent are in the s2 level, 7.1 percent are in the s3 level, 13.2 percent are in the s3 level, 13.2 percent are in the s4 level, 14.4 percent are in the s5 level, 10,8 percent are in the s6 level, 10.3 percent are in the s7 level, and 2.4 percent are in the s8 level. in the term of tenure, the majority of respondents have been working at bca between 0 to 3 years while 4.9 percent between 3 to 5 years, 16.6 percent between 5 to 10 years, 18.1 percent between 10 to 15 years, 9.5 percent has been working at bca for more than 20 years. tabel 1 descriptive statistics sociodemographic variable category frequency¹ percentage(%) gender male 134 32.8 female 275 67.2 age (years) < 20 1 0.2 20 – 29 254 62.1 30 – 39 104 25.4 40 – 50 33 8.1 > 50 17 4.2 educational qualification < graduate/ bachelor 178 43.5 graduate / bachelor 122 29.8 post – graduate / master 70 17.1 phd 39 9.5 job level s1 79 19.3 s2 92 22.5 s3 29 7.1 s4 54 13.2 s5 59 14.4 s6 44 10.8 s7 42 10.3 s8 10 2.4 work tenure (years) 0 – 3 174 42.5 3 – 5 20 4.9 5 – 10 68 16.6 10 – 15 74 18.1 15 – 20 34 8.3 > 20 39 9.5 note: ¹all frequencies are in absolute numbers international journal of human capital management, vol. 5 (1), june 2021 49 | p a g e validity and reliability of measurement the values of both the validity and reliability of each construct were computed by spss v25. in order to test construct validity, exploratory factor analysis (efa) with varimax rotation was used (hair et al., 2010). all samplings were assessed by performing both the kaiser-meyer-olkin (kmo) test and bartlett’s test of sphericity to assure appropriateness of the factor analysis (hair et al., 2010). the statistics for all the constructs revealed the value of kmo test results to be greater than 0.50, and bartlett’s test revealed significant statistics for all the scales (p<0.05). these findings confirm that factor analysis is appropriate. to ensure the reliability of the scales, we calculated cronbach’s α coefficients for each scale. the minimum value for reliability should be above 0.60 to be considered acceptable (malhotra, 2007). table 2 shows that both factor loading and cronbach’s 𝛂 values are within the requirement. table 2 reliability instrument items loadings 𝛂 salary (1 item) i feel about: “my pay and the amount of work i do.” job enrichment (3 items) 0.630 your job requires you to do many things, using a variety of skills and talents 0.686 i can make autonomous decisions at work 0.831 i can organize work as i see fit 0.795 job stability (2 items) 0.821 if i do a good job, the company won’t fire me 0.922 compared with my company, other companies fire workers more readily in times of difficulty 0.922 employee training (18 items) 0.951 i try to learn as much as i can from training programs 0.758 i believe i can improve my skills by participating in training programs. 0.840 i believe i can learn the material presented in most training programs. 0.697 participation in training programs is of little use to me because i have all the knowledge and skills i need to perform my job successfully. 0.668 i am willing to invest the effort to improve skills and competencies related to my current job. 0.786 i am willing to invest the effort to improve skills and competencies in order to prepare myself for a promotion. 0.784 my organization has stated policies on the amount and type of training the employees can expect to receive. 0.806 i am aware of the amount and type of training that my organization is planning for me in the coming year. 0.787 items loadings 𝛂 this organization provides access to training. 0.785 my manager can be counted on to help me develop the skills emphasized in training programs. 0.869 international journal of human capital management, vol. 5 (1), june 2021 50 | p a g e i can expect my manager to assign me to special projects requiring the use of the skills and knowledge emphasized in training. 0.868 my manager enthusiastically supports my participation in training programs. 0.864 my manager believes advising or training is one of his or her major job responsibilities. 0.841 i would not hesitate to tell my manager about the training need i have in a particular area. 0.816 my manager makes sure i get the training needed to remain effective in my job. 0.861 job stability (2 items) 0.853 i find real enjoyment in my job, and i am fairly satisfaction well satisfied 0.934 i like my job better than the average worker 0.934 employee commitment (3 items) 0.850 i am willing to put in a great deal of effort beyond that normally expected to help this organization to be successful 0.898 i talk up this organization to friends as a great organization to work for 0.825 i accept almost any type of job assignment in order to keep working for this organization 0.912 source: primary data hypotheses testing to test the hypotheses, we performed regression analysis using spss v. 25. the first four hypotheses sought to establish whether the independent variables and job satisfaction are positively related. the result suggested that job enrichment (β = 0.333, p < 0.001) and job training (β = 0.903, p < 0.001) were affecting job satisfaction significantly. salary (β = 0.01, p > 0.05) and job stability (β = -0.067, p > 0.05) were not found to support the hypothesis. the hypothesis that job satisfaction would affect employee commitment positively was supported (β = 0.828, p < 0.001). the remaining hypotheses sought to establish whether job satisfaction mediates the relationship between independent variables and job satisfaction. quantpsy.org program was used to perform the sobel test calculation. the result shows that job satisfaction mediates salary (p < 0.0001), job enrichment (p < 0.0001), and job training (p < 0.0001). job stability (p > 0.05) was not mediated by job satisfaction. international journal of human capital management, vol. 5 (1), june 2021 51 | p a g e table 3 regression of iv to job satisfaction unstandardized coefficients standardized coefficients independent variables b standard error beta t significance (constant) -0.801 0.285 -2.805 0.005 salary 0.001 0.038 0.001 0.039 0.969 job enrichment 0.333 0.050 0.247 6.690 0.000 job stability -0.067 0.040 -0.058 -1.662 0.097 job training 0.903 0.051 0.706 17.882 0.000 notes: r=0.837, r square=0.700, adjusted r square=0.697 table 4 regression of iv to employee commitment unstandardized coefficients standardized coefficients independent variables b standard error beta t significance (constant) 0.119 0.209 0.569 0.570 salary 0.058 0.028 0.057 2.059 0.040 job enrichment 0.276 0.037 0.252 7.553 0.000 job stability 0.030 0.030 0.032 1.016 0.310 job training 0.687 0.037 0.664 18.562 0.000 notes: r=0.868, r square=0.754, adjusted r square=0.751 table 5 regression of job satisfaction to employee commitment unstandardized coefficients standardized coefficients independent variables b standard error beta t significance (constant) -0.271 0.226 -1.202 0.005 job satisfaction 1.025 0.034 0.828 29.801 0.000 notes: r=0.828, r square=0.686, adjusted r square=0.685 discussion this study is mainly aimed to examine the impact of salary, job enrichment, job stability, and employee training as part of human resource (hr) practices in building employee commitment that was conducted in one of the biggest national banks in indonesia, bank central asia (bca). the result of this study provides some evidence that is beneficial for managers to gain a better understanding of their employees’ satisfaction and commitment. this paper formulated hypotheses from the four predictors variable and test their impact on employee commitment through the mediating role of job satisfaction. the statistical results of this paper international journal of human capital management, vol. 5 (1), june 2021 52 | p a g e revealed the relationship between job enrichment and job training to both job satisfaction and employee commitment is positive. however, the two predictors, salary and job stability, demonstrated an insignificant effect in creating job satisfaction. salary was found to have a very weak relationship with job satisfaction that supports the study of dunham & hawk (1977), adams & beehr (1998), and popoola (2009). statistically, job satisfaction exhibited mediating the effect of salary, job enrichment, and job training on employee commitment. nevertheless, in this research, job stability was found to have no mediating effect. these findings support the previous studies conducted by hamermesh (2001), robbins and judge (2011), and burke (1995), where the results statistically have proved that salary, job enrichment, and job training have a vital role in job satisfaction. interestingly, job training significantly contributes to employee commitment through job satisfaction mediation variables and consistently proved the scientific work from dardar et al. (2012), by providing adequate training that may enable the organization to promote employee commitment consistently. finally, this study provides evidence on how indonesia’s banking sector treats training as an important factor in building reliable and competent quality of human resources in order to extend loyalty and employee commitment by enhancing employees’ satisfaction in carrying out their work. this study provides guidance for other sectors in human capital management beyond the existing model that has prevailed as their best practices. theoretical implications an interesting finding from this research is employee commitment not only influenced by the organization’s ability to provide salaries benchmarking to all employees but through the provision of job enrichment through career paths and individual target’s achievement monitoring as well as achievement of each unit. nevertheless, it confirmed that providing routine job training for all levels of employees will upgrade employee skills and knowledge to adapt to any changes and to improve the quality of human capital, and ultimately contributes significantly to creating employee job satisfaction. the results of the study have provided empirical evidence and findings that support this paper’s hypothesis of employee training’s effect on employee commitment. managerial implications employees play a crucial role in maintaining business sustainability and financial performance in all industries. it is suggested that an organization to develop a suitable and nifty training program that is fully supported by an adequate training budget to raise the level of job satisfaction and employee commitment. compared with the salary budget policy, training budget policy is greatly necessary. aside from considering it as a relatively short-term strategy, a higher salary budget policy creates a superficial impact on job satisfaction and employee commitment and potentially impacts the company’s agility and difficulty to perform well during a crisis or when the market happens to decrease the demand. as a result, it will raise turnover or retention problems because workers are only pursuing better salaries. we recommend that organizations focus on providing deeper fulfillment to their employees through non-monetary compensation like training. as confirmed in this study, training is a very fundamental tool that can be used for building job satisfaction and employee commitment. providing employees with training, organizations create a positive perception of how they care for their employees’ career development, and the outcome is applicable to speed up their daily work. it may be paramount for companies to develop a good recruitment system to have employees in line with the company’s employee value proposition. conclusion we deduce that the results of this study have important implications for managerial and theoretical. job training significantly contributes to creating job satisfaction and, in the end, as a mediating variable, it will have a significant effect on employee commitment in bca. this is consistent with the conclusion of ocen et al. (2017) that employee training in the banking sector international journal of human capital management, vol. 5 (1), june 2021 53 | p a g e is extremely important. it provides an opportunity to update the required capabilities to remain committed to their employment. our study is in line with the result of menon’s study (2015) that analyze there is a direct relationship and impact between job satisfaction and employee commitment in a very high level of significance, while salary and job enrichment showed a lesser influence on job satisfaction and employee commitment in bca compared with a job training effect. it is in line with herzberg et al. (1959), who developed a motivational model for job satisfaction and through his research, he found that the job-related factors can be divided into two categories, hygiene factors (like salary, job enrichment, job stability) and motivation factors (job training). hygiene factors are short term motivation that the absence of these factors opens the chances of employees from getting dissatisfied, whereas motivational factors transform no dissatisfaction into satisfaction and have long-lasting effects. this study is appropriate with bca employer value proposition that promoting a conducive work environment (team-oriented work, respect, open environment, supportive leaders, secure employment, and meritocracy), providing a continuous learning culture (training and development opportunities, continuous pursuit of excellence, a good reference for future career and leadership opportunities), and encouraging a work-life balance for employees. this commitment to creating a positive working environment has gained appreciation from several leading institutions, including best companies to work for in asia from hr asia, and indonesia’s most admired companies from the frontier consulting group and marketing magazine. effective training is developed to promote highly capable human resources that match the organization’s needs. banking must commit to continuously enhancing their employee’s competencies and capabilities to sustain job satisfaction and commitment as an anticipation of the complex escalation of customer needs and rapid changes in technology. banking needs to focus on improving the employee’s competency through training programs, whether through on-site training or e-learning through a digital application. in 2019, there are 2,272 classes opened with 67,548 number of participants, and bca has spent rp 395.67 billion as bca’s commitment to improving employees’ competencies. in accordance with bank indonesia director decree 31/310/kep/dir/1999 regarding the provision of funds for the development of commercial bank human resources, banks are regulated to provide education funds at least 5% of the human resources expenditure budget (employee salary and honorarium for directors and commissioners). violations of this provision will be subject to administrative sanctions. bca’s employee expenses grew by 9.8% to rp 13.3 trillion in 2019 compared with rp 12.1 trillion in 2018. on the other hand, salary and job stability are found to have less effect on job satisfaction and employee commitment in bca since it is very clearly regulated in the collective labor agreement endorsed by bca and its labor unions. collective labor agreement covers employee remuneration standards that factor in inflation, economic growth, and other aspects of employment affairs. in order to ensure the competitiveness of compensation and remuneration in the market, bca regularly conducts independent surveys for remuneration comparative studies. bca also has a very clear performance appraisal system on target and completion measurement to be used for reference in determining the direction of employee development, particularly when it combines with employee competency assessment. limitation our study is also limited by some conditions. first, the research was conducted only at bca, where the employees are well known for having a strong organizational culture and have been recruited through a good standard of the recruitment process; therefore, the nature of employment is typically homogeneous. our suggestion for future research is to conduct research by using the same research model in other organizations or companies that we believe will have different results to re-examine the association between the concepts discussed in this study. secondly, the job stability result has the potential to be biased since all of the respondents are international journal of human capital management, vol. 5 (1), june 2021 54 | p a g e permanent employees that are more likely to have more security from being laid off because they are supported by a joint work agreement overseen by the company’s labor union. thirdly, future research by exploring the effect of employees’ career development in measuring employee commitment. fourth, since the data are carried out using cross-sectional, the results from the data collected from the survey might be showing different results in different points of time. fifth, the questions in measuring salary were considered to be sensitive that future research should be constructed with an adequate number of questions. sixth, this research is conducted in a quantitative approach that is unable to capture as detail as a qualitative exploration that may be conducted thr2qough in-depth interviews with organizational actors. references aamodt, m.g., 2006. industrial/organizational psychology: an applied approach. 5th edition ed. belmont, ca: wadsworth publishing. abegglen, j.g., 1958. the japanese factory: aspects of its 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role in maintaining business sustainability and financial performance in all industries. it is suggested that an organization to develop a suitable and nifty training program that is fully supported by an adequate training bud... international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 6 (1), june 2022 87 | p a g e international journal human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 6, no. 1, june 2022, p 87-98 performance analysis of regional finance management in musirawas regency office indonesia yohanes susanto faculty of economics, master of management universitas bina insan lubuklinggau email: susantoyohanes60@gmail.com gunadi faculty of economics, master of management universitas bina insan lubuklingau email: gunadi@gmail.com abstract this study aimed to find out the relationship and influence of competency, commitment, and work motivation on regional finance management in department of planning and finance in musirawas regency office. this study was carried out on 40 employees in department of planning and finance in musirawas regency office. data were collected by survey method through distributing questionnaires and then processed by spss 24 program. this study used ex post facto descriptive analysis. based on the results, the three variables namely competency, commitment and motivation had a significant and positive influence on performance in the department of planning and finance in musirawas regency office partially and simultaneously. this shows that employees placed in regional financial management are required to have competency, knowledge, skills and understanding in the field of financial accounting. keywords: competency, commitment, motivation, and performance received: 22 januari 2022 accepted: 31 mei 2022 publish: 1 juni 2022 how to cite: susanto, y (2022). performance analysis of regional finance management in musirawas regency office indonesia. international journal of human capital management, 6(1), 87-98. https://doi.org/10.21009/ijhcm.06.01.8 introduction in good regional financial management, regional work units (skpd) must have competent, committed, motivated human resources with an accounting graduate background, often attend briefings on regional financial accounting, and have experience in regional financial management. it is necessary to http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 6 (1), june 2022 88 | p a g e implement an existing accounting system, these competent resources will be able to understand accounting logic well. the failure of regional government human resources in understanding regional financial management will have an impact on regional financial statement errors (warisno, 2011). for this reason, to produce good quality financial statements, competent human resources are needed in the financial sector (afriyanti, 2011). likewise, in preparing regional financial statements, skpds are expected to have human resources with longer work experience in accounting or finance, because in preparing regional financial statements, employees really need to understand accounting and the rules for preparing regional financial statements (indisari, 2008). 2011) the longer the experience an employee has, the higher the understanding of duties and responsibilities (jesus, 2011). furthermore, (halim, 2013) stated that regional finance is thet al rights and liabilities can be measured by money, either in the form of money or goods as regional wealth. this definition is in line with the general provisions of government regulation number 58 of 2005 on regional financial management which states thet al regional rights and liabilities in the context of implementing regional government can be valued in money, including all forms of regional wealth. the department of planning and finance in musirawas regency office is one part of the organization owned by the musirawas regency government, to carry out functions in public services to produce financial statements in accordance with the provisions. in its implementation, it is found that problems related to the quality of human resources as described above can disrupt the performance of the organization as a whole. human resources in question are employees at the department of planning and finance in musirawas regency office. these elements such as competency level related to the ability to complete a job, commitment related to self-seriousness in doing work, and motivation related to how much encouragement a person has to be able to achieve a goal as an employee. in fact, there are several problems found in the department of planning and finance in musirawas regency office related to these variables being observations on the competency level in the table below. table 1 competency level number of employee a s n tks/non pns financial statement training percentage 40 28 12 4 10% based on the table above, the competency level, especially in the field of financial management, only 4 people or 10% complete financial education and training. this can result in errors such as incomplete accountability reports (spj) in regional financial statements. the second problem is related to the commitment carried out by employees in the department of planning and finance in musirawas regency office, there are six standard operating procedures (sops) that have been prepared, socialized, and implemented as table 2 below. table 2 standard operating procedure of regional financial management sop of regional financial management implementation (%) preparation of ppas proposal documents 80% preparation of rka/rkpa documents 100% preparation of dpa/dppa documents 100% preparation of financial reports 85% the mechanism for submitting spmup/gu/tu/ls 75% preparation of lkjip 80% based on the table above, the commitment of employees has not fully satisfied or met the standard operating procedures set out in regional finance management, the management of activities should be carried out in accordance with sops. however, violations still occur, in addition to disrupting the organizational accountability process, can also potentially violate the law, the sops that are most frequently international journal of human capital management, vol. 6 (1), june 2022 89 | p a g e violated are the sops on the mechanism for submitting spmup/gu/tu/ls, although they are not yet complete and the sops on the preparation of ppas proposal documents. the third problem is related to work motivation in the department of planning and finance in musirawas regency office, the lack of work motivation will have an impact on decreasing performance. some evidence shows that employees often do not go to work for unclear reasons, with the absence of several employees requiring a replacement employee to complete the abandoned work so that it has an impact on organizational performance, in addition, there is a lack of interest in employees to attend education and training related to regional finance management. literature review competence according to edison et al (2016), competency is the ability to carry out a job correctly and has advantages based on matters concerning knowledge, expertise and attitudes, while according to robins (2015) stated that work competence refers to knowledge, skills, and personality directly affect performance. according to sedarmayanti (2017), the basic concept of competence starts from the concept of individuals so that they can work with extraordinary participation. furthermore, vitalina (2016) stated that someone who has a high competency automatically produces good performance or output. according to moeheriono (2012), competency is a basic characteristic of a person related to individual performance in work or basic characteristics that have a causal relationship with criteria used as an effective reference or excellent performance in certain situations. furthermore, winanti (2011) showed a positive influence between competency on performance. this is in line with rosanti et al (2014) and ataunur et al (2015) that competency and training partially or simultaneously affect performance. nilam (2013) stated that competency also affects work motivation. furthermore, according to priansa (2014), competency is the capacity of an employee to lead to behavior in accordance with the demands of the job and in accordance with the accuracy of the organization leading to success. according to sutrisno (2015), competency is mastery of a task, skills, attitudes and appreciation to support success. from some of the opinions or definitions of experts above, the researcher synthesizes that the competency possessed by individual employees must be able to support the vision and mission of the organization or company. commitment according to sapitri (2016), the problem affecting performance is organizational commitment. furthermore, joni (2015) stated that many employees have a low commitment to the goals set by the organization and lack compliance with leadership policies so that work performance decreases. this is because in general, they do not want to work too long in the company. furthermore, alen mayer (2013) divided organizational commitment into three, namely; affective commitment, continuance commitment, and normative commitment. according to respatiningsih et al (2015), the decline in organizational performance is due to a lack of employee commitment. furthermore, nurhargati et al (2014) stated that affective commitment, continuance commitment, and normative commitment simultaneously affect organizational performance. srimulyani (2017) stated that affective commitment has a positive effect on performance, but continuance and normative commitment have a negative effect on organizational performance. meanwhile, kasman (2014) stated that commitment reflects the attitude of employee loyalty to the organization based on previous studies, researchers can synthesize the definition of commitment as a promise or identity possessed by employees in devoting themselves to organizations with high loyalty. international journal of human capital management, vol. 6 (1), june 2022 90 | p a g e work motivation according to siagian, (2015) work motivation is a driving force to behave with certain goals. furthermore, wibowo (2016) stated motivation is a psychological process generating and driving behavior to achieve goals. according to hasan et al (2019), an employee will be willing to make greater efforts if it is believed that better performance will result in greater rewards. furthermore, widarni (2020) stated that motivation is the tendency to respond so that people are interested in working. according to handoko (2014), motivation is a state in which the person to carry out certain activities in order to achieve goals. furthermore, gitosudarmo (2014) stated that motivation is an internal factor to drive behavior to fulfill certain goals or individual satisfaction. mangkunegara (2015) stated that motivation is a condition to achieve the motive goal. furthermore, winardi (2015) defined motivation as a potential power within a person to be developed or by external forces where rewards can affect performance positively or negatively depending on the situation and conditions faced by the person concerned. furthermore, pamela (2015) defined motivation as providing appropriate guidance or direction, resources and rewards so that employees are inspired and interested in working the way they want. based on previous studies, researchers can synthesize that work motivation is the driving force or willingness from within the employee concerned or the driving force from outside as a form of activity to be able to meet the needs of the employee. performance according to simanjuntak (2016), performance is the achievement of carrying out certain tasks in realizing organizational goals, objectives, mission, and vision. furthermore, rivai (2015) stated that performance is the overall level of success during a certain period in carrying out tasks compared to certain standards such as targets, goals, or criteria determined in advance and agreed upon. meanwhile, hasibuan (2015) stated that performance is work achieved by someone in carrying out a task that is charged on the basis of skill, experience, sincerity, and on time. hyopothesis 1 (h1) ho : competency, commitment, and work motivation simultaneously have no influence on performance of department of planning and finance in musirawas regency office ha : competency. commitment, and work motivation simultaneously have an influence on performance of department of planning and finance in musirawas regency office. hypothesis 2 (h2): ho : competency partially has no influence on performance of department of planning and finance in musirawas regency office ha : competency partially has an influence on performance of department of planning and finance in musirawas regency office hypothesis 3 (h3): ho : commitment partially has no influence on performance of department of planning and finance in musirawas regency office ha : commitment partially has an influence on performance of department of planning and finance in musirawas regency office hypothesis 4 (h4): ho : motivation partially has no influence on performance of department of planning and finance in musirawas regency office ha : motivation partially has an influence on performance of department of planning and finance in musirawas regency office international journal of human capital management, vol. 6 (1), june 2022 91 | p a g e methodology the method used in this study was an ex post facto quantitative descriptive approach. this study used the path analysis technique. the data used were primary data obtained through questionnaires and interviews. sampling was carried out using a non-probability sampling technique. the sampling technique did not provide an opportunity for each member of the population to be selected as a sample so that the sample in this study amounted to 40 employees at the department of planning and finance in musirawas regency office. sugiono (2015) stated that the population is an area of subjects and objects having certain qualities and characteristics set by researchers to be studied and conclusions to be drawn. because the population is less than 100, then the entire population is sampled. results and discussion the validity test is used to measure the validity of the questionnaire. the questionnaire is said to be valid if the questions on the questionnaire are able to reveal something measured by the questionnaire. the criteria for testing the validity are if r-calculated > r-table (0.312) then the instrument/item statement is declared valid, on the other hand, if r-calculated < r-table, the invalid statement/item must be removed or replaced. the results of the validity test can be seen in table 3. tab le 4 validity test on competency, commitment, work motivation, and performance variable statement valid item invalid competency 15 15 0 commitment 15 15 0 work motivation 15 8 15 8 0 source: data processed by researchers (2020) reliability the reliability test is used to test the consistency or stability of the study instrument on the respondents and is given at different times. if cronbach's alpha value > 0.6, the instrument is declared reliable. on the other hand, if cronbach's alpha value is < 0.6, the instrument is declared unreliable. reliability test results can be seen in table 5. table 5. reliability test results variable cronbach’s alpha description competency .967 reliable commitment .979 reliable work motivation .957 972 reliable reliable source: data processed by researchers (2020) descriptive analysis results the descriptive analysis provides an overview of the data distributed to 40 employees of the department of planning and finance in musirawas regency office. based on the questionnaire distributed to the respondents, the competency variable had a score of 52.40% for the answer "agree (s)" of and "strongly agree (ss)" of 50.10% or was in the medium category (50% 70%) the highest score contribution came from the indicator “employees understand the regional government financial recording international journal of human capital management, vol. 6 (1), june 2022 92 | p a g e system”, this proves that employees have low knowledge of regional finance administration systems. in the commitment variable, the answer "agree" had a score of 51.20% and "strongly agree" of 34.10% or was in the medium category (50% 70%) the highest score contribution came from the indicator "commitment is a responsibility must be performance employee”, this proves that the commitment to work is because they are able to understand their main duties and functions. the work motivation variable had a score of 52% for "strongly agree" with being in the medium category (50% 70%). the highest score contribution came from the indicator "supervisors always try to provide work motivation to their subordinates", this proves that the motivation given by superiors to subordinates has gone well, and the performance variable had a score for "agree" of 53.10% and "strongly agree" of 55.25% or in the medium category (50%-70%). the highest score contribution came from the indicator "the work of the organizational unit in accordance with the target set", this proves that the organization has carried out the task in accordance with the work target of musirawas regency government. classical assumption test normality test a normality test is used to determine whether the data is normally distributed or not. this normality test uses one sample kolmogorov smirnov with 0.05 significance level. if the significance level < 0.05, the data were normally distributed, according to the following table. table 6. kolmogorov-smirnov results competency (x1) commitmen t (x2) motivation (z) kinerja (y) n 40 40 40 40 normal parametea,b mean 4.5928 4.5383 4.4780 4.5475 std.deviation .59603 .73886 .66406 .75535 most extreme differences absolute .247 .313 .248 .320 positive .247 .266 .216 .275 negative -.216 -.313 -.248 -.320 test statistic .247 .313 .248 .320 asymp. sig. (2-tailed) .000c .000c .000c .000c source: calculation of spss 24 (2020) table 6 shows the asymp-sig (2-tailed) or significance of 0.000 so that the data were normally distributed and met the requirements for multiple linear regression analysis. linearity test linearity test aims to determine whether the two variables to be analyzed correlational statistics show a linear relationship or not. the linearity test was carried out using spss at 0.05 significance level. table 7. linearity test between commitment on performance sum of squares df mean square f sig. performance (y) * competency (x1) between groups (combined) 16.627 16 1.039 4.250 .001 linearity 10.351 1 10.351 42.327 .000 deviation fromlineariy 6.277 15 .418 1.711 .120 international journal of human capital management, vol. 6 (1), june 2022 93 | p a g e within groups 5.624 23 .245 total 22.252 39 source: calculation of spss 24 (2020) based on the linearity test between the competence and performance variables in table 7, the significance was 0.000 or lower than 0.05, so it can be concluded that there was a linear relationship between the two variables. table 9. linearity test between commitment and performance anova table sum of squares df mean square f sig. performance (y) * commitment (x2) between groups (combined) 6.252 11 .568 .995 .275 linearity .203 1 .203 .355 .000 deviation from linearity 6.049 10 .605 1.059 .224 within groups 16.000 28 .571 total 22.252 39 source: calculation of spss 24 (2020) based on the linearity test between the commitment and performance variables in table 8, the significance was 0.000 or lower than 0.05, so it can be concluded that there was a linear relationship between the two variables. table 9. test between motivation and performance sum of squares df mean square f sig. kinerja (y) * motivation (z) between groups (combined) 17.763 18 .987 4.617 .001 linearity 4.305 1 4.305 20.141 .000 deviation from linearity 13.459 17 .792 3.704 .003 within groups 4.488 21 .214 total 22.252 39 based on the linearity test between the motivation and performance variables in table 9, the significance was 0.000 or lower than 0.05, so it can be concluded that there was a linear relationship between the two variables international journal of human capital management, vol. 6 (1), june 2022 94 | p a g e multicollinearity test result the multicollinearity can be seen from the vif (variance inflation factor) and the correlation coefficient between independent variables. if vif < 5 or close 1, then multicollinearity does not occur. the multicollinearity test results can be seen in table 10. table 10. multicollinearity test results coefficientsa model unstandardized coefficients standardized coefficients t sig. collinearity statistics b std. error beta tolerance vif 1 (constant) 18,450 1,993 9,258 ,000 competence ,092 ,032 ,215 2,905 ,004 ,787 1,273 commit ment ,088 ,026 ,255 3,443 ,001 ,787 1,273 motivati on ,088 ,023 ,245 2,440 ,002 ,771 1,273 a. dependent variable: performance source: calculation of spss 24 (2020) based on table 10 , vif of competence variable was 1.273, vif of commitment variable was 1.273, vif of motivation variable was 1.273 showing vif <5. it can be concluded that there was no multicollinearity problem therefore the regression model can be accepted. multiple linear regression test results hypothesis 1 (h1) ho : competency, commitment, and work motivation simultaneously have no influence on performance of department of planning and finance in musirawas regency office ha : competency. commitment, and work motivation simultaneously have an influence on performance of department of planning and finance in musirawas regency office. table 11 f test (simultaneous) bwteen competency, commitment, and motivation on performance anovaa model sum of squares df mean square f sig. 1 regression 149,334 3 74,667 17,142 ,000b residual 767,821 197 3,898 total 917,155 199 a. dependent variable: performance b. predictors: (constant),competence, commiment and motivation source: calculation of spss 24 (2020) based on table 11, competency, commitment, and work motivation had a positive and significant influence because of f-calculated of 17.142 > f-table of 4.091. this illustrates the positive and significant influence between competency, commitment, and work motivation on performance in the department of international journal of human capital management, vol. 6 (1), june 2022 95 | p a g e planning and finance in musirawas regency office. hypothesis 2 (h2) ho : competency partially has no influence on performance of department of planning and finance in musirawas regency office ha : competency partially has an influence on performance of department of planning and finance in musirawas regency office table 12 t-test of competency and performance model unstandardized coefficients standardized coefficients t sig. b std. error beta 1 (constant) .578 .696 .682 .830 .412 competency (x1) .864 .150 5.749 .000 source: calcuation of spss 24(2020) table 12 shows the t-calculated for the competency variable was 5.749 and a significance value of 0.000. this shows that t-calculated > t-table or 5.749 > 1.684 and a significance value of 0.000 <0.05 meaning h0 was rejected and ha was accepted showing a positive and significant influence between competency on performance. this is in accordance with the results of previous studies such as that conducted by ade muslimat (2020) that competency had a positive and significant influence on the performance of 0.865 or 85%. this illustrates that there was a strong influence between competency on performance. furthermore, anisa putri sutrisno et al (2018) stated that competence had a positive and significant influence on performance with a strong value of 51%. furthermore, indarti and kurniawan (2020) prove that competency has an effect on performance, this is also supported by krisbowo et al (2017) that competence has an effect on performance, thus it is evident that competency owned by employees had a significant influence on performance. hypothesis 3 (h3): ho : commitment partially has no influence on performance of department of planning and finance in musirawas regency office ha : commitment partially has an influence on performance of department of planning and finance in musirawas regency office table 13 t-test of commitment and performance model unstandardized coefficients standardized coefficients t sig. b std. error beta 1 (constant) 4.105 .759 .095 5.409 .000 commitment (x2) .098 .165 .591 .558 table 13 shows the t-calculated for the commitment variable was 5.409 and a significance value of 0.000. this shows that t-calculated > t-table or 5.409 > 1.684 and a significance value of 0.000 <0.05 meaning h0 was rejected and ha was accepted showing a positive and significant influence between commitment on performance. this is in accordance with the results of previous studies such as that conducted by riris (2020) that commitment had a positive and significant influence on the performance of 0.445 atau 45 %. mahmud et al, (2010) stated that commitment can develop if the employee is able international journal of human capital management, vol. 6 (1), june 2022 96 | p a g e to meet expectations and needs, thus it is evident that commitment owned by employees had a significant influence on performance. hypothesis 4 (h4): ho : motivation partially has no influence on performance of department of planning and finance in musirawas regency office ha : motivation partially has an influence on performance of department of planning and finance in musirawas regency office tabel 14 t-test of motivation and performance model unstandardized coefficients standardized coefficients t sig. b std. error beta 1 (constant) 2.307 .750 .440 3.076 .004 motivation(z) .500 .166 3.019 .005 table 14 shows the t-calculated for the motivation variable was 3.076 and a significance value of 0.000. this shows that t-calculated > t-table or 3.076 > 1.64 and a significance value of 0.004 <0.05 meaning h0 was rejected and ha was accepted showing a positive and significant influence between motivation on performance. this is in accordance with the results of previous studies such as that conducted by rida nadia noer, et al (2020) that motivation had 0.621 or 62 % influence on performance. furthermore, yoeyong rahsel (2016) showed the influence of motivation on performance was 0.469 atau 46 %. thus, work motivationowned by employees had a significant influence on performance. coefficient of determination (adjusted r2) analyis table 15. coefficient of determination (adjusted r2) analysis model summary model r r square adjusted r square std. error of the estimate 1 ,864a ,746 ,754 1,877 a. predictors: (constant), competence, commiment and motivation source: calculation of spss 24 (2020) based on table 14, the r2 (r square) was 0.746 or (74.5%). this shows strong influence between competence variable, commitment vatiable, and motivation variable on performance at department of planning and finance in musirawas regency office. meanwhile, the remaining 25.5 % can be explained or influenced by other variables not studied. conclusion competency, commitment, and work motivation simultaneously had a significant and positive influence on performance where f-test was 17,142 > 4,091 and significance value was 0.000 < 0.05 at the department of planning and finance in musirawas regency office. partially, each competency, commitment, and work motivation variable had a positive and significant influence on performance, but the competency variable had the most dominant influence on the performance of 0.864 or 86%. this shows that the competency possessed by employees in the department international journal of human capital management, vol. 6 (1), june 2022 97 | p a g e of planning and finance in musirawas regency office was still low in terms of knowledge, skills, and experience. it is recommended that in the placement of employees to manage regional 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(2011). pengaruh kompetensi terhadap kinerja karyaw an (survei pada pt. frisian flag indonesia wiayah jawa barat). majalah ilmiah unikom vol. 7 no. 2 , 249-267 international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 6 (01), june 2022 76 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 6, no. 1, december 2022, p 76-86 use of e-commerce in increasing sales of small and medium-sized micro enterprises (msmes) boutiques is amid pandemic covid-19 mohammad imam sufiyanto1, shalehoddin2 institut agama islam negeri madura bersamabiologi@gmail.com abstract the covid-19 pandemic struck indonesia and also the rest of the world, which has a huge impact in the micro, small and medium enterprises (msmes). it is necessary to have a big movement to revive the economic passion in indonesia, especially msmes, one of which is by utilizing ecommerce. e-commerce is one of the means in the process of buying and selling products produced with a system that includes the use of the web online. boutique is a fashion store that sells a variety of high-quality and exclusive clothing and accessories, customers can directly view the products being sold, register personal information, make orders, pay for goods. e-commerce is created using the php programming language and mysql database, using the web modeling language (webml) methodology. it was obtained that the e-commerce data presented can increase the value of sales in the covid-19 pandemic with the use of e-commerce makes it easier for consumers to choose items to be consumed or used without face-to-face or meeting between sellers and buyers. the online process is much more efficient compared to visitors coming directly to the store. keywords: “e-commerce”, “web modeling language (web ml). received: 20 january 2022 accepted: 31 may 2022 publish: june 2022 how to cite: sufiyanto, m.i., et.al. (2022). use of e-commerce in increasing sales of small and mediumsized micro enterprises (msmes) boutiques is amid pandemic covid-19, international journal of human capital management, 6(1), 76-86. https://doi.org/10.21009/ijhcm.06.01.7 http://journal.unj.ac.id/unj/index.php/ mailto:bersamabiologi@gmail.com international journal of human capital management, vol. 6 (01), june 2022 77 | p a g e introduction the development of information technology (it) cannot be denied anymore. the field of business, social, it development provides such great benefits and the community is easier to conduct business transactions and communicate. information technology (it) plays a role in improving the quality of the economy of the community. the pace of it provides development opportunities in the economic sector and increases social interaction in a more advanced direction through the technology offered and provides opportunities for all parties to be able to share information and knowledge (daariy, 2021). the ministry of cooperatives and msmes that was of has been quoted from the https://kominfo.go.id/ page reported the growth of several entrepreneurs who initially 1.6% to 3.1% of the existing population-based on bps data processing. the creation of jobs and the pace of the economy are supported by the population of entrepreneurs because they can see opportunities and create new businesses. especially in this day and age, in starting a business there are almost no obstacles. but there is a difference with the present. the international labour organization (ilo) surveyed the impact of the covid-19 pandemic on 571 micro small and medium enterprises (msmes). the survey was conducted on april 6-24, 2020, where the result was that 70% of msmes experienced production stops due to covid-19 (https://katadata.co.id/berita). on the other hand, the minister of cooperatives and msmes stated that the covid-19 pandemic had a greater impact on the sustainability of msmes (https://bisnis.tempo.co/read). furthermore, it was revealed that msmes are constrained in terms of cash flow health that requires is laying off workers, constrained by supply and lack of purchases from consumers. before the covid-19 pandemic, boutique sales are usually done conventionally or waiting for customers who come to buy goods sold are still ongoing, supported by the covid-19 pandemic that requires always being at home, so sales are decreasing so that it requires making an online sales system. the existing cycle in e-commerce includes all components in the trade such as customer service, product services, way of ordering, payment methods, and promotions that apply to certain goods (pancasasti et al., 2021). problems that are often faced by conventional boutique stores in the sale of clothing products include old items that are not sold, the need for the latest information about products that are rather difficult to obtain, the service process in order becomes slower due to the covid-19 pandemic, less vociferous promotions make sales not maximal (andriyanto, 2018). the creation of a sales system on an e-commerce basis is expected to increase sales to the maximum either obtained from ordering directly in the store or ordering online. facilitates the information that, customers want to know about the type of product, the number of products, product searches. for promotions are carried, out for new goods and also goods that have not been sold by imposing discounts in accordance with boutique management policies (irawan et al., 2020). from these problems, support is needed to increase sales and cash inflows. the emergence of the e-commerce market has created vast market opportunities for retailers and logistics service providers, can increase purchasing and sales satisfaction, and can facilitate the ability of logistics service providers to manage larger ones. although the covid-19 pandemic is sweeping, internet access can still be utilized. the world of e-commerce is wide open for msmes to increase their sales. msmes are indirectly forced to change the way their transactions, which were initially offline than in this pandemic period turned online. e-commerce is believed to increase sales of msmes (azizah et al., 2019). international journal of human capital management, vol. 6 (01), june 2022 78 | p a g e literature rivewew a. e-commerce e-commerce is a trading system using the web online, has many definitions embraced by experts, namely: a. according to mcleod pearson (2008: 59) states that electronic commerce or also called ecommerce is the use of communication networks and computers to conduct business processes. a popular view of e-commerce is the use of the internet and computers with browsers for the purchase and sale of products. b. according to shely cashman (2007: 83) who states e-commerce or short for electronic commerce which is defined literally as electronic commerce is a business that occurs in electronic networks such as the internet. anyone who can use and access a computer can make purchases and payments from goods or services they purchase and participate in ecommerce. c. according to joni wong (2010: 33) states that electronic commerce has the understanding of buying, selling, and marketing goods and services through electronic systems, such as radio, television, and computer networks or the internet. based on the statement of the experts it can be concluded that the understanding of e-commerce is the process of buying and selling transactions conducted over the internet where the website is used as a container to carry out the process. b. types of e-commerce based on its characteristics e-commerce can be divided into several types, namely: 1) business to business (b2b) this type has the characteristics of trading partners who already know each other and between them have established a relationship that lasts quite a long time. the information you have is exchanged only with the partner. data exchange is done repeatedly and periodically with a mutually agreed data format. one of the perpetrators did not have to wait for their colleague to send the data. a commonly used model is peer-to-peer where processing intelligence can be distributed across both businesses. 2) business to customer (b2c) this type of e-commerce has characteristics that are open to the public, where information is disseminated in general and can be accessed freely. the services used are general so that they can be used by many people, for example: because web-based systems are commonly used. on-demand services, manufacturers must be ready to respond according to consumer demand, often done client-server approach system. 3) customer to customer (c2c) this type of e-commerce has the characteristics of selling that can be done directly to other consumers both in the form of products and services. for example: a consumer sells goods and advertised on the web, and purchased by other consumers who participate in accessing them. 4) costumers business (c2b) characteristics the possessed by this type of e-commerce is a business model where consumers create value and companies consume that value. for example: when consumers write reviews, consumers as individuals provide and create value for the company. c. benefits of e-commerce in the business world in the world of e-commerce business has a very important role in making transactions such as: 1. can increase market exposure or market share with online transactions everyone can see and order goods sold globally worldwide. 2. lower operational costs because transactions conducted online are already programmed in the computer so that costs for showrooms, excessive salary expenses, and others do international journal of human capital management, vol. 6 (01), june 2022 79 | p a g e not occur. 3. expand the reach to be wider, because access is not limited by place and time, everyone can access it if they have an internet-connected computer. 4. increase customer loyalty due to the provision of complete information so that purchases can be made at any time and consumers can choose their own desired products. 5. increasing supply management is seen from the efficiency of the company's operational costs, especially in the number of employees and the number of stock of goods available so that to further improve the efficiency of these costs, a good supply management system must be improved. in terms of opportunities, e-commerce benefits greatly compared to traditional transactions, offering reduced transaction costs and providing convenience for all consumers. during the covid19 pandemic, e-commerce was able to accelerate business development and accelerate operational adjustments (paryadi, 2018). d. web modeling language (web ml) web modeling language is one way of doing web design which is the third generation built by modeling the web using special symbols. the purpose of using web ml is to support the design and implementation of so-called data-intensive web applications defined as websites using access as well as maintaining a certain amount of structured data, usually stored as records in database management systems, such as those imposed on online commerce and e-commerce applications. what is meant by data-intensive is a site that has a large amount of data, interfaces aimed at the general public, oriented to browsing and fascinated, and the content, structure, navigation and presentation are volatile (firmansyah et al., 2020). web ml is used to model conceptual data and propose original notation to express navigation and interface composition features. visually modeling the scope of a page or site, it is structured to make it easier to implement a new generation of case tools that are able to automate all approaches related to the same sematic modeling of web applications so as to separate the specifications from each site page (setiawan, 2018). picture 1 development concept web ml the specification of the site with web ml is by describing the content of a website, describing the flow of the data organization conceptually. web ml still combines with er modeling, objectoriented modeling, and class diagrams in uml. for calculation depictions, structured models use qol, which is a query language to be able to provide a more specialized set of information (cicik harini dan sb handayani, 2019). international journal of human capital management, vol. 6 (01), june 2022 80 | p a g e picture 2 component unit web ml has a basic component unit in the creation of web design, a unit of data describing all information about a single object. by describing the selection of a lot of information, a meaningful site of the concept has been given a structure chart. data units describe the same components or entities to display alternative views on the web. a data unit requires a component or entity as a pointer unit. the selection that includes data units is described using unit data elements (tunnufus, zakiyya, wulandari, 2019). multi-data units describe various events of a component or entity that are in a set of objects, with repetitions pointing several similar units, with specification components for containers used in indicating events referring to entities, relationships, or components. multi data units are represented by how a component can be described in the same multi-data unit by displaying all attributes. index unit is a description of an index that presents various activities carried out by entities or component lists by tagging each object like a table of contents without displaying detailed information from each object (yulida army nurcahya, 2019). scroller units to provide commands in accessing elements of a system ruled through units of objects in containers. events that exist in an entity or all objects are connected to other objects through relationships or relationships. scroller units can be used in conjunction with data units that describe the container elements. the filter unit provides an input place to search for objects in a container of a set of objects. used in conjunction with index or multi-data units, to present objects performing search conditions by assigning containers in search attribute elements (saputra, 2021). direct units describe the information of various indexes that contain a single object that connects to another object with a one-to-one relationship. picture 3 design development web ml accessing a website requires navigation to be able to jump to another site page by assigning links depicted in a unit on a single page, between units on different pages, and between pages. links can run view transfer from one page to another, relaying information from one unit to another, resulting in some additional commands (rustandi et al., 2020). types of links used in web ml: international journal of human capital management, vol. 6 (01), june 2022 81 | p a g e a. contextual link this link to connect between two units, i.e. the source and destination units, is usually run through the anchor link or the submit button. this link is used to move users and from one page to another and send information through that move. picture 4 contextual link this type of link consists of several types that can be used as needed, namely: a) parameter link this link is used by listing the parameters that are desired to be sent with this link. sometimes in some conditions, this link does not include the name of the parameter on the link line so it is also called a normal link. picture 5 parameter link b) automatic link this link is automatically generated along with the original element without user intervention. users can replace the destination of the link with the anchor. picture 6 automatic link c) transport link transport links are also automatically generated without user intervention. but the user cannot change the purpose of the link. this link is usually depicted with a dotted line. picture 7 transport link international journal of human capital management, vol. 6 (01), june 2022 82 | p a g e b. non-contextual link transport links are also automatically generated without user intervention. but the user cannot change the purpose of the link. this link is usually depicted with a dotted line. picture 9 non-contextual link methodology this research is library research that is research conducted by examining literature materials or secondary materials that are following the problems studied. while judging from its nature, this study is descriptive. where there is a detailed analysis of each problem that contains the subject of discussion. under the type of literature research, the source of data in this study comes from the literature in the library. the data source is clarified into the primary material in the form of books related to the creative economy, development economy. secondary material in the form of literature discussed by other thinkers concerned with the discussion of this research. and tertiary materials in the form of materials that provide clues and explanations to primary and secondary materials, for example, dictionaries, knowledge, cumulative index of papers, internet, and so on. so that the latest information is obtained and closely related to the problem, then the literature sought and selected must be relevant (yulida army nurcahya, 2019). results and discussion here are the results of e-commerce along with the resulting output display: a. planning in boutiques for e-commerce, design is made based on the current system that has been done, for the sale of products made by customers is to choose the product to be purchased then submit the product to the sales staff to check the stock, if the stock is there then the sales staff writes a sales note after that gives the purchased product and a sales note to the customer, the customer makes payment by handing it to the sales staff (helmalia & afrinawati, 2018). the sale of goods made with e-commerce has the flow that customers do first is to register, choose the product to be purchased, and then press the finished button. goods spending transactions can be done if the customer can already log in with the registered account. customers can choose the desired product and put it in the shopping cart along with the number of products ordered, after which it generates customer data and shipping city-data. when ordering with the system will send a notification of the product order (sugiarti, yenny., 2020). based on business processes the system runs and is converted into an e-commerce system, it can be described the relationship between actors and the process by using a use case diagram, as seen in figure 9 below. international journal of human capital management, vol. 6 (01), june 2022 83 | p a g e picture 10 use case relationship between actor and process to design using the web model currently used is the web modeling language (web ml) seen in figure 6, which describes the relationship between city elements in customers, customers on orders, orders on confirmed customers and order_detail, categories on products, products on order_detail. b. e-commerce design modeling e-commerce applications use hypertext models and operation models that are one part of web ml that describes the relationships between the displays used. in figure 6 describing the entire page of this e-commerce web, it is seen that there is a relationship on each page of the site. the process of ordering the product by the way the for customer, chooses the desired product and puts it in the shopping cart along with the number of products ordered, after which login or register a new account then checkout, input customer data, and the delivery city. when placing a successful order then the system will provide a product order notification. for depictions with web ml as seen in figure 11 here: picture 11 product ordering process e-commerce view has a menu consisting of home, product, article, about us, how to buy and confirm, on the page if you have completed the selection of products then selected the cashier button that is red as seen in the picture. 12 below: international journal of human capital management, vol. 6 (01), june 2022 84 | p a g e picture 12 transaction view creation of a booking report based on a specific period based on the status of the booking so that the required reports can be described with web ml as seen in figure 13 picture 13 booking report creation in its implementation, a report is needed that can provide information about all transactions made online. in e-commerce for order, reporting accessed five fields namely id orders, customer name, order number, order date, and total, so that management can evaluate it. picture 14 order report view the selection of the five fields with the consideration, that the resulting report can provide accurate data about online sales activities. international journal of human capital management, vol. 6 (01), june 2022 85 | p a g e conclusion e-commerce has not fully covered all elements, such as shipping that cannot be listed because it involves third parties. for further research, it is recommended that you can build e-commerce from the creation of customer logins, orders, payments, notifications, reports to the condition of goods delivered can be informed to customers, to provide complete service. and can provide reviews of goods that have been received as input to sellers who use e-commerce, so that customer loyalty can continue to be maintained. reference andriyanto, i. 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(2019). analisis pengaruh perkembangan fintech dan e-commerce terhadap perekonomian masyarakat. jab, 4(1), 245– 247. international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 4 (1), june 2020 87 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 4, no. 1, june 2020, p 87-107 analysis of factors that effect lecturer productivity producing international scientific article in private university: motivation as a moderating variable dewi andriani universitas negeri jakarta email: dewiandriani_im11s3@mahasiswa.unj.ac.id dedi purwana universitas negeri jakarta email: dpurwana@unj.ac.id dewi susita universitas negeri jakarta email: dewisusita_man@unj.ac.id abstract in accordance with the demands facing global challenges, lecturers are one of the important factors for creating competent university graduates, and the main role of colleges/universities is teaching, research and community service and directed to expand knowledge and open new avenues of science and technology. the purpose of this study is to analyze the factors that affect the productivity of lecturers producing international scientific article in private universities by using the structural equation modeling. the data used are primary data by conducting surveys with a total of 310 respondents, and the analysis used includes validity, reliability, multiple linear regression, sobel tests, and hypothesis testing. the results showed that the positive direct effect of reward system, transformational leadership style, communication and motivation on lecturer productivity. furthermore. from the four exogenous variables, communication proved to be the most dominant influence on productivity, amounting to 5,132, and also the results of the study showed that the positive indirect effect through motivation was a moderating variable. keywords: reward system, transformational leadership style, communication, motivation, lecturer and structural equation modeling received: 31 january 2020 ; accepted: 16 march 2020 ; publish; june 2020. how to cite: andriani, d., purwana, d., & susita, d. (2020). analysis of factors that effect lecturer productivity producing international scientific article in private university: motivation as a moderating variable. international journal of human capital management, 4 (1), 87-107. https://doi.org/10.21009/ijhcm.04.01.08 http://journal.unj.ac.id/unj/index.php/ https://doi.org/10.21009/ijhcm.04.01.08 international journal of human capital management, vol. 4 (1), june 2020 88 | p a g e introduction human resource management (hrm) designs management systems to ensure that human talent is used effectively and efficiently to achieve organizational goals (mathis & jackson, 2008: 4) through developing human resources to develop organizational infrastructure, improve business processes, or increase knowledge , innovation, or other organizational parameters (rasool, samma, wang, yan, & zhang, 2019). then, hrm focuses on how to manage employees as human resources (human assets) which are the most strategic elements (natural, 2015), and are considered as the most important assets in the organization (safiullah, 2014: 22). while employees as human capital can be interpreted as individuals with talents, abilities, experience, professional expertise, relationships, and others (mathis & jackson, 2008: 4) based on knowledge, education, work competence, and psychometric evaluation ( parvin & kabir, 2011; pasban & nojedeh, 2016). in this case, lecturers can be interpreted as human assets and human capital who are professional educators in higher education institutions and are employed by universities or higher education institutions to carry out teaching, research and administrative tasks in accordance with the subject specialists they have ("law no. 14 of 2005 concerning teachers and lecturers"). lecturers as employees of an organization, college/university are contributing greatly in the form of skills, knowledge or values (pelinescu, 2015; zameer, ali, & amir, 2014) so that lecturers play a very strategic role to achieve the goals of higher education (nazari, basri, & idris, 2012) in order to create competent university graduates (agustini, amanah, & harmen, 2014). according to nyaribo (2014: 135), the university's main role is teaching, research and community service is a harmonious and mutually beneficial activity (galbraith and merrill 2012; ramsden and moses 1992; taylor 2007 in cadez, dimovski, & groff, 2016). in this context, the role of lecturers in addition to teaching and community service, the role of lecturers is to conduct research, write and publish (rwp) the results of research in international journals which are important activities in universities or higher education institutions as an effort directed to expand knowledge and open new avenues of science and technology. therefore, through research, universities or higher education institutions make important contributions to the growth and development of a country's vital sectors to encourage national and global development (ifijeh, ogbomo, & ifijeh, 2018). according to aithal (2016), higher education institutions must have a goal not only to provide quality education centered on students but also to be involved in creating new knowledge, namely developing good infrastructure for teaching and learning by designing curricula that focus on industry-oriented skills, apply innovative and effective pedagogy (ahmadein in implementing the 2030 agenda at higher education institutions: challenges and responses, 2019: 18). research and publication are complementary because research efforts and findings can be communicated (okonedo, 2015). as academics in higher education, lecturers have the responsibility to conduct research, teaching, and development of science (khazragui & hudson, 2014; su & wood, 2012) and lecturers as scientists are to conduct scientific reasoning and research and disseminate them, scientific publications ( law (uu) no 12 of 2012 concerning higher education this is an inseparable obligation for every lecturer in the framework of the tri dharma of higher education (ministerial regulation of the empowerment of state apparatus and bureaucratic reforms (permen pan-rb) number 17 year) 2013 on lecturer functional position and credit score) then, each lecturer is required to make scientific journals and be published in scopus at least once a year, while professors are biennial (minister of research, technology, and higher education regulation of the republic of indonesia number 20 of 2017 regarding giving lecturer professional allowance and honorary allowance professor), sedan even professors are required to have scientific works or other monumental works that are very special in their fields and receive international recognition (law no. 14 of 2005 article 49 paragraph 3), and if they are unable to fulfill the mandate, the lecturer allowance and professor allowance is terminated (nasir, 2017) . international journal of human capital management, vol. 4 (1), june 2020 89 | p a g e lecturer productivity as a measure of productivity or performance / work of lecturers (kim & ployhart, 2014; upev, chorun, & idachaba, 2015) in indonesia as a researcher, conducts reasoning activities, scientific research and disseminates them or publishes them in the form of scientific papers of national standard and international tend not to be optimal. the productivity of lecturers in indonesia as indicated researchers tends to be less productive when compared to researchers from malaysia and thailand, and this condition is a general reality that occurs in various universities both state universities (perguruan tinggi negeri -ptn) and private universities (perguruan tinggi swasta pts) in indonesia. according to nasir (2019), currently there are 5,500 people, while there are only 2,250 people doing research and publication of their work, there are still many professors in a number of universities in indonesia not doing research and publications. "professors certainly have to do research and publications, not just just enjoy the honor allowance "said nasir in padang, wednesday (3/13/2019) as quoted antaranews.com. (higher education: 2,250 professors do not do research and publications, https://beritagar.id/artikel/berita/2250-profesor-takakukan-riset-dan-publikasi . accessed march 15, 2019). based on kemristekdikti data, in 2016, of 5,216 professors in indonesia, as many as 1,132 people have already published scopus indexes a library database containing abstracts and citations of academic journal articles (higher education: 2,250 professors not doing research and publication, https://beritagar.id/artikel/berita/2250-profesor-takakan-riset-dan-publikasi . accessed march 15, 2019). table 1 .: comparison of indonesian international publications in the scopus period 2010 april 2016 1) 1) source: (directorate of intellectual property management directorate general of research and development based on table 1, the number of indonesian scientific publications indexed by scopus as of april 2016 ranks indonesia below malaysia and thailand. however, as of april 6, 2018 mohamad nasir, minister of research, technology and higher education stated that indonesia succeeded in surpassing singapore and thailand, the number of indonesian international scientific publications was 5,125, while singapore was 4,948 and thailand were 3,741, and malaysia remained superior with 5,999 (salip singapore, indonesia scientific publication ranked 2nd in asean, https://risbang.ristekdikti.go.id/publikasi/berita-media/salip-singapurapublikasi-ilmiah-indonesia-peringkat-2-asean/. accessed april 12, 2018) . furthermore, the data obtained that the ratio of productivity of lecturers as writers of international scientific publications in scopus (international journal scopus indexed) in 3 (three) private tertiary institutions, namely trisakti university, bina nusantara university and tarumanagara university that the number of publication authors compared to the total number of lecturers owned by each private university are as table 2 as follows: year malaysia thailand indonesia philippines 2016 (april) 6.630 3.864 2.062 664 2015 24.460 11.886 6.706 2.286 2014 27.911 13.244 6.219 2.020 2013 25.004 12.171 4.997 1.881 2012 22.564 11.898 3.811 1.734 2011 20.663 10.695 3.227 1.580 2010 15.662 9.993 2.602 1.329 total 142.894 73.751 29.624 11.494 https://beritagar.id/artikel/berita/2250-profesor-takakukan-riset-dan-publikasi https://beritagar.id/artikel/berita/2250-profesor-takakan-riset-dan-publikasi https://risbang.ristekdikti.go.id/publikasi/berita-media/salip-singapura-publikasi-ilmiah-indonesia-peringkat-2-asean/ https://risbang.ristekdikti.go.id/publikasi/berita-media/salip-singapura-publikasi-ilmiah-indonesia-peringkat-2-asean/ international journal of human capital management, vol. 4 (1), june 2020 90 | p a g e table 2.: data on international scientific articles publication in 3 (three) private universities in scopus (international journal scopus indexed) 2) from table 2. it can be analyzed that the ratio of lecturer productivity which is the result of work or lecturer performance as a researcher in the publication of international scientific works in the 3 (three) private universities tends to be still low, namely 30.40%. that is, it is still far from the provisions regulated as mandated by various regulations and legislation in force as in permenristekdikti number 20 year 2017 law no 14 of 2005 article 1 paragraph 2 about teachers and lecturers, law no 12 of 2012 article 12 paragraph 2 regarding higher education, pan-rb permen number 17 of 2013, and regulation of the minister of education and culture of the republic of indonesia number 78 of 2013. thus, strategic and focused and ongoing efforts are needed to address these problems through strategic policies in the form of stimulus programs through reward systems, transformational leadership styles, communication and motivation in order to increase the productivity of lecturers producing international scientific work. this has become a critical issue and research gap as well as researchers' interest to examine it as the subject matter (statement of problem) in this study about "the effect of the reward system, transformational leadership style, communication and motivation on the productivity of lecturers in private colleges" as a scientific study. based on the problems that have been described, then several problems that need to be investigated. the variables to be investigated are the rewards system (), transformational leadership style (x2), communication (x3), and motivation (x4) as exogenous or independent variables, productivity (y) as endogenous or dependent variables, and motivation (x4) as a moderating variable. the research constellation model is in figure 1, and each variable has indicators that will be measured from respondents through a questionnaire and the research constellation model as shown in figure 1. thus, it can be formulated that there are 12 (twelve) hypotheses in this study as follows: : 1. reward system has a direct positive effect on productivity. 2. transformational leadership style has a direct positive effect on productivity. 3. communication has a direct positive effect on productivity. 4. motivation has a direct positive effect on productivity. 5. transformational leadership style has a direct positive effect on reward system. 6. transformational leadership style has a direct positive effect on communication. 7. transformational leadership style has a direct positive effect on motivation. 8. rewards system has a direct positive effect on motivation. 9. communication has a direct positive effect on motivation. 10. reward system indirectly has a positive effect on productivity through motivation. 11. transformational leadership style indirectly has a positive effect on productivity through motivation. 12. communication has an indirect positive effect on productivity through motivation. no private university total lecturer total publication lecturer productivity ratio (%) publication writer (people) international scientific articles (documents) 1 universitas trisakti 895 109 165 12,17% 2 universitas bina nusantara 1.289 731 705 56,71% 3 universitas tarumanagara 862 86 114 9,98% total lecturer in the 3 (three) private universities until june 1, 2016 3046 926 984 30,40% 2) source: directorate of intellectual property management directorate general of research and development strengthening kemenristek dikti and from table 2. it can be analyzed that the productivity ratio of lecturers which is processed from various other sources. international journal of human capital management, vol. 4 (1), june 2020 91 | p a g e figure 1: constellation model source: various opinions & publications, developed for research note: 1. the indicator of rewards system (x1) as independent variable consists of (1) financial and non-financial incentives (fn) ; (2) flexible schedule (fs) ; (3) promotion (pn) ; (4) job responsibilities (jr); (5) change in status (cs); (6) praise (pe); feedback (fb) ; (8) good leader (gl); (9) cultivating organizational culture (co); (10) challenging task (ct). 2. the indicators of transformational leadership style (x2) as independent variable consist of (1) ideal influence (ii), (2) inspiration motivational or charismatic (im); (3) intellectual simulation (is), dan (4) individual consideration (ic); 3. the indicator of communication (x3) as independent variable consists of (1) openness (os) ; (2) empathy (em) ; (3) support (su) ; (4) positive feelings (pf) ; (5) similarity (si) ; (6) performance oriented (po); 4. the indicators of motivation (x4) as independent variable consists of (1) mission, vision, and goals of the organization (mv); (2) skill level (sl); (3) knowledge of completing tasks (kc); (4) feelings and emotions (fe); (5) facilitating (fa); (6) management behavior (mb); (7) quality of work life (qw); (8) recognition (re); (9) employee involvement (ei) ; (10) conditions of service (qs); 5. the indicators of productivity (y) as dependent variable consists of (1) quality (ql); (2) quantity (qn); (3) the specified process (ps) (4) output (ot) ; (5) outcomes (os). literature review according to (leblebici, 2012), an increase in performance can be interpreted as functional and organizational productivity including: quality, namely the ratio to measure how well an organization (or individual, industry, country) to change the input resources in the form of labor, materials, machinery, and others become goods and services. research performance in the academic world usually refers to scientific progress, mostly published in academic journals (cadez et al., 2016). according to (mustapa & mahmood, 2016), job performance is a key term that is applied to describe how well an employee's performance is related to his duties, and must be seen as behavior rather than results. according to experts in okonedo (2015) that the productivity of publications is expressed by the number or quantity of papers published by the international journal of human capital management, vol. 4 (1), june 2020 92 | p a g e units selected in a certain time, and the quantity indicators for research for example: the number of publications, citations, and grants (cadez et al., 2016). according to iqbal and mahmood (2011: 189), productivity of publications are papers published and produced by selected units in a certain time in the form of real results from research and published in professional journals, conference processes, writing books or chapters in books, working with post-graduate students scholars in dissertations, and class projects, carrying out editorial assignments, obtaining patents and licenses, writing monographs, developing experimental designs, producing works of an artistic or creative nature and engaging in public debates and comments. while the understanding of research can be interpreted as a rigorous, systematic, validating, verified, empirical, critical, analyzing and interpreting process of information to answer questions by collecting, verifying, and analyzing information (ifijeh et al., 2018) and research is an ongoing process , namely seeking the truth or trying to approach reality (iqbal & mahmood, 2011: 189). according to experts as quoted by agustini et al., (2014), the notion of productivity is not only "doing something right" to achieve maximum performance, but "the right thing" to achieve maximum effectiveness, namely as what people can produce with less effort and as employee hourly outputs by considering quality as well as improving functional and organizational performance, including quality. according to kim & ployhart (2014), performance is operationalized in terms of employee productivity in the form of an organization / company workforce efficiency to produce outputs. higher education outputs are in the form of journal articles, books published, chapters in books, technical reports, conference papers, seminar papers, edited works, workshop papers, theses and other types of publications (ifijeh et al., 2018). outputs are closely related to human resource activities and performance measures that include efficiency and effectiveness (upev et al., 2015). then, aderibigbe (2017: 76-77) describes that employee productivity is related to the extent to which members of the organization contribute to achieving organizational goals.while organizational success is dependent on employee performance, such as: employees who are creative, innovative, and committed (al doghan & albar, 2015). productivity in the education sector can be taken as a measure of the success of operations of activities that will lead to the realization of the goals and objectives of the sector in the economy as it applies to other forms of business or corporate organization (adu, 2015), and the effectiveness of higher education institutions must be measured based on research productivity these institutions, the ability to generate new knowledge in the form of publications using their active resources as a result of the institution (aithal, 2016). from the various descriptions above, the notion of productivity as the dependent variable in this study can be interpreted as an aggregate of lecturers' performance in producing international scientific work in private universities that is influenced by the reward system, leadership style, communication and motivation. with several indicators adopted from (saeed et al., 2013); (veliu et al., 2017); (wamala & ssembatya, 2013); (cadez et al., 2016); sudhier and abhila (2011) in (okonedo, 2015); (aithal, 2016) as follows: (1) quality; (2) quantity; (3) process specified; (4) output; (5) outcomes. understanding the reward system as an independent variable in this study can be interpreted as rewards given in accordance with contributions, skills and competencies as an encouragement to have a positive attitude at work in order to increase the motivation and productivity of lecturers in private universities to produce and increase the productivity of international scientific work. with several indicators adopted from (ibrar & khan, 2015); (upev et al., 2015); (akafo & boateng, 2015); and (eshak et al., 2016) as follows: (1) financial and non-financial incentives; (2) flexible schedule; (3) promotion; (4) job responsibilities; (5) change in status; (6) praise; (7) feedback; (8) good leaders; (9) fostering organizational culture; (10) challenging tasks. effect of a direct reward system on productivity human resource management (hrm) focuses on how to manage employees as human resources which is the most strategic element (natural, 2015) in an organization / company. according to (ibrar & khan, 2015); (upev et al., 2015); (akafo & boateng, 2015); (eshak et al., 2016); (yamoah, 2013); and (aithal, 2016) which states that a reward or reward system (wasiu & adebajo, 2014) international journal of human capital management, vol. 4 (1), june 2020 93 | p a g e is a reward given objectively through fair treatment (fernandez & pitts, 2011) by management (ndungu, 2017) in accordance with contributions, skills and competencies as an encouragement to have a positive attitude at work in order to increase motivation and productivity. the effect of the reward system directly on motivation. according to (natural, 2015), employee motivation as a human resource (hr) is the most strategic element to achieve the organization's mission, vision, and goals (olusadum & anulika, 2018) because there is a positive relationship (weldeyohannes, 2015) between motivation and productivity / performance (robescu & iancu, 2016; shahzadi et al., 2014; zameer et al., 2014); (mohamud et al., 2017).), that is every organization focuses on what must be done to achieve high levels of productivity or performance (mohamud et al., 2017; al doghan & albar, 2015) and sustainable by paying special attention on how individuals can be well motivated through means such as incentives, rewards (mansor et al., 2014), leadership, etc. (said, zaidee, zahari, ali; & salleh, 2017: 632; wasiu & adebajo, 2014; muda et al., 2014) and communication patterns (onanda, 2015). according to došenović (2016: 107), rewards to employees are one of the activities of human resource management, ie rewards given by companies / organizations to employees for the achievement of performance and a well-designed reward system in the form of salaries, incentives, bonuses, promotions, job security , and others as well as intrinsic / internal rewards, intangible rewards, namely psychological rewards are in the form of rewards for facing new challenges, positive and caring attitudes from employers, and job rotation (safiullah, 2014: 22). the effect of the reward system indirectly on productivity through motivation. employees must be motivated by providing adequate resources including job security, challenging job assignments, participation in decision making, incentives and monetary rewards are the main factors and are priority in motivating people to work (robescu & iancu, 2016; chandrasekar, 2011) . in line with this opinion, (ibrar & khan, 2015) states that the main purpose of financial rewards and non-financial rewards are to attract and retain employees, motivate to achieve high levels of performance, and to obtain and strengthen the behavior desired by employees because of the level of employee productivity. higher education provides organizations and employees with various benefits (hanaysha, 2016). in this context, the notion of an award system is the rewards given to employees in accordance with their contributions, skills and competencies as an encouragement that employees have a positive attitude at work to increase motivation and productivity and there is an indirect influence of the reward system on the productivity of lecturers to produce scientific work internationally in private universities through motivation. understanding transformational leadership style as an independent variable in this study can be interpreted as the behavior of leaders as agents of change, inspiring increased motivation and productivity of lecturers in private universities to produce international scientific work. with several indicators adopted from (voon et al., 2011); (veliu et al., 2017); (ahmad et al., 2014); and (aydin et al., 2013) as follows: (1) the ideal influence; (2) inspirational motivation; (3) intellectual simulations; (4) individual consideration. productivity in organizations basically rests on the human resources owned by the organization as human capital. in this case, private universities (pts) need leaders who can direct and develop lecturers in accordance with their authority towards the achievement of organizational goals set by communicating effectively (luthra & dahiya, 2015) which have four dimensions consisting of ( 1) ideal influence, (2) charismatic; (3) intellectual simulations, and (4) individual considerations (voon et al., 2011); (veliu et al., 2017); (ahmad et al., 2014); and (aydin et al., 2013). the influence of transformational leadership style directly on the reward system. leadership style can be interpreted as a behavior and strategy that can maximize productivity by leaders when trying to influence the performance of their subordinates by implementing a system of rewarding employees.. employee motivation as a human resource (hr) is the most strategic element to achieve the organization's mission, vision and goals (olusadum & anulika, 2018) because there is a positive relationship (weldeyohannes, 2015) between motivation and productivity/performance (robescu & iancu, 2016; shahzadi et al., 2014; zameer et al., 2014); (mohamud et al., 2017).), that is every organization focuses on what must be done to achieve high levels of productivity or international journal of human capital management, vol. 4 (1), june 2020 94 | p a g e performance (mohamud et al., 2017; al doghan & albar, 2015) and sustainable by paying special attention on how individuals can be well motivated through means such as incentives, rewards, leadership, etc. (said, zaidee, zahari, ali; & salleh, 2017: 632; onanda, 2015; wasiu & adebajo, 2014; muda et al., 2014) as well as communication patterns (onanda, 2015). in terms of completing employee work well, on time, and dare to take risks. according to (bao & nizam, 2015), reward systems in organizations must be designed and implemented correctly to reinforce positive behavior that will directly instill positivity to employee performance because the rewards system and organizational procedures help motivate employees to achieve the organization's vision and goals (gathii & k'obonyo, 2017) to improve productivity / performance (iqbal et al., 2015). the effect of transformational leadership style directly on communication. according to (ajala, 2012), the role of effective communication in an organization's work environment is to avoid and resolve various problems that might occur so as to produce stronger morals and more positive attitudes towards work. in this context, leaders who have a transformational leadership style are interpreted to be able to communicate and articulate and define the vision, mission, goals and objectives of the organization / company, and subordinates must accept and acknowledge the credibility of their leaders (boateng, 2014, 36-37). according to brandt & kakkuri (2016: 120), the findings show that leaders who have transformational leadership styles more often show intelligent, controlled, and transparent communication styles. the effect of transformational leadership style directly on motivation. transformational leadership style is essentially emphasizing a leader needs to motivate his subordinates to carry out their responsibilities more than they expect (money, 2017; iqbal et al., 2015), in the opinion of experts quoted (ahmad et al., 2014); and (aydin et al., 2013) that transformational leadership style has four dimensions as follows: first, idealist influence, individual consideration, intellectual stimulation, inspirational motivation, has a strong correlation between transformative leadership behavior and high productivity among employees (olusadum & anulika, 2018). in this context, there is a leader's influence on motivation towards extra effort driven by extrinsic factors on the part of subordinates; namely usyang inspired by the leader himself. the influence of transformational leadership style indirectly on productivity through motivation. according to (natural, 2015) which states employee motivation as human resources (hr) is the most strategic element to achieve the organization's mission, vision, and goals (olusadum & anulika, 2018) because there is a positive relationship (weldeyohannes, 2015) between motivation and productivity / performance (robescu & iancu, 2016; shahzadi et al., 2014; zameer et al., 2014; mohamud et al., 2017) according to (iqbal et al., 2015), organizational success depends on the leader and his leadership style. transformational leadership style correlates with employee performance due to the innovative, productive and supportive nature of transformational leaders (veliu et al., 2017); (bushra et al., 2011), and knowledge sharing (orabi, 2016: 9) so that transformational leaders can bring change and innovation as well as foster and increase work motivation in an organizational environment. transformational leadership style according to experts is to have four dimensions consisting of: (1) ideal influence, charismatic, providing vision and mission to achieve respect and trust, (2) motivational inspiration, communicating the intended expectations and expressing the importance of goals in a simple way; (3) intellectual simulations, encouraging intelligence and rationality and being careful in solving problems; and (4) individual consideration (voon et al., 2011); (ahmad et al., 2014); and (aydin et al., 2013). based on the above framework, there is a direct influence on transformational leadership style on productivity, reward systems, communication, and motivation, and there is an indirect influence on transformational leadership style on the productivity of lecturers to produce international scientific work in private universities (pts) through motivation. understanding communication as an independent variable in this study can be interpreted as follows: transferring information or messages that contain relational components (affective) and tasks (content) from one person to another or to a group effectively in order to increase the motivation and productivity of lecturers in higher education private to produce international scientific works. with several indicators adopted from (abdussamad, 2015) with several international journal of human capital management, vol. 4 (1), june 2020 95 | p a g e indicators as follows: (1) openness; (2) empathy; (3) support; (4) positive feelings; (5) similarity; (6) performance oriented. effect of direct communication on productivity organizations can run successfully, only if effective organizational communication takes place (sadia, salleh, kadir & sanif, 2016: 34). in this context, (muda et al., 2014) stated that the importance of communication to be applied within the organization, transferring information or messages from one person to another or to a group by leaders (luthra & dahiya, 2015) in order to influence the bottom-line, increase employee productivity (ajala, 2012) .effect of direct communication on motivation. according to (luthra & dahiya, 2015), communication means transferring information or messages from one person to another or to a group and effective leadership communication, transferring messages keeping in mind the recipient's understanding and ability and ensuring that the recipient will be able to find the right meaning of message or information passed on to him. according to (nabi, foysol, & adnan, 2017), business communication is a very important element in business organizations because of the need for interaction and understanding of management relations with employees so that it will have an impact on organizational performance and organizational results. according to (luthfie et al., 2017), a good organization can be achieved if there is a good communication climate, showing harmonization of communication between leaders and members, between superiors and subordinates, between leaders, or among members will affect the performance of company employees (gusfa et al., 2017) and employee motivation (luthfie et al., 2017). then, the effect of communication indirectly on productivity through motivation. trustbased communication in organizations can build a more conducive work environment and the estuary is that employees feel motivated such as: self-confidence, working in coordination and coordination resulting in employee performance to achieve the targets given both individual targets and team targets (luthra & dahiya, 2015) how to communicate effectively with each other can increase employee productivity through motivation (ajala, 2012); (luthra & dahiya, 2015). based on the above framework, there is a positive direct effect of communication on productivity, and motivation and an indirect effect on the productivity of lecturers to produce international scientific article in private universities through motivation. understanding motivation as an independent variable and also as a moderating variable in this study can be interpreted as a factor that drives the mentality of lecturers to produce and increase the productivity of international scientific article in private universities. in this case, several indicators were adopted from (olusadum & anulika, 2018); (mohamud et al., 2017); (al doghan & albar, 2015); (bao & nizam, 2015); (onanda, 2015); (osabiya, 2015); and (robescu & iancu, 2016); (upev et al., 2015). as follows: (1) mission, vision, and goals of the organization; (2) skill level; (3) knowledge of completing tasks; (4) feelings and emotions; (5) facilitating; (6) management behavior; (7) quality of work life; (8) technician / recognition; (9) employee involvement; (10) conditions of service. the effect of motivation directly on productivity each organization focuses on what must be done to achieve high and sustainable levels of productivity or performance by paying special attention to how individuals can be motivated properly through means such as incentives, rewards, leadership, etc. ( osabiya, 2015); (said, zaidee, zahari, ali; & salleh, 2017: 632). therefore, efforts to increase employee motivation as human resources (hr) are the most strategic element (natural, 2015) to achieve the organization's mission, vision, and goals (olusadum & anulika, 2018) because there is a relationship between motivation and productivity/ performance (robescu & iancu, 2016). based on the above frame of mind, it is suspected that there is an influence of motivation on productivity to produce international scientific work in private universities. international journal of human capital management, vol. 4 (1), june 2020 96 | p a g e research method researchers use quantitative methods to understand more deeply related to the problems that exist in the formulation of the problems that have been described in this study. therefore, this study requires statistical testing using structural equation modeling (sem) because sem is a statistical technique used to construct and test statistical models that are usually in the form of causal models which include the affirming aspects of factor analysis, path analysis and regression which can be considered as case specific. then, the population has a very important role in a study because according to sujarweni (2015) the population is the whole amount consisting of objects or subjects that have certain qualities and characteristics determined by researchers to be studied and then conclusions drawn. thus, the study population was all lecturers who worked at trisakti university, bina nusantara university, and tarumanagara university ,. furthermore, as many as 600 questionnaire packages were distributed proportionally to trisakti university, bina nusantara university, and tarumanagara university and researchers worked with the university for a period of three months, september, october, and december 2019) to distribute questionnaire pacts. researchers have distributed 600 questionnaire packages and around 360 questionnaires returned to researchers and 310 questionnaire packages that can be used, can be analyzed further. according to (hairjr, hult, ringle, & sage, 2013), the minimum sample size appropriate for use in the structural equation modeling (sem) technique should be based on the complexity of the model and the characteristics of the measurement model, namely: if the number of constructs is 7 (seven) constructs or less, with the level of correlation between indicators 0.5 the minimum number of samples is 150 respondents; the more the number of constructs and the lower the correlation level the minimum number of samples increases. result and discussion 1. constellation of the direct effect model positive direct effect of the reward system (x1), transformational leadership style (x2), communication (x3), and motivation (x4) on productivity (y). full structural model test results (sem) full structural model analysis (full model) is performed after an analysis of the construct variable in measuring or forming latent variables that are tested with confirmatory factor analysis. structural analysis of equation modeling in full models must meet the evaluation criteria of a model, sem model evaluation criteria including discrimnant validity, multivariate normality, data outliers, multicolinearity and singularity and goodnest of fit models. full model sem calculation is done by using amos spss 23 software. based on the results of the full sem model test above, it can be seen that there are several observable variables or constructs that do not meet the requirements to be used in the calculation of cfa models on each variable and the goodnest of fit criteria in a research model. not fulfilled so that the model is respected by removing the observed variable / construct from the cfa model of each variable. the results of the re-verification of the research model can be seen in the following amos output: international journal of human capital management, vol. 4 (1), june 2020 97 | p a g e figure 3. final standardized solutiton sem model source: research results table 3 : path coefficient and cr (t value ) to test the significance of the direct effect path coefficients can be seen in table 3, path coefficients and c.r. (t-value) as follows:: based on the correlation variables and square root ave in table 3 value of the reward_system_ latent variable with other latent variables of 0.209, 0.206; 0.364, 0.407 smaller than the value of the square root average variance extracted (√ave) reward_system (x1) of 0.772; the correlation value of the latent variable of transformational leadership style (x2) with other latent variables of 0,209, 0,213; 0.371, 0.409; smaller than the value of the square root figure 2. final standardized solutiton sem model table 3: path coefficient and cr (t-value) international journal of human capital management, vol. 4 (1), june 2020 98 | p a g e average variance extracted (√ave) transformational leadership style (x2) of 0.762; the correlation value of the latent variable communication (x3) with other latent variables is 0.206; 0.213; 0,371; 0,484, smaller than the average variance extracted (√ave) communication (x3) quadratic value of 0.732; and the correlation value of latent variables motivation (x4) with other latent variables of 0.364; .371; 0.371; 0.371; 0.563, smaller than the square variable extracted (√ave) motivation (x4) value of 0.766, and the correlation value of the latent variable productivity (y) with other latent variables of 0.407; 0.409; 0484; 0.536 is smaller than the average variance extracted (√ave) productivity (y) value of squares of 0.823. this can be interpreted that each latent variable has good discriminant validity, because all correlation values between latent are lower than the square variable extracted (√ave) quadratic value on each latent variable. thus it can be concluded that all latent variables in this study are quite unique and able to capture the measured phenomenon. goodness of fit (gof) structural equation model : structural equation model goodness of fit (gof) test suitability of the model is expected to accept the null hypothesis. in sem the test is carried out by using a number of goodness of fit test (gof). fit test model or goodness of fit (gof) aims to measure the suitability of research data with research models in other words measure the suitability of observational or real input (covariance/correlation matrix) with the proposed model predictions. fit test model full fit sem model can be seen in the following table: table 4 : goodness of fit criteria based on table 4, the output of fit test model full fit sem model is mostly model fit criteria in the good fit category. meanwhile (hair, et al, 2010 in latan, 2012: 49) states that 4 5 goodness of fit criteria are considered sufficient to assess the feasibility of a model, provided that each criterion of goodness of fit is absolute fit indices, incremental fit indices and parsimony indices are represented. thus it can be concluded that the goodness of fit test of the full model sem model can be accepted in other words there is no significant difference between the covariance matrix of the observed variable variable (construct) and the covariance matrix of the specified model. this shows that the structural equation produced by the research model can be used to explain the influence between exogenous variables and their endogenous variables. 2. hypothesis testing hypothesis testing using the structural equation modeling (sem) technique aims to determine whether there is a direct or indirect effect. the direct effect (direct effect) is the influence of the independent variable (exogenous) on the dependent variable (endogenous) while the indirect effect (indirect effect) is the influence of the independent variable (exogenous) on the dependent variable (exogenous)) through other variables or moderating variables. testing the direct effect on the research model is done by looking at the value of the path coefficient on each path of the research hypothesis and proceed with the t test (c.r: critical ratio) to determine the value of the path coefficient or value of the influence in the significant category. while testing the indirect effect on the research model is done by looking at the value of the path coefficient on table 5 : goodnest of fit criteria international journal of human capital management, vol. 4 (1), june 2020 99 | p a g e each path of the research hypothesis and followed by the sobel test to find out the value of the path coefficient or the value of the influence in the significant category. testing the indirect effect or testing the effect of independent variables on the dependent variable through mediating variables. the sobel test is used to determine whether a variable carries (or mediates) the influence of an independent variable on the dependent variable as for the sobel formula. the first hypothesis, there is a positive direct effect on the reward system (x1) on productivity (y). from the calculation of structural equation modeling the direct effect of the reward system () on productivity (y), the path coefficient value of py1 is 0.209 and cr (tcount) is 3.981. because the value of cr (3.981) ≥ 1.96, then reject h0, accept h1 and can be interpreted that there is a direct effect of the positive reward system (x1) on productivity (y). the results of the hypothesis analysis provide the finding that the reward system (x1) has a direct positive effect on productivity (y). this can be interpreted that the better the reward system will lead to increased productivity and vice versa, the worse the reward system will cause a decline in productivity. the second hypothesis, there is a positive direct effect on the transformational leadership style (x2) on productivity (y) from the results of the calculation of the structural equation modeling the direct effect of the transformational leadership style (x2) on productivity (y), the path coefficient value of py2 is 0.201 and cr (t-count) ) amounted to 3,715. because the value of cr (3,715) ≥ 1.96, then reject h0, accept h1 and can be interpreted that there is a positive direct effect on the transformational leadership style (x2) on productivity (y). the results of hypothesis analysis provide findings that the transformational leadership style (x2) has a direct positive effect on productivity (y). this can be interpreted as getting better. the transformational leadership style causes productivity to increase and vice versa, the worse the transformational leadership style will cause the decline in productivity. the third hypothesis, there is a positive direct effect of communication (x3) on productivity (y). from the calculation results of structural equation modeling the direct influence of communication (x3) on productivity (y) py3 path coefficient value is 0.302 and cr (t-count) is 5.132. because the value of cr (5.132) ≥ 1.96, then reject h0, accept h1 and can be interpreted that there is a positive direct effect of communication (x3) on productivity (y). hypothesis analysis results provide findings that communication (x3) has a direct positive effect on productivity (y). this can be interpreted as higher communication (x3) will cause increased productivity and vice versa lower communication (x3) will cause a decrease in productivity and vice versa is interpreted increasingly bad communication will cause a decline in productivity. the fourth hypothesis, there is a positive direct effect of motivation (x4) on productivity (y). from the calculation of structural equation modeling the direct influence of motivation (x4) on productivity (y), the path coefficient value py4 is 0.280 and cr (t-count) is 4.663. because the value of cr (4.663) ≥ 1.96, then reject h0, and accept h1 and can be interpreted that there is a direct positive effect on motivation (x4) on productivity (y). the results of hypothesis analysis provide findings that motivation (x4) has a direct positive effect on productivity (y). this can be interpreted as higher motivation (x4) will cause increased productivity and vice versa seamkin low motivation will lead to a decline in productivity and vice versa means better motivation will lead to increased productivity. the fifth hypothesis, there is a positive direct effect of the transformational leadership style (x2) on the reward system (x1). from the calculation results of structural equation modeling the direct influence of transformational leadership style (x2) on the reward system (x1), the path coefficient value p12 is 0.213 and cr (t-count) is 3.390. because the value of cr (3.390) ≥ 1.96, then reject h0 , accept h1 and can be interpreted that there is a direct influence on the positive transformational leadership style (x2) on the reward system (x1). the results of hypothesis analysis provide the finding that the transformational leadership style (x2) has a direct positive effect on the reward system (x1). the sixth hypothesis, there is a positive direct effect on the transformational leadership style (x2) on communication (x3). from the calculation of structural equation modeling the direct influence of transformational leadership style (x2) on communication (x3), the path coefficient value of p32 is 0.216 and cr (t-count) is 3.326. because the value of cr (3.326) ≥ international journal of human capital management, vol. 4 (1), june 2020 100 | p a g e 1.96, then reject h0, accept h1 and can be interpreted that there is a direct influence on the positive transformational leadership style (x2) on communication (x3). the results of hypothesis analysis provide the finding that the transformational leadership style (x2) has a direct positive effect on communication (x3). this can be interpreted the better the transformational leadership style causes good communication and vice versa the worse the transformational leadership style causes poor communication. the seventh hypothesis, there is a positive direct effect on the transformational leadership style (x2) on motivation (x4). from the calculation of structural equation modeling the direct effect of the transformational leadership style (x2) on motivation (x4), the path coefficient p42 is 0.263 and cr (t-count) is 4.347. because the value of cr (4.347) ≥1.96, then reject h0, accept h1 and can be interpreted that there is a positive direct effect on the transformational leadership style (x2) on motivation (x4). the results of hypothesis analysis provide findings that the transformational leadership style (x2) has a direct positive effect on productivity motivation (x4). this can be interpreted the better the transformational leadership style will lead to increased motivation the worse the transformational leadership style will cause a decline in motivation. the eighth hypothesis, there is a positive direct effect on the reward system (x1) on motivation (x4). from the results of the calculation of structural equation modeling the direct effect of the reward system (x1) on motivation (x4) path coefficient value p41 of 0.261 and cr (t-count) of 4.450. because the value of cr (4.450) ≥1.96, then accept h0, reject h1 and can be interpreted that there is a positive direct effect on the reward system (x1) on motivation (x4). the results of hypothesis analysis provide findings that the reward system (x1) has a direct positive effect on motivation (x4) which can be interpreted as getting better. a good reward system will cause an increase in motivation. a lower reward system will cause a decline in motivation. the ninth hypothesis there is a positive direct effect of communication (x3) on motivation (x4). from the results of the calculation of structural equation modeling the direct influence of communication (x3) on motivation (x4) the path coefficient value p43 of 0.267 and cr (t-count) of 4.309. because the value of cr (4.309) ≥1.96, then accept h0, reject h1 and can be interpreted that there is a positive direct effect of communication (x3) on motivation (x4). the results of the fifth hypothesis analysis provide findings that communication (x3) has a direct positive effect on motivation (x4). this can be interpreted as better communication (x3) will cause increased motivation (x4) and lower communication (x3) will cause a decrease in motivation (x4) . 10. hypothesis tenth, there is a positive indirect effect of the reward system (x1) on productivity (y) through motivation (x4). path coefficient (mediation) the indirect effect of the rewards system on productivity through motivation is β41 x βy3 = (0.261 x 0.280) = 0.0731 with a z value (sobel test) of (3.222). because the value of z (3.222) is greater than 1.96, it can be concluded that the indirect effect of the reward system (x1) on productivity (y) through motivation (x4) is positive and significant. the sobel test calculation results are obtained by using the online sobel test calculator. the eleventh hypothesis, there is a positive indirect effect on the transformational leadership style (x2) on productivity (y) through motivation (x4). path coefficient (mediation) the indirect effect of transformational leadership style on productivity through motivation of β42 x βy4 = (0.263 x 0.280) = 0.0736 with a z value (sobel test) of (3.190). because the value of z (3.190) is greater than 1.96, it can be concluded that the indirect effect of the transformational leadership style (x2) on productivity (y) through motivation (x4) is positive and significant. the sobel test calculation results are obtained by using the online sobel test calculator. the twelfth hypothesis, there is an indirect effect of positive communication (x3) on productivity (y) through motivation (x4). path coefficient (mediation) the indirect effect of communication on productivity through motivation of β43 x βy4 = (0.267 x 0.280) = 0.0748 with z value (sobel test) of (3.159). because the value of z (3.159) is greater than 1.96, it can be concluded that the indirect effect of communication (x3) on productivity (y) through motivation (x4) is positive and significant. international journal of human capital management, vol. 4 (1), june 2020 101 | p a g e 3. discussion the positive direct effect of the reward system (x1) on productivity (y) hypothesis 1 is supported by the results of previous studies it can be said that the reward system will be more effectively used in conjunction with the productivity of lecturers in private universities to produce and increase the productivity of international scientific work as an element that influences. this research also strengthens the findings of research (kim & ployhart, 2014; upev, chorun, & idachaba, 2015) (ibrar & khan, 2015 ); (upev et al., 2015); (akafo & boateng, 2015); (eshak et al., 2016); (yamoah, 2013); and (aithal, 2016) which states that a reward or reward system (wasiu & adebajo, 2014) is a reward given objectively through fair treatment (fernandez & pitts, 2011) by management (ndungu, 2017) in accordance with contributions, skills and competencies as an encouragement to have a positive attitude at work to increase motivation and productivity. the positive direct effect of the transformational leadership style (x2) on productivity (y) hypothesis 2 is supported by the results of previous studies it can be said that the transformational leadership style will be more effectively used in relation to the productivity of lecturers in private universities to produce and improve productivity of international scientific work as an influencing element. the results of the hypothesis analysis provide findings that the transformational leadership style (x2) has a direct positive effect on productivity (y). this study also strengthens the findings of research ((kim & ployhart, 2014; upev, chorun, & idachaba, 2015; iqbal et al., 2015) which states that organizational success depends on the transframational leadership style (x2), which is an innovative, productive and innovative leader support (bushra et al., 2011), share knowledge of orabi (2016: 9), bring change, innovation, foster and increase work motivation in the organizational environment to achieve both personal work targets and team targets (luthra & dahiya, 2015; veliu et al., 2017); (voon et al., 2011); (veliu et al., 2017); (ahmad et al., 2014); and (aydin et al., 2013). the positive direct effect of communication (x3) on productivity (y) hypothesis 3 is supported by the results of previous studies it can be said that communication will be more effective and very significant used in relation to the productivity of lecturers in private universities to produce and increase work productivity international science as an influencing element. this research also strengthens the findings of research (kim & ployhart, 2014; upev, chorun, & idachaba, 2015; sadia, salleh, kadir & sanif, 2016: 34) which states that organizations can run successfully, only if organizational communication is effective, i.e. transferring information or messages from one person to another or to a group and leadership communication (luthra & dahiya, 2015) applied within the organization means less complaining and more work done, and this eliminates confusion and frees up wasted time that should have been spent on explanation (ajala, 2012) so that it can influence the bottom-line through the communication climate (luthfie, hubeis, saleh, & ginting, 2017) that is good in order to increase employee productivity (muda et al., 2014; gusfa et al., 2017). positive direct effect of motivation (x4) on productivity (y) based on the results of research on this hypothesis 4, motivation (x4) will be more effectively used in conjunction with productivity (y), which is to increase the productivity of lecturers at private universities to produce international scientific work as an influencing element. this research also strengthens the findings of the study and is supported by the results of previous studies (kim & ployhart, 2014; upev, chorun, & idachaba, 2015). international journal of human capital management, vol. 4 (1), june 2020 102 | p a g e the direct positive effect of the transformational leadership style (x2) on the reward system (x1) based on the results of research on this hypothesis 5, and supported by the results of previous studies it can be said that the transformational leadership style (x2) will be more effectively used in conjunction with the reward system (x1) given to produce and increase the productivity of lecturers producing international scientific work. in private universities is an element that influences. this study also strengthens the findings of research (kim & ployhart, 2014; upev, chorun, & idachaba, 2015; al doghan & albar, 2015) which states that the leadership encouragement and reward system in the form of engineering or recognition of employee work or rewards in the form of money and nominal wages as individual considerations or individual consideration (ahmad et al., 2014) must be designed and implemented correctly in the organization (bao & nizam, 2015) will be able to motivate employees to achieve the organization's vision and goals (gathii & k'obonyo , 2017) so they have a positive attitude at work, leads to job satisfaction, and can increase productivity / performance. the positive direct influence of transformational leadership style (x2) on communication (x3) based on the results of this research on hypothesis 6, the transformational leadership style (x2) has a direct positive effect on communication (x3) will be more effectively used in relation to the productivity of lecturers in private universities to produce and increase the productivity of international scientific work as an influencing element. this research also strengthens the findings of the study and is supported by the results of previous studies (kim & ployhart, 2014; upev, chorun, & idachaba, 2015). the positive direct influence of transformational leadership style (x2) on motivation (x4) based on the results of this research on hypothesis 7, transformational leadership style (x2) has a direct positive effect on motivation (x4) will be more effectively used in relation to the productivity of lecturers in the college higher private to produce and increase productivity of international scientific work as an element of influence. this research also strengthens the findings of the study and is supported by the results of previous studies (kim & ployhart, 2014; upev, chorun, & idachaba, 2015). the positive direct effect of the reward system (x1) on motivation (x4) based on the results of this research on hypothesis 8, the reward system (x1) given to employees will cause increased motivation (x4) to be more effectively used in relation to lecturer productivity in private universities to produce and increase the productivity of international scientific work as an influencing element. this research also strengthens the findings of the research and is supported by the results of previous studies (kim & ployhart, 2014; upev, chorun, & idachaba, 2015). the positive direct effect of communication (x3) on motivation (x4) based on the results of research on this hypothesis 9, motivation (x4) for the productivity of lecturers in private universities to produce and improve international scientific work as an element of influence. this research also strengthens the findings of the research and is supported by the results of previous studies and supported by the results of previous studies (kim & ployhart, 2014; upev, chorun, & idachaba, 2015). the indirect effect of the rewards system (x1) on productivity (y) through motivation (x4) the calculation result of the sobel test is obtained by using the online sobel test calculator. based on the results of research on this hypothesis 10, that the path coefficient (mediation) indirect effect of the reward system (x1) on productivity (y) through motivation (x4) is positive and significant . this research also strengthens the findings of the research and is supported by the results of previous studies (kim & ployhart, 2014; upev, chorun, & idachaba, 2015). international journal of human capital management, vol. 4 (1), june 2020 103 | p a g e the indirect effect of the transformational leadership style (x2) on productivity (y) through motivation (x4) the sobel test calculation results are obtained using the online sobel test calculator. based on the results of this research on hypothesis 11, that the path coefficient (mediation) the indirect effect of the transformational leadership style (x2) on productivity (y) through motivation (x4) is positive and significant. this study also reinforces the findings of the study and is supported by the results previous studies (kim & ployhart, 2014; upev, chorun, & idachaba, 2015); (voon et al., 2011); (ahmad et al., 2014); and (aydin et al., 2013). the indirect effect of communication (x3) on productivity (y) through motivation (x4) is positive and significant. the results of the calculation of the sobel test are obtained by using the online sobel test calculator. based on the results of research on this hypothesis 12, that the path coefficient (mediation ) the indirect effect of communication (x3) on productivity (y) through motivation (x4) is positive and significant. this research also strengthens the findings of the study and is supported by the results of previous studies. (kim & ployhart, 2014; upev, chorun, & idachaba, 2015). conclusion and recommendation from the results of the calculation of structural equation modeling positive and significant direct influence, the findings of the significance of this study are proven communication variable (x3) has the most dominant influence on productivity (y) with py3 path coefficient of 0.302 and cr (t-count) of 5.132. therefore, it is recommended that leaders in state universities and private universities can adopt the findings of this research to change the mind set, lecturers as scientists to be able to actualize their thoughts, scientific ideas, and publish them in the form of scientific works both national and international standards as an effort to expand knowledge and open new avenues of science and technology. then, based on the results of the calculation of structural equation modeling (sem) direct influence and indirect influence, it is recommended to leaders as decision makers in private universities to increase the productivity of lecturers producing international scientific work is a strategic agenda and important to be implemented as follows: positive direct influence and significant: motivation (x4) will be more effectively used in conjunction with productivity (y) as an influencing element with a py4 path coefficient of 0.280, cr (t-count) of 4.663; and reward system (x1) with a py1 path coefficient of 0.209, cr (tcount) ) amounted to 3,981, and the transformational leadership style (x2) with a path coefficient value of py2 of 0.201, cr (t-count) of 3.715. positive and significant indirect effect, i.e. motivation (x4) as a moderating variable and obtained path coefficient (mediation) as a non-influence immediately positive and significant reward system (x1) to productivity (y) through motivation (x4) of β41 x βy3 = (0,261 x 0,280) = 0.0731 with z value (sobel test) of (3,222), path coefficient (mediation) indirect effect transformational leadership style (x2) to productivity (y) through motivation (x4) of β42 x βy4 = (0.263 x 0.280) = 0.0736 with a z value (sobel test) of (3.190), and the path coefficient (mediation) influence is not direct communication (x3) to productivity (y) through motivation (x4) of β43 x βy4 = (0,267 x 0,280) = 0,0748 with z value (sobel test) of (3,159). based on result and various existing limitations, researchers realizing that there are still other factors that influence the productivity of lecturers to produce international scientific work in private universities is the support of organizations in the form of training, equipment, expectations, and productive work of teams (mathis & jackson, 2001: 84). furthermore, it is recommended to conduct a comprehensive study related to strategic efforts to improve the productivity of lecturers to produce international scientific work in private universities through research in both quality and quantity aspects. this is very important as an effort directed at expanding knowledge and opening new avenues of science and technology so that research results published in international journals are able to make important contributions international journal of human capital management, vol. 4 (1), june 2020 104 | p a g e to the growth and development of vital sectors of a country and encourage national and global development (ifijeh, ogbomo, & ifijeh, 2018). references agustini, f., amanah, d., & harmen, h. 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(2014). the impact of the motivation on the employee ’ s performance in beverage industry of pakistan, 4(1), 293–298. https://doi.org/10.6007/ijarafms/v4-i1/630 international journal of human capital management, vol. 3 (2), december 2019 international journal of human capital management, vol. 3 (2), december 2019 42 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 3, no.2, december 2019, p 4260 influence of supportive and directive leadership styles on employee job satisfaction in commercial banks in kenya davidson mghanga mwaisaka research scholar, chandaria school of business united states international university-africa email: mghangawamwaisaka@yahoo.com prof. george k’aol chandaria school of business united states international university-africa p.o. box 14634-0800, nairobi, kenya dr. caren ouma chandaria school of business united states international university-africa p.o. box 14634-0800, nairobi, kenya abstract the purpose of the study was to investigate the influence of supportive and directive leadership style on employee job satisfaction in commercial banks in kenya. the study adopted positivism research philosophy to guide the study and limited itself to descriptive correlational research design to analyze and provide responses to the research questions. the research design was preferred because it allows description and comparison of characteristics of populations based on data collected from samples through questionnaires. the target population of the study was 15,030 employees in all the 43 commercial banks licensed to operate in kenya as of june 2018. using stratified sampling technique, the study drew a sample size of 386 employees reporting to middle level managers. data was collected by means of a questionnaire and analyzed using descriptive and inferential statistics, which included factor analysis, correlational analysis, chi-square, one-way analysis of variance (anova), and regression analysis using statistical package for social sciences (spss) version 20 and windows’ microsoft excel programs. from the findings of multiple linear regression analysis, it was established that directive leadership style had a positive and significant relationship with employee job satisfaction, r2 = .228, f(1, 362) = 53.396, p < .05; β = .454, p < .05. the results from multiple linear regression analysis also showed that supportive leadership style positively and significantly predicted employee job satisfaction, r2 = .603, f(1, 366) = 278.269, p < .05; β = .716, p < .05. in addition, the study tested the moderating influence of environmental contingency factors and was confirmed that environmental contingency factors significantly moderated the relationship between path-goal leadership style and employee job satisfaction, r2=0.090, f(5,364) = 35.04, p < .05; β= 0.229, p<.05. the study makes a contribution to the literature of the influence of directive and supportive leadership styles from kenyan commercial banks’ perspective and adds an impetus to employees, management and policymakers to address issues that are impeding employee job satisfaction. the future researchers should include all bank employees in their study to determine the influence of directive leadership style and supportive leadership style on employee job satisfaction. international journal of human capital management, vol. 3 (2), december 2019 43 | p a g e keywords: directive leadership, supportive leadership, path-goal leadership styles, employee job satisfaction. received: 6 august 2019 ; accepted: 3 october 2019 ; publish; december 2019. how to cite: mwaisaka, d., k’aol, g, m.r, & ouma, c. (2019). influence of supportive and directive leadership styles on employee job satisfaction in commercial banks in kenya. international journal of human capital management, 3 (2), 42-60. https://doi.org/10.21009/ijhcm.03.02.05 introduction path-goal theory makes a provision for the personal behaviour in a certain method based on the expectation that the behaviour creates certain results that are attractive to the given individual. northouse (2013) posited that the development of path-goal theory was meant to encourage organizational leadership and inculcate their support of the followers in achievement of organization goals through creating an easy and clear path of achievement of the targeted objectives. it was also meant to make a clarification on the path that leadership should follow in achieving organization goals through the workers. it was further meant to remove roadblocks that prevent the leadership of organizations in achieving the set objectives through increasing the rewards as a motivation to attaining the set targets. employee job satisfaction usually lean on the ability of the leadership to provide the clarity and leadership required to effectively achieve organization goals. hughes (2016) argued that the duty of the leadership as defined by path goal model is aimed at enhancing employees’ confidence that they are capable of achieving the objectives set for them and that once that is done, they will receive the right reward from their organization. it is hence the prerogative of the manager to ensure employees develop a sense of self efficacy and a realization of consequent rewards (northouse, 2013). the leadership of the organization has the onus to guide the employees to successfully pursue the achievement of the organization goals. additionally, the organization leadership should assist the employees to solve problems that they may encounter in the workplace. to inculcate an atmosphere of satisfied employee in the workplace, there is the necessity in establishing the strength of association between the leadership style in use by the managers and level of satisfaction enjoyed by the employees. this then provides the basis for carrying out the study to determine how directive leadership style and supportive leadership style influence employee job satisfaction. a. problem statement globally, the aspect of job satisfaction among employees is highly illuminated as a result of the intense competition arising from globalization and technological advancement. among financial institutions, employee job satisfaction is a major determinant of the survival, demise and growth of the organization. financial institutions where employees are satisfied with the workplace have witnessed rapid growth and expansion, despite the existing challenges. in an organizational setting, employee job satisfaction is considered crucial as it is one of the parameters that determine the success of an organization (ludviga & kalvina, 2016). famakin and abisuga (2016) stated that path-goal leadership style influences the commitment and levels of satisfaction of employees. famakin and abisuga further added that only 20% of managers in commercial banks in developing economies have embraced leadership styles under the umbrella of path-goal theory in the context of their operations. however, little empirical evidence has been undertaken to assess the kenyan context. international journal of human capital management, vol. 3 (2), december 2019 44 | p a g e many leadership scholars, (ludviga & kalvina, 2016; famakin & abisuga, 2016; salanova & sanni, 2016; hearthfield, 2012) have conducted studies on the relationships between path-goal theory and employee job satisfaction. however, kagwiria (2016) found that a few studies have focused on use of path-goal leadership style in financial organizations. abu-shamaa, al-rabayah and khasawneh (2016) stated that most research has focused on relating job satisfaction and performance in public and private organizations. redmond and serrano (2015) confirmed that studies on leadership styles have concentrated on participatory leadership style, work attitudes and employee motivation with few focusing on path-goal leadership style and job satisfaction. alanazi (2013) study on the influence of path-goal leadership theory concurred that a shortage of empirical literature exists especially on the association of path-goal leadership styles and job satisfaction of employees. b. purpose of the study the purpose of the study was to establish the influence of directive and supportive leadership style on employee job satisfaction in commercial banks in kenya. c. research questions the study was guided by the subsequent questions: 1. how does directive leadership style influence employee job satisfaction in commercial banks in kenya? 2. how does supportive leadership style influence employee job satisfaction in commercial banks in kenya? 3. how do environmental contingency factors moderate the relationship between pathgoal leadership styles and employee job satisfaction in commercial banks in kenya? the study was guided by the subsequent null hypotheses: h01: there is no significant influence of directive leadership style on employee job satisfaction in commercial banks in kenya. h02: there is no significant influence of supportive leadership style on employee job satisfaction in commercial banks in kenya. h03: environmental contingency factors do not have significant moderating influence on the relationship between path-goal leadership styles and employee job satisfaction. literature review a. theoretical review the study was based on path-goal leadership theory. house and mitchell (1974) stated that leader behavior refers to the expected code of conduct exhibited by people in power. the leaders provide the expected performance levels, and acceptable means through which those following the leader should use to attain the specified goals. there are four varieties of leadership behaviour and styles postulated: directive, supportive, participative, and achievement-oriented. gustafsson and hornay (2014) state that path-goal leadership styles are the leadership styles pathways model provides. a leader characterized as directive will give his followers detailed instructions on the tasks, the anticipated level of performance, time frames and stringent rules and regulations to observe. a supportive leader is presented as warm, friendly, and available to his subordinates. he provides a work environment that facilitates the best out of the other employees, shows clear concern for the well-being of the subordinates, and is highly respectful to them. the leader seeks the opinions of the followers and puts them into consideration while making key decisions (famakin & abisuga, 2016). an achievement oriented leader is more results focused. he challenges those following him to give the best of them in performance. he demonstrates his confidence to employees in their capacity to deliver on challenging duties international journal of human capital management, vol. 3 (2), december 2019 45 | p a g e and goals (northouse, 2013). this means that leadership style need not be applied singularly but rather they could be interchanged depending on the circumstances. b. conceptual framework independent variable dependent variable h01 h02 h03 moderating variable figure 1: conceptual framework source: author, 2018 a conceptual framework is a tool for analysis that provides the context of how different variables under study interact (abend, 2013). the conceptual framework for this study comprises of the independent variables as directive leadership style and supportive leadership style. the dependent variable is employee job satisfaction amongst employees and the moderating variable is environmental contingency factors. the conceptual framework is shown in figure 1. c. empirical review this section provides a short discussion of studies conducted on the recent past on directive leadership, supportive leadership and employee job satisfaction. the research questions in chapter one guides how this section is structured. 1. directive leadership style and employee job satisfaction job satisfaction among employee is highly influenced by the leadership style they are subjected to. directive leadership is characterized by high use of authority and legitimate power. the leadership is highly instructional, supervision is close and commands are expected to be followed to the letter (northouse, 2010). the standards of performance are clearly outlined and rules and regulations well stipulated. the timeframes on all activities are well communicated and an expectation is heavily sensed that they should be strictly adhered to. directive leaders have clear performance standards, provides very strict directions and instructions that an employee must adhere with in doing the assigned task (casson & farmer, 2014). directive leadership is most desirable if the tasks expected to be done by employees are not well defined (yoder & staudohor, 2014). it is also appropriate when there are huge uncertainties in the work environment. directive leadership clearly stipulates what is expected of an employee, reducing variation in interpretation of the instructions. an employee is made to understand early on what the relationship between performance and directive leadership style  clarity of instructions  work scheduling  standard setting employee job satisfaction  productivity  absenteeism  intention to leave supportive leadership style  employee support  social cohesion  employee rewards environmental contingency factors  task structure  formal authority system  work group international journal of human capital management, vol. 3 (2), december 2019 46 | p a g e rewards are (brown, 2016). directive leadership has been seen as highly aggressive and controlling. it is dictatorial in nature with compliance being out of coercion more than will. research shows that the directive leadership style has been seen to frustrate employee’s satisfaction at work (yun, cox & sims, 2017). nonetheless those whose tasks are simple and clear, directive leadership kill their motivation to work (leakey, 2012). riffat-un-nisaawan and bigger (2013) studied leadership behaviors of degree college principals’ and job expectancies in punjab, pakistan. the study found that directive leadership resulted to low job satisfaction. according to hemakumara (2012), a major reason for sluggish organizational response, slow strategic decision making and slow organizational growth in india has been excessive application of directive leadership in business organizations. the leaders are highly instructional making entire work forces reliant on a small group of leaders. the employee’s minds are closed in following what the leader instructs and will hardly go beyond their expected performance levels even when they can. the work environment becomes highly mechanistic full of repetitive tasks (bligh & hatch, 2014). 2. supportive leadership style and employee job satisfaction organizations require formulating work environment where employees have a team work and cohesiveness in the work place. this will enhance job satisfaction and organizational productivity (qureshi & sajjad, 2015). supportive leadership provides a friendly work environment, attends to the general well-being of employees (northouse, 2013). both physical and psychological needs of the employees are put into consideration which results into a satisfying work environment. the elements of supportive leadership style discussed in this section are; employee support, social cohesion, employee rewards and employee engagement. supportive leadership is highly recommended when the tasks assigned to employees are highly stressful or frustrating. research proves that when an employee perceives he is supported by other employees and management, they perform better (rahman et al., 2015). this has been seen to reflect in organizational profitability (bhatia, 2013). this kind of leadership has been recommended in circumstances where formal authority in an organization is not strong and the work group is not very supportive or inspiring (lussier & achua, 2010). according to shafritz (2010), when the leaders and subordinates relate well, job satisfaction is enhanced. it is not an expensive venture to create a social environment in the work place that is conducive for friendliness which is seen to improve performance of individual employees and organization at large (onimole, 2015). the leaders need to embrace values and ideals that are facilitative of such an environment. they should lead from the front (jit, 2013). sinek (2014), reasons that the leader should spend more time with employees regard them highly let them enjoy their work and most importantly, place them first. supportive leadership influences how an employee perceives their job (macey & shneider, 2014). when leaders are seen to be fair and acknowledge good performance, the employees are more enthusiastic at the work place. this relates to the employees commitment and competence. employees develop confidence in their leaders which enhances their work devotion. supportive leaders recognize individual interests of employees and help them reconcile that with the objectives of the organization (monyazi, 2015). the employees eventually connect with shared vision of the organization which makes them see their contribution to it more meaningful. employees develop a greater sense of self-esteem and high self-concept. research shows that supportive leadership is facilitative of employee attachment to their jobs (smit, 2016). 3. environmental contingency factors and employee job satisfaction malik (2013) stated that task structure, work group and formal authority are the three categories of environmental contingency factors. temple (2013) study examined the job satisfaction of information technology and the effects of such a structure in financial sectors international journal of human capital management, vol. 3 (2), december 2019 47 | p a g e in usa. organizational structure influences level of motivation and satisfaction of employees. it also had a correlation with employees reward systems in an organization. structures influenced employee’s autonomy, and pathways to objective delivery. elangovan (2017) studied on the association between task orientation, performance and job satisfaction amongst public organizations employees. when employees are satisfied with the job, they perform their duties with greater excellence. there was relationship between level of supervision and job performance. tomazević, seljak and aristovnik (2014) examined factors influencing job satisfaction in police force. it was observed education levels of management and employees significantly influenced the satisfaction levels of the customers. ganguly (2015) study investigated composition in work groups in terms of gender influenced employee’s satisfaction at work in usa. the findings were that job satisfaction is related to the gender composition of employees in a given work group. however, there were no variations existing among male and female respondents on how the composition affected their satisfaction. where the groups had gender balance there was greater job satisfaction across genders. lowest satisfaction was noted in groups dominated by men while groups dominated by women were only averagely satisfied with their jobs. methodology positivism was the research philosophy adopted to guide this study. positivism is used to support the testing of hypotheses and this is the key reason the philosophy was preferred. the population of the study consisted of 15,030 employees. a sample size of 386 was drawn using stratified random sampling. data was collected using self-administered questionnaires. the data was then analyzed using descriptive statistics of frequency and percentage distribution, mean, and standard deviation. additionally, inferential data analysis methods were used. these include: factor analysis, pearson’s correlation, anova, and multiple linear regression that were used to test the hypotheses. result and discussion this chapter presents the results and findings of the data analyzed and presented in different sections systematically as guided by the research questions. demographic information of the respondents, directive leadership style, supportive leadership style and environmental contingency factors are presented in this order. a total of 389 questionnaires were distributed and 370 questionnaires returned representing a response rate of 95%. a. demographic information the demographic information of the respondents analyzed included gender of respondents, length of service and level of education. international journal of human capital management, vol. 3 (2), december 2019 48 | p a g e table 1: demographic results demographic variables results gender of respondents male = 52% female = 48% work experience of the respondents 0 – 1 years = 11% 1 – 5 years = 28% 5 – 10 years = 39% over 10 years = 21% level of education of respondents certificate = 2% diploma = 4% undergraduate = 91% masters = 3% b. directive leadership 1. descriptive statistics descriptive statistical analysis conducted by the study included mean and standard deviation. the results in table 2 indicates that on average, the supervisor schedules the tasks and duties that employees required to perform (m = 3.35, sd = 0.973). it was found that employees’ productivity on the job has improved because the supervisors give clear instructions for tasks and duties that employees are required to perform (m = 2.74, sd = 0.938). table 2: mean and standard deviation for directive leadership style directive leadership n m sd my team leader/supervisor gives clear instructions for every task and duty given 370 2.70 1.056 my team leader/supervisor schedules the tasks and duties that i am required to perform 370 3.35 .973 my team leader/supervisor sets standard of performance for tasks and duties that i am required to perform 368 2.76 1.066 influence of directive leadership on employee job satisfaction my productivity on the job has improved because my team leader/supervisor gives clear instructions for tasks and duties that i am required to perform 370 2.74 .938 i am rarely absent from work because my team leader/supervisor schedules tasks and duties that i am required to perform 370 2.44 1.107 i do not intend to leave the organization because my team leader/supervisor sets performance standard for tasks and duties that i am require to perform 370 2.36 1.328 2. correlation between directive leadership and employee job satisfaction correlation refers to a quantitative estimation of the oscillation of two variables with each other. the increase or decrease of two variables in parallel leads to a positive correlation. however, in case one variable increases and the other decreases, then the correlation is negative. in this study, correlation analysis was undertaken to measure the strength of the linear association between the independent and dependent variables. usually, the pearson correlation coefficient, r values range from +1 to -1, that is coefficient r may portray either a positive or negative relationship. table 3 presents the correlation coefficients between study variables. the results show that there was a positive significant correlation coefficient between directive leadership style and employee job satisfaction among middle level managers of commercial banks in kenya, r(370) = .779, p <.05. table 3: correlation analysis for directive leadership style directive leadership and job satisfaction directive leadership style employee job satisfaction international journal of human capital management, vol. 3 (2), december 2019 49 | p a g e directive leadership style pearson correlation 1 .779 ** sig. (2-tailed) .000 n 370 370 employee job satisfaction pearson correlation .779 ** 1 sig. (2-tailed) .000 n 370 370 *. correlation is significant at the 0.05 level (2-tailed). 3. regression analysis and hypothesis testing multiple linear regression analysis is conducted to examine whether one or more independent/predictor variables cause changes in the dependent variable. a multiple regression analysis was conducted to demonstrate the relationship between the independent variable (directive leadership style) and the dependent variable (employee job satisfaction). based on a multiple linear regression model, the study sought to determine the influence of directive leadership style on employee job satisfaction among the middle level managers in kenyan commercial banks. therefore, the hypothesis tested was: h01: directive leadership style has no significant influence on employee job satisfaction among middle level managers in commercial banks on kenya. the results from regression model summary explain the variations in dependent variable as a result of independent variable. the results in table 4 show that directive leadership style caused a variation of 22.8% in employee job satisfaction among the middle level managers of commercial banks in kenya, r 2 = .228. this means that when directive leadership style is applied in commercial banks in kenya, 22.8% variations in employee job satisfaction among the middle level managers in commercial banks in kenya could be caused by directive leadership style. table 4: regression model summary for directive leadership style model r r square adjusted r square std. error of the estimate change statistics r square change f change df1 df2 sig. f change 1 .477 a .228 .224 .83927192 .228 53.396 1 362 .000 2 .554 b .307 .299 .79726460 .079 20.576 1 360 .000 a. predictors: (constant), direct leadership the study results in table 5 demonstrate that the relationship between directive leadership style and employee job satisfaction among middle level managers in commercial banks was significant, f(1, 362) = 53.396, p < .05. these findings implied that the overall model was significant in associating directive leadership style and employee job satisfaction among the managers of commercial banks. the findings also demonstrated that directive leadership style was a good predictor of employee job satisfaction among the middle level managers in the commercial banks of kenya. the study hence concluded that the model was significant in explaining the relationship between the independent variable (directive leadership style) and the dependent variable (employee job satisfaction). considering the significance of the f-statistic, the null hypothesis, directive leadership style has no significant influence on employee job satisfaction among middle level managers of kenyan commercial banks, was rejected. table 5: regression anova for directive leadership style model sum of squares df mean square f sig. 1 regression 37.611 1 37.611 53.396 .000 b residual 127.492 362 .704 total 165.103 364 international journal of human capital management, vol. 3 (2), december 2019 50 | p a g e regression coefficient refers to the slope as indicated by the linear relationship between the independent and the dependent variables. multiple linear regression was carried out with an aim of examining the magnitude and direction of the relationship between directive leadership and employee job satisfaction. the study findings confirmed that directive leadership style significantly predicted employee job satisfaction among middle level managers in the commercial banks of kenya, β = .454, t(370) = 7.307, p < .05. this implied that a unit change in directive leadership style would lead to an increase in employee job satisfaction among the middle level managers by 0.454 units. as a result, the study concluded that directive leadership style significantly predicts employee job satisfaction among middle level managers in the commercial banks of kenya. table 6 presents the study results. table 6: regressions coefficient for directive leadership style model unstandardized coefficients standardized coefficients t sig. b std. error beta 1 (constant) .107 .042 2.548 .012 direct leadership .454 .062 .477 7.307 .000 2 (constant) .110 .049 2.245 .026 direct leadership .289 .069 .304 4.173 .000 environmental contingency factors x direct leadership .315 .070 .330 4.536 .000 a. dependent variable: employee job satisfaction b. supportive leadership style 1. descriptive statistics descriptive statistical analysis conducted by the study included mean and standard deviation. the results demonstrate that on average, the supervisor maintains a friendly working relationship with the team members (m = 2.55, sd = .983). it was found that employees are rarely absent from work because the supervisor maintains a friendly working relationship with the team members (m = 2.52, sd = 0.944). table 7: mean and standard deviation for supportive leadership style supportive leadership n m sd my team leader/supervisor helps me to overcome problems that can prevent me from carrying out my duties and tasks 370 2.29 1.229 my team leader/supervisor maintains a friendly working relationship with the team members 370 2.55 .983 my team leader/supervisor gives encouragement and rewards for the duties and tasks that i have done well 370 2.77 1.149 influence of supportive leadership on employee job satisfaction my productivity on the job has improved because my team leaders/supervisor helps me to overcome problems that can prevents me from carrying out my duties and tasks 370 2.91 1.080 i am rarely absent from work because my team leader/supervisor maintains a friendly working relationship with the team members 370 2.52 .944 international journal of human capital management, vol. 3 (2), december 2019 51 | p a g e i do not intend to leave the organization because my team leader/supervisor gives encouragement and rewards for the duties and tasks that i have done well 368 2.48 1.267 2. correlation between supportive leadership influence on employee job satisfaction correlation refers to a quantitative estimation of the oscillation of two variables with each other. the increase or decrease of two variables in parallel leads to a positive correlation. however, in case one variable increases and the other decreases, then the correlation is negative. in this study, correlation analysis was undertaken to measure the strength of the linear association between the independent and dependent variables. usually, the pearson correlation coefficient, r values range from +1 to -1, that is coefficient r may portray either a positive or negative relationship. table 8: correlation analysis for supportive leadership style correlations supportive leadership and job satisfaction supportive leadership style employee job satisfaction supportive leadership style pearson correlation 1 .816 ** sig. (2-tailed) .000 n 370 370 employee job satisfaction pearson correlation .816 ** 1 sig. (2-tailed) .000 n 370 370 * correlation is significant at the 0.05 level (2-tailed). table 8 presents the correlation coefficients between study variables. the results show a positive and significant correlation coefficient between supportive leadership style and employee job satisfaction r(370) = 0.816, p <.05. 3. regression analysis and hypothesis testing multiple linear regression analysis is conducted to examine whether one or more independent/predictor variables cause changes in the dependent variable. a multiple regression analysis was conducted to demonstrate the relationship between the independent variable (directive leadership style) and the dependent variable (employee job satisfaction). based on a multiple linear regression model, the study sought to determine the influence of directive leadership style on employee job satisfaction among the middle level managers in kenyan commercial banks. therefore, the hypothesis tested was: h02: supportive leadership style has no significant influence on employee job satisfaction among middle level managers in commercial banks on kenya. the results from regression model summary explain the variations in dependent variable as a result of independent variable. the results in table 9 show that supportive leadership style caused a variation of about sixty percent (60.3%) in employee job satisfaction among the middle level managers of commercial banks in kenya, r 2 = .603. this means that when supportive leadership style is applied in commercial banks in kenya, 60.3% variations in employee job satisfaction among the middle level managers in commercial banks in kenya could be established table 9: regression model summary for supportive leadership style international journal of human capital management, vol. 3 (2), december 2019 52 | p a g e model r r square adjusted r square std. error of the estimate change statistics r square change f change df1 df2 sig. f change 1 .777 a .603 .601 .58218649 .603 278.269 1 366 .000 2 .793 b .629 .625 .56463281 .026 12.555 1 364 .001 the study results in table 10 indicate that the relationship between supportive leadership style and employee job satisfaction among middle level managers in commercial banks was significant, f(1, 366) = 278.269, p < .05. these findings implied that the overall model was significant in associating supportive leadership style and employee job satisfaction among the managers of commercial banks. the findings also demonstrated that supportive leadership style was a good predictor of employee job satisfaction among the middle level managers in the commercial banks of kenya. the study hence concluded that the model was significant in explaining the relationship between the independent variable (supportive leadership style) and the dependent variable (employee job satisfaction). considering the significance of the f-statistic, the null hypothesis, supportive leadership style has no significant influence on employee job satisfaction among middle level managers of kenyan commercial banks, was rejected. table 10: anova test for supportive leadership style model sum of squares df mean square f sig. 1 regression 94.317 1 94.317 278.269 .000 b residual 62.026 366 .339 total 156.343 368 regression coefficient refers to the slope as indicated by the linear relationship between the independent and the dependent variables. multiple linear regression was conducted to examine the magnitude and direction of the relationship between supportive leadership and employee job satisfaction. the study findings confirmed that supportive leadership style significantly predicted employee job satisfaction among middle level managers in the commercial banks of kenya, β = .716, t(370) = 16.681, p < .05. this implied that a unit change in supportive leadership style would lead to an increase in employee job satisfaction among the middle level managers in the banking industry by 0.716 units. as a result, the study concluded that supportive leadership style significantly predicts employee job satisfaction among middle level managers in the commercial banks of kenya. table 11 presents the study results. table 11: regression coefficients for supportive leadership style model unstandardized coefficients standardized coefficients t sig. b std. error beta 1 (constant) .094 .043 2.198 .029 supportive leadership .716 .043 .777 16.681 .000 2 (constant) .082 .037 2.232 .027 supportive leadership .690 .042 .748 16.323 .000 slxecf .145 .041 .162 3.543 .001 a. dependent variable: employee job satisfaction c. environmental contingency factors 1. descriptive statistics the study in this sub-section conducted descriptive analysis namely, mean, and standard deviation. international journal of human capital management, vol. 3 (2), december 2019 53 | p a g e the findings in table 12 indicate that generally, the supervisor built a team of staff who worked on tasks together (m = 2.84, sd = 1.035). the study results also show that employee productivity on the job had improved because their supervisor provided a detailed job description and procedures for their tasks and duties (m=2.83, sd= .971). table 12: mean and standard deviation for environmental contingency factors environmental contingency factors n m sd my team leader/supervisor provides a detailed job description and procedures for my tasks and duties 370 2.38 1.122 my team leader/supervisor ensures there are processes in place that enables me to carry out my tasks and duties without the need to consult others 370 2.36 1.044 the team leader/supervisor builds a team of staff who work on tasks together 370 2.84 1.035 influence of environmental contingency factors on employee job satisfaction my productivity on the job has improved because my team leader/supervisor provides a detailed job description and procedures for my tasks and duties 368 2.83 .971 i am rarely absent from work because my team leader/supervisor ensures there are processes in place that enables me to carry out my tasks and duties without the need to consult others 368 2.53 .862 i do not intend to leave the organization because my team leader/supervisor builds a team of staff who work on tasks together 368 2.33 1.278 2. correlation between environmental contingency factors and employee job satisfaction correlation refers to a quantitative estimation of the oscillation of two variables with each other. the increase or decrease of two variables in parallel leads to a positive correlation. however, in case one variable increases and the other decreases, then the correlation is negative. in this study, correlation analysis was undertaken to measure the strength of the linear association between the independent and dependent variables. usually, the pearson correlation coefficient, r values range from +1 to -1, that is coefficient r may portray either a positive or negative relationship. table 13: correlation test for environmental contingency factors correlations environmental contingency factors and job satisfaction environmental contingency factors employee job satisfaction environmental contingency factors pearson correlation 1 .817 ** sig. (2-tailed) .000 n 370 370 employee job satisfaction pearson correlation .817 ** 1 sig. (2-tailed) .000 n 370 370 * correlation is significant at the 0.05 level (2-tailed). table 13 presents the correlation coefficients between study variables. the results showed that the there was a positive significant correlation coefficient between employee job satisfaction and environmental contingency factors r(370) = 0.817, p < .05. 3. regression analysis and hypothesis testing the study sought to establish the moderating influence of environmental contingency factors on the relationship between path-goal leadership styles and job satisfaction of middle level managers at commercial banks in kenya. the hypothesis tested was: international journal of human capital management, vol. 3 (2), december 2019 54 | p a g e h05: environmental contingency factors do not have a significant moderating influence on the relationship between path-goal leadership styles and employee job satisfaction. the results from regression model summary explain the variations in dependent variable as a result of independent variable. the results in table 14 show that environmental contingency factors caused a variation of 9% in moderating the relationship between path-goal leadership styles and employee job satisfaction among the middle level managers of commercial banks in kenya, r 2 = .090. this implies that when environmental contingency factors are applied in commercial banks in kenya, 9% variations in moderation of relationship between path-goal leadership styles and employee job satisfaction among the middle level managers in commercial banks in kenya could be observed. table 14: regression model after moderation model r r square adjusted r square std. error of the estimate change statistics r square change f change df1 df2 sig. f change 1 .853 a .799 .761 .587 .799 3057.504 4 365 .000 2 .942 b .889 .850 .358 .090 3167.117 1 364 0.000 a. predictors: (constant), achievement-oriented leadership style, directive leadership style, participative leadership style, supportive leadership style b. predictors: (constant), achievement-oriented leadership style, directive leadership style, participative leadership style, supportive leadership style, environmental contingency factors table 15: regression anova model sum of squares df mean square f sig. 1 regression 107.311 4 26.828 30.57 .000 b residual 3.203 365 .009 total 110.514 369 2 regression 110.514 5 22.103 35.04 .000 c residual .000 364 .000 total 110.514 369 a. dependent variable: employee job satisfaction b. predictors: (constant), achievement-oriented leadership style, directive leadership style, participative leadership style, supportive leadership style c. predictors: (constant), achievement-oriented leadership style, directive leadership style, participative leadership style, supportive leadership style, environmental contingency factors the study results in table 15 demonstrate that the moderating influence of environmental contingency factors between path-goal leadership style and employee job satisfaction among middle level managers in commercial banks was significant, f(5, 364) = 35.04, p < .05. these findings implied that the overall model was significant in associating environmental contingency factors, path-goal leadership style and employee job satisfaction among the managers of commercial banks. the findings also demonstrated that environmental contingency factors were a good predictor of path-goal leadership styles and employee job satisfaction among the middle level managers in the commercial banks of kenya. the study hence concluded that the model was significant in explaining the relationship between the independent variable (path-goal leadership styles) and the dependent variable (employee job satisfaction). considering the significance of the f-statistic, the null hypothesis, the null hypothesis, environmental contingency factors do not have significant international journal of human capital management, vol. 3 (2), december 2019 55 | p a g e influence on the relationship between path-goal leadership styles and employee job satisfaction among middle level managers in commercial banks on kenya, was rejected. regression coefficient refers to the slope as indicated by the linear relationship between the independent and the dependent variables. multiple linear regression was conducted with an aim of examining how environmental contingency factors moderate the relationship between path-goal leadership styles and employee job satisfaction. the study findings confirmed that environmental contingency factors significantly moderate the relationship between path-goal leadership styles and employee job satisfaction among middle level managers in the commercial banks of kenya, β= 0.229, t (370) = 184.763. the implication is that a unit increase in environmental contingency factors leads to an increase among the job satisfaction of employees by 0.419 units. as a result, the study concluded that environmental contingency factors significantly moderate the relationship between path-goal leadership styles and employee job satisfaction among middle level managers in the commercial banks of kenya. table 16 presents the study results. table 16: regression coefficients model unstandardized coefficients standardized coefficients t sig. b std. error beta 1 (constant) .052 .024 2.206 .028 directive leadership style .245 .010 .290 24.836 .000 supportive leadership style .210 .009 .276 22.133 .000 participative leadership style .252 .010 .306 25.028 .000 achievement-oriented leadership style .266 .009 .334 28.502 .000 2 (constant) 2.45 .000 .000 .000 directive leadership style .232 .000 .236 190.625 .003 supportive leadership style .245 .000 .263 203.650 .001 participative leadership style .242 .000 .243 185.216 .000 achievement-oriented leadership style .278 .000 .251 194.130 .004 environmental contingency factors .229 .000 .245 184.763 .000 a. dependent variable: employee job satisfaction c. discussion of the findings 1. directive leadership style the study sought to establish the influence of directive leadership style on job satisfaction among middle level managers in commercial banks in kenya. the findings from correlation analysis showed that directive leadership style positively and significantly relate to employee job satisfaction, r(370) = 0.779, p < .05. the findings agree with jones and george (2011) who observed that directive leaders set clear performance standards and procedures (jones & george, 2011). robbins (2014) shared similar position saying that directive leaders provide strict guidance on the roles and tasks expected of their employees. this proves that directive leadership is about providing clear instructions in each and every task for performance of each task and this assists in employee job satisfaction in commercial banks. there was a positive and significant correlation between job satisfaction and team leader/supervisor scheduling the tasks and duties that require to be performed r(370) = 0.638, p<.05. the findings agree with martin (2012) who pointed out that directive leadership demonstrates its greatest value when employees do not find clear clarity on what they are supposed to do at work or when the work environment is uncertain and unstable. correlation coefficient between team leader/supervisor setting standard of performance for tasks and duties that require to be performed and job satisfaction was positive and significant r (370) = 0.489, p< .05. the findings support dull (2010) who argued that a directive style makes it international journal of human capital management, vol. 3 (2), december 2019 56 | p a g e clear to employees on what and how they are expected to perform. the rewards employees should expect from their performance is made clear right from the start. the implication is that through directive leadership style, clarity of instructions and tasks performance is enhanced leading to employee job satisfaction in commercial banks. 2. supportive leadership style the study sought to establish the influence of supportive leadership style on job satisfaction among middle level managers in commercial banks in kenya. from the findings, correlation analysis showed that supportive leadership style had a strong positive and significant relationship with employee job satisfaction, r(370) = 0.816, p < .05. the findings support lamb (2013) description of supportive leadership as one that focuses on developing positive relationships in order to improve employee job satisfaction. in addition, supportive leaders cultivate idea working environment and emotional support of employees. the study results showed that there was a positive significant correlation coefficient between employee job satisfaction and team leader/supervisor helping them to overcome problems that can prevent them from carrying out duties and tasks r(370) = 0.651, p < .05). khuong and dang (2015) research indicated that supportive leadership has two critical attributes; a supportive behavior to the employee work responsibilities and building a relationship with the employee themselves. supporting the employee to the task is meant to build the employee confidence in doing their assigned duties. there was a positive and significant correlation between employee job satisfaction and team leader/supervisor maintaining a friendly working relationship with the team members (r=0.509, p<.05). supportive leadership style is characterized by a leader who is friendly, approachable and treats employees as equals. supportive leaders care about the cohesion of employees in the workplace and go out of their way to make the work more enjoyable for them (lamb, 2013). the correlation coefficient between team leader/supervisor giving encouragement and rewards for the duties and tasks that they have done well and employee job satisfaction was positive and significant (r=0.578, p<.05). supportive leader puts emphasis wholesome needs of the employee are addressed. the employee growth needs are also considered (malik, aziz & hassan, 2014). 3. environmental contingency factors environmental contingency factors were the moderating variable in this study. the correlation analysis showed that there prevailed a strong and positive relationship between environmental contingency factors and employee job satisfaction, r(370) = .817, p < .05. this agree with northhouse (2013) that where uncertainties are present, environmental contingency factors such as formal authority system through achievement oriented, directive, supportive and participative leaders assist in enhancing employee job satisfaction. the study revealed a significant correlation between task structure and employee job satisfaction, r(370) = .505, p < .05. a study by temple (2013) confirmed that organizational structure influences level of motivation and satisfaction of employees. it also had a correlation with employees reward systems in an organization. structures influenced employee’s autonomy, and pathways to objective delivery. elangovan (2017) studied on the association between task orientation, performance and job satisfaction amongst public organizations employees. when employees are satisfied with the job, they perform their duties with greater excellence. there was relationship between level of supervision and job performance. tomazević, seljak and aristovnik (2014) examined factors influencing job satisfaction in police force. it was observed education levels of management and employees significantly influenced the satisfaction levels of the customers. conclusion 1. directive leadership style the study investigated and measured the influence of directive leadership style on employee job satisfaction among middle level managers in commercial banks in kenya. the study international journal of human capital management, vol. 3 (2), december 2019 57 | p a g e results confirmed that directive leadership style positively and significantly predicted employee job satisfaction. 2. supportive leadership style the study sought to establish and measure the influence of supportive leadership style on employee job satisfaction among middle level managers in commercial banks in kenya. the results from multiple linear regression analysis established that supportive leadership style positively and significantly predicted employee job satisfaction among middle level managers at commercial banks in kenya. 3. moderating influence of environmental contingency factors the study established that environmental contingency factors significantly influenced the relationship between path-goal leadership style and employee job satisfaction among middle level managers in commercial banks in kenya. the results from the multiple linear regression analysis revealed that environmental contingency factors significantly moderated the relationship between path-goal leadership style and employee job satisfaction among middle level managers in the commercial banks in kenya. recommendation for improvement 1. directive leadership style and job satisfaction the study confirmed a positive and significant relationship between directive leadership style and employee job satisfaction and concluded that directive leadership style significantly influences employee job satisfaction among middle level managers in commercial banks in kenya. commercial banks should use directive leadership style where employees do not have a clue of what they need to do to effectively to accomplish the goals and enhance their job satisfaction levels. 2. supportive leadership style on employee job satisfaction the study established that there was a significant influence of supportive leadership style on job satisfaction of middle level managers in commercial banks in kenya. this implied that developing positive relationships between the employer and employees in order to improve job satisfaction is crucial for a commercial bank. management in commercial banks should improve job satisfaction by creating conducive working environment to foster respect, trust, cooperation and emotional support. 3. moderating effect of environmental contingency factors on leadership styles and employee job satisfaction the study established that environmental contingency factors significantly influenced the relationship between path-goal leadership style and employee job satisfaction among middle level managers in commercial banks in kenya. the management at commercial banks should encourage the use of environmental contingency factors like task structure, formal authority system and work group, when leading employees about an objective to be accomplished. 5.4 recommendation for further research the study determined the influence of path-goal leadership style on employee job satisfaction in commercial banks in kenya. the study was limited to only commercial banks that operate in kenya. as a result, the study recommends further researchers to examine the influence of path-goal leadership styles on employee job 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(2014). directive leadership style, participation of employees, performance and job satisfaction at work. journal of applied psychology, 70, 342 – 353. https://doi.org/10.18775/jibrm.1849-8558.2015.33.3004. yun, s., cox, j., & sims, h., (2017), leadership and teamwork: the effects of leadership and job satisfaction on team citizenship, international journal of leadership studies, 2(3), 171-193. https://doi.org/10.4018/978-1-5225-5490-5.ch017. zhu, h., xie, v., & warner, a., & guo, m., (2015). transactional and transformational leadership impacts on organizational learning, journal for east european management studies, 14 (2), 145-165. https://doi.org/10.5771/0949-6181-2009-2144. international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 5 (2), december 2021 131 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 5, no. 2, december 2021, p 132-139 the effect of compensation, transformational leadership and organizational culture on employee turnover intensity ringkot sihotang mahasiswa magister manajemen, pascasarjana, universitas sultan ageng tirtayasa email : ringkot.sihotang@gmail.com abstract pt. lestari banten energi is a subsidiary under genting group and is engaged in the electricity industry. based on the phenomenon that occurred at pt. lestari banten energi that employee turnover is very high so that employee turnover can affect the company's operational activities. in addition, employee turnover can also affect work culture due to differences in individual thinking. this study aims to determine the effect of compensation on the intensity of employee turnover, transformational leadership style on the intensity of employee turnover and to see the effect of organizational culture on the intensity of employee turnover. the novelty in this study is that there is no research on compensation, transformational leadership and organizational culture on the intensity of employee turnover at pt. lestari banten energi. information, primary and secondary data in this study were only obtained from pt. lestari banten energy. the population and sample of this study were employees of operation and maintenance at pt. lestari banten energi numbered 42 people. this study uses a quantitative approach method. the data collection technique used primary data in the form of a questionnaire. the data analysis technique of this research uses the structural equation modeling-partial least square (sem-pls) method. this study shows that 1) compensation has a negative and insignificant effect on turnover intensity, 2) transformational leadership has a negative and insignificant effect on turnover intensity, 3) organizational culture has a negative and insignificant effect on turnover intensity. keywords: compensation, transformational leadership, organizational culture, employee turnover intensity received: 29 november 2021 ; accepted: 30 december 2021 ; publish: december 2021. how to cite: sihotang, r. (2021). the effect of compensation, transformational leadership and organizational culture on employee turnover intensity. international journal of human capital management, 5 (2), 132-139. https://doi.org/10.21009/ijhcm.05.02.12 http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 5 (2), december 2021 132 | p a g e introduction management is basically the science and art of managing the process of utilizing human resources (hr) and other resources effectively and efficiently to achieve a certain goal (hasibuan, 2016:9). hr is the main factor in the management of the company. this is needed so that the company can manage the organization optimally so that it can support the achievement of company goals. the definition of compensation according to (hasibuan, 2017:118) is all income in the form of money or goods directly or indirectly received by employees in return for services provided to the company. employees have good compensation is the company's way to achieve optimal company goals. with good compensation, these employees can improve their performance in a company. in addition to compensation, employees who have work discipline can also have a good impact on the progress of a company. regulations or systems that have been made and implemented by each employee should provide full support for the company. it is also found in (hasibuan, 2016: 115), work discipline is a person's awareness and willingness to obey all company regulations and applicable social norms. not only compensation and work discipline, leadership can also be very influential for employee performance in a company. transformational leadership refers to innovative leadership where leaders pay attention to each individual, provide direction to followers, and spur growth using inspirational motivation (rahman, et al. 2016). according to umi, et al (2015:02) organizational culture is a norm and values that are formed and applied by the company to influence the characteristics or behavior in leading its employees to be able to do tasks on time and guide employees in achieving organizational goals. organizational culture is how members or a group of employees are able to deal with external and internal problems, therefore organizational culture must be developed and taught to members to be used as behavioral guidelines for members in dealing with problems. robbins in tika (2010: 06) states that organizational culture is a set of value systems that are recognized and created by all its members that distinguish one company from another. turnover intention (the desire to change jobs) is the tendency or intensity of individuals to leave the organization for various reasons and including the desire to get a better job (sukwandi and meliana, 2014). pt. lestari banten energi is a subsidiary under genting group and is engaged in the electricity industry. the company is entrusted with the construction, operation and maintenance of a coal-fired geothermal power plant with a capacity of 660 mw (megawatts) in banten, indonesia. the power plant consists of one unit of steam power plant (steam generator, turbine generator and generator substation) located in banten province. pt. lestari banten energi has signed a power purchase agreement (ppa) with pt. pln (persero) on july 10, 2012 to supply electricity for 25 years. this plant is designed to provide net with a nominal capacity of 625 mw (megawatts) for the network system of pt. pln (persero) 500kv (kilovolt). based on the phenomenon that occurred at pt. lestari banten energi that employee turnover is very high so that employee turnover can affect the company's operational activities. in addition, employee turnover can also affect work culture due to differences in individual thinking. this study will examine the effect of compensation, transformational leadership, organizational culture on the intensity of employee turnover. this study conducted testing at the power company. this study tries to explain what factors can cause or improve employee performance, especially in the company under study, namely pt. sustainable banten energy. international journal of human capital management, vol. 5 (2), december 2021 133 | p a g e literature review compensation compensation is income in the form of money or goods obtained by employees in return for the services they provide to the company (hasibuan, 2017). gibson (2012: 301) in sri langgeng ratnasari and gandhi sutjahjo (2017) suggests that rewards are the result of evaluating extrinsic rewards (salaries, wages, benefits and promotions). compensation is broadly divided into two, namely financial compensation and non-financial compensation. where financial compensation is measured through 1) direct compensation in the form of salaries, incentives, and overtime pay; and 2) indirect compensation in the form of allowances and facilities. meanwhile, non-financial compensation can be in the form of praise, appreciation, recognition and time off from work (phong thanh nguyen et al, 2020) the compensation indicators according to armansyah et al (2018) in kilvin & mauli siagian (2020) are: 1. incentives. payments to employees for achievements achieved by employees to improve the quality of their employees. 2. salary. payment of remuneration for employee contributions to the company for the responsibility of their position. 3. bonuses. paying employees for contributions to their work. 4. allowances. payments given by the company that should be obtained by workers. transformational leadership transformational leadership creates a suitable environment for employees who want to engage in innovative work behaviors, especially because these behaviors are complex and risky due to uncertainty in the success of ideas (masood and afsar, 2017). transformational leaders develop under their subordinates a sense of self-efficacy (kark et al., 2018). thus, followers who are inspired by their transformational leaders recognize exactly what is expected of them to achieve and they are willing to put forth every effort to contribute to the achievement of organizational goals, therefore they seek innovative solutions to approach their task which is reflected in their innovative behavior. (ng, 2017). the ideal influence of transformational leaders triggers followers to imitate the behavior of the former in pursuit of new and creative ideas (çek mecelioğlu & zbağ, 2016). furthermore, this positive relationship between transformational leadership and innovation stems from leaders having the capacity to stimulate their followers' intrinsic motivation to initiate creative and innovative outcomes (zhang, miner, boutros, rogulja & crickmore, 2018). there are several indicators of transformational leadership style according to indra kharis (2015): 1. charisma charisma is considered as a combination of charm and personal attractiveness that contributes to the extraordinary ability to make others support the vision and also promote it passionately. 2. inspirational motivation inspirational motivation describes a passionate leader in communicating the idealistic future of the organization. the leader uses verbal communication or the use of symbols that are intended to stimulate the spirit of subordinates. leaders motivate subordinates about the importance of the organization's vision and mission so that all subordinates are encouraged to have the same vision. this shared vision encourages subordinates to work together to achieve long-term goals with optimism. so that the leader not only raises the spirit of the individual but also the spirit of the team. 3. intellectual stimulation international journal of human capital management, vol. 5 (2), december 2021 134 | p a g e intellectual stimulation illustrates that leaders are able to encourage employees to solve old problems in new ways. the leader seeks to encourage the attention and awareness of subordinates to the problems at hand. the leader then tries to develop the ability of subordinates to solve problems with new approaches or perspectives. 4. individualized attention individualized attention illustrates that leaders always pay attention to their employees, treat employees individually, train and advise. leaders invite employees to be observant to see the abilities of others. leaders focus employees on developing personal strengths. organization culture organizational culture is the whole system of internal organizational elements that are embraced by each member and passed on to new members and serves as the glue that unites the organization to achieve common goals (hafiz pradana et al, 2015). robbins (2012) in phong thanh nguyen1, et al (2020) suggests that the indicators of organizational culture are: 1) innovation and risk taking 2) attention to detail 3) result orientation 4) people orientation 5) team orientation 6) aggressiveness 7) stability. turnover according to mahdi, et al (2012) in a'aron dicky taruna putra, et al (2020), turnover intention is the intention of employees to leave the company on the basis of their own desires. turnover intention is an intention or thought that arises from individuals related to their future existence in an organization (sumrahadi et al, 2019). waspodo et al. (2013) in sumrahadi et al (2019) stated that the negative impact of turnover intention is that the company will lose quality human resources and it will take a long time to replace the employee. turnover according to robbins and hakim (2015:38) in (putri mayritza deecille w & charles bohlen purba, 2020) is an act of resigning permanently that has been carried out by an employee, either voluntarily or not. turnover intention is an employee's desire or intention to change jobs which is marked by increased absenteeism, lazy work, increased courage to violate work rules, courage to oppose or protest to superiors, or seriousness to complete responsibilities that are very different from usual (i wayan saklit, 2017). the turnover intention indicators in i wayan saklit's research (2017) are: 1. desire to change jobs, consisting of indicators: having thoughts of wanting to leave, having a desire to find another job, will accept another job if offered 2. attendance rate, consisting of indicators: often do not come to work, work only according to working hours 3. increased courage to violate the rules, consisting of indicators: often coming to work late, leaving the office without permission 4. the seriousness of completing excessive work, with indicators: doing tasks outside the habit, responsibility for excessive work 5. protest against superiors or the company, consisting of indicators: disagree with company policies, often argue with superiors about company policies international journal of human capital management, vol. 5 (2), december 2021 135 | p a g e methodology sampling technique in this study, the variables used consisted of the dependent variable, the independent variable and the variable. the dependent variable is employee performance and the independent variable is compensation, leadership and turnover intensity. the population and sample in this study were employees of pt. lestari banten energi operation and maintenance division totaling 42 employees. the sampling technique in this study was simple random sampling. this study used a random sampling technique, meaning that the entire population of 50 employees was used as the research sample. the data collection method was obtained from direct observation using all ordinal data collection methods by distributing questionnaires to employees of pt. lestari banten energy questionnaire. in this study using open questions. the number of closed questions was 20 questions consisting of 4 questions for the compensation variable, 7 questions for the organizational culture variable, 4 questions for the transformational leadership variable, and 5 questions for the turnover variable. the answer to each instrument item from the question is measured on a likert scale between 1 – 10. data analysis technique this study uses a quantitative approach. researchers collect information through a questionnaire using a likert scale. the data obtained were analyzed using the structural equation modeling (sem) method with the partial least square (pls) approach to find out how the influence of compensation, transformational leadership, organizational culture on the intensity of turnover. research framework h1 h2 h3 figure 1. research model the influence of compensation on employee turnover compensation has a negative effect on turnover intention (royan zakaria & isthofaina astuty, 2017; ryani dhyan parasha et all 2017; muhamad sartono yulianue and leonardo budi 2018). according to research by fransiskus billy sandy (2019), compensation has no significant effect on turnover intention. based on previous research, the hypothesis in this study is h1: compensation has a significant negative effect on the intensity of employee turnover the influence of transformational leadership on employee turnover transformational leadership has a negative and significant direct effect on turnover intention regina vania (2019) transformational leadership has a negative and significant effect compensation transformational leadership organizational culture turnover international journal of human capital management, vol. 5 (2), december 2021 136 | p a g e on turnover intention ni kadek novalia citra dewi, made subudi (2015) leadership style negatively affects employee turnover intensity indah rohmawati (2017) transformational leadership has a negative and significant effect on turnover intention. h2: transformational leadership has a significant negative effect on the intensity of employee turnover the influence of organizational culture on employee turnover research conducted by nur setyaningsih and lenny christina nawangsari (2021) states that organizational culture has a negative and significant effect on turnover intention. organizational culture has a significant negative effect on turnover intention annie faaroek (2021) organizational culture has no significant effect on turnover intention noerchoidah (2020) h3: organizational culture has a significant negative effect on the intensity of employee turnover results and discussion 1. result testing outer model in testing the outer model aims to see the validity and reliability of a model. the analysis of this test will be seen from the influence of factor loading, averange variance extracted (ave), and discriminant validity, as well as composite reliability. construct validity test factor loading is the initial stage in testing the validity of a model, the condition for factor loading is that it must be > 0.6, so that the indicator is said to be valid. if it is not valid then it must be removed from the model (husein. 2015). to find out the outer analysis of this research model, it can be seen in table 1 below: table 1. construct reliability and validity construct cronbach’s alpha rho_a composite reliability average variance extracted (ave) organizational culture 0.776 0.835 0.870 0.693 turnover intention 0.579 0.579 0.826 0.704 transformational leadership 0.965 1.009 0.974 0.903 compensation 0.609 0.619 0.795 0.568 from the table above, the croncbach's alpha value for each variable has a value > 0.6 so it can be concluded that the indicator is consistent in measuring the construct. the ave value is used to show how much variance the indicator contains in the construct. as a result, it can be seen that the ave value of each variable has a value > 0.5. the composite realibility value has a value of > 0.7 so that it can be stated that there is no unidimensionality problem with the influence of compensation, transformational leadership and organizational culture on the intensity of employee turnover. inner model test coefficient of determination international journal of human capital management, vol. 5 (2), december 2021 137 | p a g e table 2. r square r square adjusted r square turnover intention 0.330 0.277 from the figure above, it is known that the r2 value is 0.330, which means that turnover intensity is influenced by compensation, transformational leadership and organizational culture by 33%, the remaining 67% is influenced by other factors outside the variables tested. hypothesis testing table 3. hypothesis testing result hypothesis t statistics p-values summary organizational culture  turnover intention 3.305 0.001 significant transformational leadership  turnover intention 1.042 0.298 not significant compensation turnover intention 0.996 0.320 not significant discussion hypothesis 1 h1: compensation has a significant negative effect on the intensity of employee turnover the estimated parameter of compensation effect on turnover intensity is 0.185. the t statistics value is 0.996 < 1.967 and the p value is 0.320 > 0.05, so that the hypothesis is rejected, it can be concluded that compensation has a negative and insignificant effect on turnover intensity. thus, hypothesis 1 is not supported. hypothesis 2 h2: transformational leadership has a significant negative effect on the intensity of employee turnover the parameter estimation of the effect of transformational leadership on turnover intensity is -0.235. the t statistics value is 1.042 < 1.967 and the p value is 0.298 > 0.05, so the hypothesis is rejected. it can be concluded that transformational leadership style has a negative and insignificant effect on turnover intensity. thus, hypothesis 2 is not supported. hypothesis 3 h3: organizational culture has a significant negative effect on the intensity of employee turnover the estimated parameter of the influence of organizational culture on turnover intensity is 0.629. t statistics value. of 3.305 > 1.967 or p value of 0.001 < 0.05, so the hypothesis is rejected and it can be concluded that organizational culture has a negative and insignificant effect on turnover intensity. thus, hypothesis 3 is not supported. conclusion the hypothesis testing by statistical means on the effect of each independent variable on the dependent variable produces the following conclusions; 1) compensation has a negative and insignificant effect on turnover intensity. from these conclusions, based on the t statistics value of 0.996 < 1.967 and the p value of 0.320 > 0.05,. this means that the better the compensation, international journal of human capital management, vol. 5 (2), december 2021 138 | p a g e the lower the turnover intensity, 2) transformational leadership has a negative and insignificant effect on turnover intensity. from these conclusions, based on the t statistics value of 1.042 < 1.967 and the p value of 0.298 > 0.05,. this means that the better the transformational leadership style, the lower the turnover intensity, and 3) organizational culture has a negative and insignificant effect on turnover intensity. from these conclusions based on the value of t statistics. of 3.305 > 1.967 or the p value of 0.001 < 0.05. this means that the better the organizational culture, the lower the turnover intensity. recommendation suggestions for management to reduce the intensity of turnover is to increase employee compensation. in addition, what needs to be changed is leadership, namely by making good relations with leaders and vice versa so that a company will run well, if good leaders are created and apply organizational culture so that organizational goals can be achieved. references asrar-ul-haq, m., & kuchinke, k. p. (2016). impact of leadership styles on employees’ attitude towards their leader and performance: empirical evidence from pakistani banks. future business journal, 2(1), 54–64. https://doi.org/10.1016/j.fbj.2016.05.00 2 awadh, a. m., & alyahya, m. s. (2018). impact of organizational culture on employee performance. prabandhan: indian journal of management, 11(6), 53– 63. https://doi.org/10.17010/pijom/2018/ v11i6/128442 awan, k. z., qureshi, i. e. w., & arif, s. (2012). the effective leadership style in ngos: impact of servant leadership style on employees’ work performance and mediation effect of work motivation. international journal of economics and management sciences, 1(11), 43–56. basit, a., sebastian, v., & hassan, z. (2017). impact of leadership style on employee performance (a case study on a private organization in malaysia). international journal of accounting & business management, 5(2), 112–130. çekmecelioğlu, h. & özbağ, g. 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"the impact of transformational leadership on people empowerment: the mediating role of organization culture". ijbts international journal of business tourism and applied sciences, vol.7 no.2. pt. lestari banten energi is a subsidiary under genting group and is engaged in the electricity industry. based on the phenomenon that occurred at pt. lestari banten energi that employee turnover is very high so that employee turnover can affect the ... international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 5 (2), december 2021 140 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 5, no. 2, december 2021, p 140-148 the effect of person-job fit on turnover intention: mediated by job satisfaction yugi adhari nugraha universitas sultan ageng tirtayasa nugrahayugi@gmail.com abstract in the banking industry, employees have an important role in the success and stability of the company in facing challenges, competition, and employee mobility. this research aims to analyze the effect of person-job fit and job satisfaction on employee turnover intention. the novelty of this research is because there are still few who pay attention to the problem of the influence of persob-job fit on turnover intention for the sustainability of the bank. the research problem is limited to the effect of person-job fit and job satisfaction on employee turnover intention. this research was conducted with a sample unit taken from 54 employees. research data obtained by distributing questionnaires were analyzed using the sem-pls method. the results showed that there was an effect of person-job fit on job satisfaction. there is an effect of job satisfaction on turnover intention. there is no effect of person-job fit on employee turnover intention. keywords: person-job fit, job satisfaction, turnover intention received: 29 november 2021 ; accepted: 30 december 2021 ; publish: december 2021. how to cite: nugraha, y. a. (2021). the effect of person-job fit on turnover intention: mediated by job satisfaction. international journal of human capital management, 5 (2), 140-148. https://doi.org/10.21009/ijhcm.05.02.13 introduction banks have the main task as intermediary institutions where banks collect funds from people who have excess funds and channel them back to people who need funds. this research was conducted at one of the regional banks in banten. in the banking industry, employees have an important role for the success of the company where employees in the banking industry are at the forefront of facing increasing challenges and competition (joyosumarto, 2015). increased competition and employee mobility in competing companies are unavoidable. attention to job satisfaction is an important thing for companies to do in improving the harmonization of working conditions (hofmann and stokburger-sauer, 2017). the discussion http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 5 (2), december 2021 141 | p a g e about job satisfaction cannot be separated from the feelings of satisfaction felt by employees with the work they do. in increasing employee satisfaction, companies are expected to pay attention to person-job fit, where it is necessary to match the abilities and values of employees with the values implemented in their work. person-job fit is a match between employees and the tasks and work carried out in the workplace (cable darue in titis, 2018). adjusting the abilities of employees with the work done in accordance with the demands of the workload. job satisfaction is the main factor of employees in carrying out their work well. unfulfilled job satisfaction will have a negative impact on the company so that it will affect employee performance which will trigger the employee's desire to resign from the company (turnover intention). a high level of job satisfaction has a relationship with a low employee turnover rate, on the other hand employees who have a low level of satisfaction will increase the turnover rate. (mangkunegara, 2016) high turnover intention will have a negative impact in the form of confusion and instability that results in losses for the company and employees (kurniawati et al., 2019). employee turnover has a potential risk that is detrimental to the company because a lot of costs have been spent on recruiting and training employees. another problem that arises due to turnover is the decline in productivity due to the loss of employees as well as the presence of new replacement employees, along with the bank's turnover data for the last one year. table 1 source: bank daerah if you look at the data in table 1 above, there is a downward trend in the turnover rate. maier in prastiti (2015) explaining that the turnover rate can be categorized as high if in one year or more the company has a turnover rate of 5 percent or more. this indicates that there is a problem with the company. in order to maintain sustainable growth for the company, this phenomenon needs to get attention. if this phenomenon does not receive special attention, it will hinder the achievement of company goals. support from the company is needed to be able to adjust the ability of employees to their work so that it will increase employee job satisfaction. employee dissatisfaction with his work will have an impact on the level of employee exit from the workplace. therefore, researchers are interested in discussing more deeply, this study aims to analyze the effect of person-job fit and job satisfaction on employee turnover intention. literature review turnover intention turnover intention is the tendency of an employee to leave the company voluntarily or not due to the lack of attractiveness of the current job and the existence of other alternative jobs. (robbins and judge, 2015). turnover intention is the desire of employees to quit their jobs by 17.52%16.18% 14.89% 14.28% 14.17% 13.04% 13.45%8.55% 7.66% 0.00% 5.00% 10.00% 15.00% 20.00% d e c1 9 ja n -2 0 f e b -2 0 m a r2 0 a p r2 0 m a y -2 0 ju n -2 0 ju l2 0 a u g -2 0 s e p -2 0 o ct -2 0 n o v -2 0 d e c2 0 turnover international journal of human capital management, vol. 5 (2), december 2021 142 | p a g e looking for other alternative jobs that are considered better in the next few months (nafiudin and umdiana, 2017). turnover intention is a desire to find alternative job opportunities at other companies. (zahara, 2016) based on the explanation of the experts, it can be concluded that turnover intention is a desire to find a new job by leaving the current job but has not been realized in real action. the indicators used to measure turnover intention according to dipboye (2018) include: 1. thinking of leaving the company (thinking of quitting). where the individual begins to think about leaving his job and or staying at the company 2. searching for other job alternatives (intention to search for alternatives). where individuals want to find work at other companies that are considered better. 3. intention to leave the company (intention to quit). individuals intend to leave if they have gotten a new, better job by ending with a decision to leave the company. person-job fit person-job fit is a compatibility between workers and the work done in the workplace, by looking at the abilities they have and the demands of the work they are charged with (cable derue in titis, 2018). person-job fit can be drawn as a match between the characteristics of tasks and jobs with the needs of employees in carrying out the work, so that it will increase employee engagement and commitment to their work (allen and meyer in subudi, 2017). person-job fit is a model of employee suitability with work and the company so that employees who have the competencies desired by the company are obtained so that they are able to adapt according to developments (mondy and noe, 2015). the suitability is: 1. the suitability between the skills, skills and personality of the employee with his work and duties. 2. the suitability between individual personalities such as values and interests that he adheres to with the climate in the company. personality indicators are divided into two, namely: (bohlander and snell in alfani, 2018) 1. demand-abilities fit, the knowledge and abilities possessed by workers in accordance with what is done in the field. where the job demands include abilities, skills and knowledge. 2. need-supplies fit, the needs and expectations of workers can be achieved when working on the job. these wants include goals, needs values, and job offers include jobs, income and other attributes. to be able to obtain optimal employee performance, adjustments are needed between employees and their work by taking into account the following factors (mello, 2002): 1. personal abilities, special skills and technical knowledge, namely the knowledge and skills of employees on matters related to the work to be carried out. 2. social skills, it is an employee's skill in interacting with the relationship with the environment, adapting to changes in the work environment. 3. personal needs, values and interests and desires. these needs include a sense of security, selfdevelopment needs, appreciation, and interaction with other employees as well as the application of employee values. 4. personal traits. it is the nature of an employee in his work environment. traits that include openness, honesty, emotional stabilization and commitment to work. job satisfaction each employee has a different level of satisfaction with his job, even though he has the same type of job depending on the level of needs and assessments that apply to the employee. job satisfaction is a feeling about the work we do and what we think about our work (wibowo in auliya et al, 2017). job satisfaction can be interpreted as an attitude of feeling happy and loving his work, where this attitude is reflected by discipline, work morals and work performance (hasibuan, 2016). job satisfaction is a state of feeling happy or positive emotions that arise from international journal of human capital management, vol. 5 (2), december 2021 143 | p a g e an assessment of one's work or work experience (luhans in revilia dian rismayanti et al, 2018). several theories about job satisfaction, among others (mangkunegara in nova syafrina, 2018): 1. equity theory employee satisfaction is obtained from the balance of the comparison between input and outcome. 2. discrepancy theory satisfaction obtained when the employee gets is greater than what is expected. 3. need fulfillment theory employee will be satisfied if the employee gets what he needs. 4. social reference group theory satisfaction does not only depend on the fulfillment of needs, but also depends on the views and opinions of the group. 5. herzberg's two factor theory according to herzberg, two factors that influence satisfaction are maintenance factors and motivational factors. 6. expectancy theory it is the strength of belief in a treatment followed by results. there are factors that become indicators of measuring job satisfaction (nelson and quick in rangganu, 2015): 1. payment represents wages received from the company at a level deemed appropriate. where employees expect payments received in accordance with the workload they get. 2. job the work given is appropriate and considered interesting, can provide opportunities for learning and development and can accept responsibility for the work. employees will feel happy and challenged when given a job and will exert all their abilities to complete the job. if the workload given is below ability, employees will tend to be bored, and if the burden and responsibility is greater, the employee will likely feel frustrated. 3. promotion opportunities opening opportunities for advancement and development for employees within the company. the existence of self-development for employees such as getting promotions, promotions and individual awards so that employees will have self-actualization and have the desire to progress and develop. 4. supervisor it is the superior's ability to show interest, talent and concern for employees. demonstrate the role of superiors in providing technical assistance in daily work. superiors are also expected to provide good ability in making decisions that will have an impact on employees. 5. co-workers the role of co-workers can affect the perceived job satisfaction of employees, the extent to which co-workers can support each other and work together in the work environment. disputes that arise between employees will affect their daily work. the influence of person-job fit on job satisfaction the effect of person-job fit on job satisfaction according to research by widistuti, et al (2018) has a significant and positive relationship. in addition, research conducted by asmike (2020) shows that there is a significant and positive effect between person-job fit and job satisfaction. based on this research, the following hypothesis can be formulated: hypothesis 1: person-job fit has a significant and positive effect on job satisfaction. the influence of job satisfaction on turnover intention research conducted by khalida, et al (2016) shows that job satisfaction has a negative and significant effect on turnover intention. in line with the research of octaviany (2015) that job international journal of human capital management, vol. 5 (2), december 2021 144 | p a g e satisfaction has a negative and significant effect on turnover intention. based on the research, the following hypothesis can be formulated:. hypothesis 2: job satisfaction has a negative and significant effect on turnover intention. the influence of person-job fit on turnover intention research by khalida, et al (2016) shows that person-job fit has a negative and significant effect on turnover intention. research by fajri, et al (2019) shows that there is a significant influence between percent-job-fit and turnover intention. hypothesis 3: person-job fit has a negative and significant effect on turnover intention. figure 1. research model methodology the study explains the causal relationship between person-job fit on turnover intention and job satisfaction as an intervening. the study was conducted at one of the regional banks in banten, the population in this study was 992. the number of samples studied were 51 people with convenience sampling technique, which is a sampling technique based on chance where the members of the population used as samples who meet the criteria and agree to provide information. the analytical tool used is partial least square (pls) with data analysis techniques that will be used the structural equation model (sem) method. the data collection method used is by distributing personal questionnaires or questionnaires. results and discussion validity test the quality of valid and reliable data instruments is needed to obtain valid data (sigiono, 2015). from the results of the data processing, it is obtained the value of the measurement model test results as follows: figure 2. validity test personjob fit job satisfactio nn turnove r intentio n h1 h2 h3 international journal of human capital management, vol. 5 (2), december 2021 145 | p a g e based on figure 2, it can be seen that all indicators have a loading factor value of > 0.60, so they have met the validity criteria. in addition, the value of loading factor, convergent validity can also be seen from the value of average variance extracted (ave). where all ave values must be greater than 0.50 (ghozali & latan, 2015). validity test (average variance extracted (ave)) table 2 construct reliability and validity average varieance extracted job satisfaction 0,732 person-job fit 0,764 turnover intention 0,799 in table 2 above, it can be seen that the ave value for all variables is above 0.50, so it can meet the convergent validity criteria (validity). thus it can be concluded that all the variables of this study are valid because they have met discriminant validity. reliability test (cronbach's alpha and composite reliability) table 3 construct reliability and validity cronbach's alpha rho_a job satisfaction 0,878 0,897 person-job fit 0,900 0,946 turnover intention 0,920 1,015 source: data process smartpls cronbach's alpha and composite reliability or what is often called dillon goldstein's are two ways of reliability testing to prove accuracy, precision and consistency in measuring variables with values above 0.60 (ghozali & latan, 2015). based on the results of the reliability test in table 3 above, it can be seen that the value of cronbach's alpha and composite reliability of all variables has a value above 0.60. thus it can be concluded that all variables are reliable or meet the reliability test. inner model result table 4 r-square r square job satisfaction 0,105 turnover intention 0,100 international journal of human capital management, vol. 5 (2), december 2021 146 | p a g e the inner model is used to find out how big the relationship (entanglement) between the variables stated in the hypothesis is. one of the tests of the inner model or structural model that is carried out is by looking at the r-square value. in the r-square measurement there are three categories, namely strong (0.76 1.0), moderate (0.26 0.75), and weak (0 0.25) (hair et al in ghozali & latan, 2015). based on the results of the study, it is known that the r square value of turnover intention is 0.100. turnover intention in the structural model is influenced by person-job fit and job satisfaction of 10.00%. while the remaining amount is explained by other variables not examined. job satisfaction variable, has an r-square value of 0.105. this result means that job satisfaction is influenced by the percent-job fit of 10.05%, while the rest is influenced by other variables not included in this study. hypothesis test hypothesis testing is done by looking at the acquisition of the t statistic and p values in the bootstrapping test. the t value of the research table was 1.960 and p values < 0.05. the hypothesis is accepted if the value of t statistic > t table (1.960) or p values < sig (0.05). based on the data processing carried out, the results of hypothesis testing are obtained as follows: table 5 path coefficients original sample (o) t statistic (|o/stdev|) p values person-job fit -> job satisfaction 0,324 2,697 0,007 job satisfaction -> turnover intention 0,316 2,311 0,021 person-job fit -> turnover intention -0,204 1,226 0,221 hypothesis 1 the effect of person-job fit on job satisfaction is shown by the original sample value of 0.324 positively. person-job fit has a positive effect on job satisfaction where if (person-job fit) the personality-job fit is getting better, it will increase job satisfaction. the value of t statistic obtained (2.697) > t table (1.960) and p value (0.007) < sig (0.05) indicates that the effect of person job-fit on job satisfaction is significant. these results support the research of widistuti, et al (2018) and hunt (2010). hypothesis 2 the effect of job satisfaction on turnover intention is shown by the original sample value of 0.316 positively. job satisfaction has a positive effect on turnover intention where if job satisfaction is getting better, it will increase the desire to change jobs in order to improve welfare at a higher level. the t statistic value obtained (2.311) > t table (1.960) and p value (0.021) < sig (0.05) indicates that the effect of job satisfaction on turnover intention is significant. international journal of human capital management, vol. 5 (2), december 2021 147 | p a g e hypothesis 3 the effect of person-job fit on turnover intention is shown by the original sample value of -0.204 negatively. person-job fit has a negative effect on turnover intention where if the personality-job fit is getting better, the desire to leave the company will decrease. however, the t statistic obtained (1.226) < t table (1.960) and p value (0.221) > sig (0.05) indicates that the effect of person-job fit on turnover intention is not significant. this study is in line with the results of research by khalida, et al (2016) who found a negative relationship between person-job fit and turnover intention. mediation test results the effect of person-job fit on turnover intention through job satisfaction is shown by the original sample value of 0.103 with a positive sign with a t statistic value (1,519) < t table (1.960) and p value (0.129) > sig (0.05) then these results shows that there is no indirect effect of personjob fit on turnover intention through job satisfaction as an intervening variable. conclusion based on the results of statistical tests that have been carried out, the following conclusions can be obtained; 1) person-job fit has a positive and significant effect on employee job satisfaction, where the better the job-personality suitability, the higher the employee job satisfaction, 2) job satisfaction has a positive and significant effect on turnover intention, where the increasing job satisfaction will further encourage employees to look for other jobs to further improve their welfare at a higher level, and 3) person-job fit has a negative relationship but does not affect employee turnover intention. recommendation from the research that has been done and the findings in the field, it can be suggested that employee 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journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 6, no. 1, june 2022, p 1-12 financial literacy and personal financial management assessment among students in border area of indonesia-timor leste yohanis ndapa deda timor university email: yndapadeda@gmail.com hermina disnawati timor university email: enudisna@yahoo.com ando missa timor university abstract financial literacy has become a global trend and the need for individuals to take responsibility for their finances. still, financial literacy and financial management have not yet become a course in some universities, especially timor university, which lies in the border area of indonesia-timor leste (baitl). economic literacy and student financial management levels need to be analyzed because they relate to expenditure, income, credit, savings, and investments. this study aimed to evaluate financial literacy level and personal financial management level among college students in baitl. this research includes quantitative descriptive analysis. data was collected using a questionnaire from 165 undergraduate college students in the mathematics education department of a public university in east nusa tenggara (ntt), indonesia. the results showed that the total average level of student financial literacy (sfl) was 67.48%. the comprehensive middle student personal finance management (spfm) is 57.34%. these results were significant at a degree of freedom of 163 and alpha 5% of the t-test results. from the study results, it can conclude that the personal financial management of students of mathematics education is still low. the level of financial literacy of students in the border area includes less literate. keywords: financial literacy, personal financial management, linear regression. received: 25 october 2021 accepted: 7 january 2022 publish: june 2022 how to cite: deda, y.n., et.al. (2022). financial literacy and personal financial management assessment among students in border area of indonesia-timor leste. international journal of human capital management, 6 (1), 1-12. https://doi.org/10.21009/ijhcm.06.01.1 http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 6 (1), june 2022 2 | p a g e introduction the rapid advancement of information and technology is causing new knowledge to spread quickly and be accessible to anyone who needs it. the role of teachers who have been the only provider of science has shifted away from it. the part and presence of teachers in the classroom will be increasingly challenging and require very high creativity in the present and future. globalization is a tough challenge for teachers and teachers. quoting from jack ma at the annual meeting of the world economic forum 2018, education is the great challenge of the century. if we don't change the way we educate and teach, we will have great difficulties in the next 30 years. education and learning loaded with knowledge override the charge of attitudes and skills as currently implemented, producing learners who cannot compete with machines. the dominance of expertise in education and learning must be changed so that later young people can rival machine intelligence while being wise. financial literacy is vital as capital to build an easy generation (brau, et al., 2019). financial literacy and financial management are basic skills that the younger generation must possess because they relate to spending, credit, savings, and investments (ismaulina & suryani, 2019). analyzing students' financial literacy and management levels is the first step to supporting skills and knowledge to achieve a more prosperous life in the future. financial literacy affects saving behaviour (ubaidillah & asandimitra; sholeh; sugiharti & maula 2019). some other reasons how critical financial literacy is that financial literacy affects the use of banking products (lestari, 2019), significantly affects student behaviour in managing finances. (rahmadhani & yunita, 2020). based on the description, research is essential to measure students' level of financial literacy, especially in making decisions related to daily activities, such as saving or investing (sundarasen, et al. 2016). in addition to benefiting the individual himself, financial literacy is also beneficial for the sustainability of a country's economic system. methodology it will be explained in this section the stages in the implementation of research. the first stage is the preparation of questionnaires (questionnaires) of financial literacy and personal financial management, and personal financial management. next, determine population, sample, and sampling techniques. the people in this study was a student of mathematics education study program of the university of timor, which amounted to 485 people. while the research sample is 165 students of the mathematics education study program from semester 1 to semester 9. the sample withdrawal technique used is randomly selected. the next stage is data collection, and namely google forms disseminated through whatsapp group (wag) each student class of timor university mathematics education study program, starting semester 1 to semester 7. spread questionnaires (questionnaires) through the wag containing a list of expression lists using the likert scale, where the respondent chooses the answers provided. after 165 respondent data collected and have represented the population from each semester, proceed to the data analysis stage. data is analyzed using descriptive statistics and linear regression tests (margaretha, 2015). before conducting analysis and interpretation, questionnaire data needs to test for validity and reliability. test validity using formulas (ghozali, 2015)        2 2 2 2 i i i i xy i i i i n x y x y r n x x n y y                       1 with rxy : correlation coefficient x : the total answer value of each respondent international journal of human capital management, vol. 6 (1), june 2022 3 | p a g e y : total of the respondent's answers x : number of item scores y : total score amount n : number of samples testing uses two sides with a degree of the sign with the test criteria. if then the instruments used is valid and if then the tools used are invalid. while the reliability test used cronbach's alpha (ca) formula, 2 11 2 1 1 b t ak r k a              2 with 11 r : reliability instrument k : number of statements 2 b a : total of the variants of each statement 2 t a : variant of total score the reliability level of a research instrument is acceptable when in the ca range of more than 0.6 to 0.8 is considered excellent or reliable, and in the ca range of more than 0.8 to 1 is considered very good or highly trustworthy. next is the data analyzed using descriptive statistics to look at sfl and spfm levels. the next stage is the result of analysis consulted with the criteria of financial literacy according to chen and volpe (1998). number of answerscategory of financial literacy level 100% number of respondents    3 there are three categories of financial literacy criteria (titko, et al., 2015) 1. high, if the literacy rate exceeds 79% 2. menegah, if the literacy rate is between 60% and 79% 3. low, if the literacy rate is less than 60% the next stage is to model simple linear regression using formulas (sugiyono, 2009), y x    4 with y : level of financial literacy of students of mathematics education study program x : student personal finance management  : constant  : regression coefficient the last stage is to made conclusions. result and discussion representation respondent the study was conducted on october 2021. the number of students of the mathematics education study program of the faculty of education, the university of timor, as respondents or samples of this study is 165 people. it consists of 70% females and 30% males. student finance sources comprise 91.7% of parents and 8.3% of scholarships. international journal of human capital management, vol. 6 (1), june 2022 4 | p a g e the description of respondent data by force is like pie chart 1, pie chart 1. characteristics of respondents according to grade level students' pocket money consists of 20.8% receiving 500.000 idr to 1 million idr and 79.2% receiving less than 500.000 idr. pie chart 2. income conditions with student expenses 19% 32% 21% 11% 13% 4% characteristics of respondents according to grade level grade 1 grade 3 grade 5 grade 7 grade 9 grade 11 14% 82% 4% income and spending conditions of student income = spending income < spending income > spending international journal of human capital management, vol. 6 (1), june 2022 5 | p a g e pie chart 3. amount of pocket money per student month most students of mathematics education study programs have a greater incomeexpenditure as seen on pie chart 2. their most significant expense is the cost of living because it is a need that they must meet. students quickly spend money, when 83% of students get a remittance of 500,000 idr from parents (pie chart 3), but when nearing the end of the month, the pocket money supply runs out, while 16% of students who receive an allowance between 500,000 idr to 1,000,000 idr feel enough to receive the next shipment. only 1% of students receive funding above 1,000,000 idr. students income is in line with pie chart 2 that only 14% of students have the same income as spending, 4% of students who have income higher than spending, and 82% of students who have payments smaller than spending. students who have a more significant amount of expenditure than income, their financial management is still lacking, and more understanding of their financial literacy and personal financial management. and students who have the same income as expenses have good financial management, but it has not been said to be perfect because their money is depleted and no savings are left. then, their financial management is suitable for students who have smaller expenses than their income. from the brand's income to costs, there are still residuals that can be saved and used as unexpected funds. (natalia, et al, 2019) from the data above, it how common the knowledge of student financial literacy is. students as a young generation should know about personal finance early on because the knowledge will help students manage their finances in the future (ismaulina & suryani, 2019). parental data the age of the student's parents varies from 35 years to 59 years old. 12.5% of the student's parents live in the city, and 87.5% live in the village. while parents' education in pie chart 3, 29.2%, not school (not finished elementary school), 33.3% graduated elementary school, 16.7% graduated junior high school, and 20.8% graduated high school. 83% 16% 1% the amount of pocket money received by students every month < rp 500.000 rp 500.000 up to rp 1000000 > rp 1 million international journal of human capital management, vol. 6 (1), june 2022 6 | p a g e pie chart 4. parents of students parental income per month, 75% less than 1 million idr and 25% between 1 million idr to 3 million idr. parental expenditure per month, 8.3% more than 1,750,000 idr, 20.8% receive 1,250,000 idr to 1,750,000 idr, 16.7% 600,000 idr to 1,250,000 idr, 25% 400,000 idr to 600,000 idr, 29.2% < 400,000 idr. parental income has an influence on students' financial literacy (margaretha & pambudhi; 2015). sfl and spfm level analysis the analysis section of the financial literacy level, as seen in table 1, presented several aspects such as basic knowledge of personal finance, knowledge of savings and investments, skills using financial services products, knowledge of money management, and beliefs about finance. several questions or statements represent each aspect according to the purpose and emphasis that you want to measure. in this study, many emphasized the level of confidence or the way students view finance that they wish to explore. fifteen statements or questions for beliefs about money adopted from the financial revolution (waringin, 2012). table 1 result of financial literacy assessment aspects levels of financial literacy (%) category basic knowledge of personal finance 62,95 intermediate knowledge of savings and investments 79,20 tall skills to use financial services products 63,775 intermediate knowledge of money management 80,475 tall beliefs about finance 51,00 low average total 67,48 intermediate sources: author's processed data, 2021 24% 39% 13% 19% 5% parents of students of mathematics education study program uneducated elementary school junior high school senior high school higher education international journal of human capital management, vol. 6 (1), june 2022 7 | p a g e table 1 shows that the total average level of student financial literacy is 67.48% and is in the moderate category (ismaulina & suryani, 2019; sandria, siswoyo, & basri, 2021). the level of student financial literacy in the category is less because most students have not taken financial mathematics courses. in addition, it is related to the social and economic conditions of the elderly. the level of parental education reinforces this in pie chart 3. there are 62.5% of parents not in school and only graduated from elementary school. as a result, students have difficulty getting information about financial knowledge from parents. overall, students' financial literacy levels were in the lesser category. but specifically on knowledge about savings and investments and knowledge about money management, he bags 79%, which belongs to high literacy. the results of gunardi, ridwan and sukardjah (2017) showed that the level of financial literacy of students was in a low category. the lowest aspect of student literacy is the confidence level about money, which is 51%. student blueprint money about money is still wrong. the way of looking must straighten at cash. student personal financial management the analysis section of the student personal financial management level, as seen in table 2, presented several aspects such as financial planning, saving, financial use, and recordkeeping. a question or statement represents each aspect according to the purpose and emphasis you want to measure using the likert scale. table 2 result of personal financial management assessment aspects level of personal financial management (%) category financial planning 53,725 less saving 59,40 less use of finance 58,65 less recording 57,60 less sources: author's processed data, 2021 based on data in table 3 that the total average personal financial management of students of the university of timor's mathematics education study program is 57.34%. the results showed that the personal financial management of students belonged to the category of less. the average personal financial management means that students do not have the capital in managing their finances (yates & ward, 2011). spfm level is in a low category because students have also not taken financial mathematics courses. in addition, the income source and the amount of allowance received every month is 500,000 idr by 83% of students. they received low income because the majority of the jobs of student parents are farmers, and 86.1% and live in rural areas that are left behind. it also causes 82% of students to have less income than expenses, as in pie chart 2. as a result, 83% of parents have no child's educational savings or no unexpected expenses. this situation shows that students and parents are both lacking in terms of financial planning. so the spfm level falls into the category less because students will receive less financial education (halilovic, et al., 2019). in addition, because of their first freshman, they manage finances independently without the full supervision of their parents. (qomaro & septiana,2017). financial problems that also often arise in students are that they do not have income, some of the students still depend on their parents. (ismaulina, et al. 2019). international journal of human capital management, vol. 6 (1), june 2022 8 | p a g e students who have an income below 500,000 idr have a low level of financial management due to the lack of money they get to meet their needs, so management, financial planning, storage, use, and financial record keeping are still low. the level of financial management of students who have an income of pocket money from parents between 500,000 idr to 1,000,000idr has a slightly better level of student financial management than students who have a revenue of < 500.000 idr because income is enough to meet the needs of student life. as a result, students still have savings in terms of storage, and planning use and recording are still better than students who have an income of < 5,00,000 idr. the level of financial management of students who have income above 1,000,000 idr is in a low category. if we look at and compare with the results of student financial management who have income between 500,000-1,000,000 idr, it is still better than students who have income between 500,000-1,000,000 idr than those who have incomes >1,000,000. so we can conclude that students who already have an income of pocket money above 1,000,000 idr tend to be wasteful. in general, students are not used to managing personal finances without the supervision of parents. most students also can not delay the pleasure. when receiving money, they immediately spend without paying some for unexpected costs. the results of this study are in line with the results of the investigation. after knowing the level of sfl and spfm mathematics education study program of the university of timor, it will then be seen the effect of sfl on spfm. the effect of sfl on spfm the effect of sfl on spfm is analyzed using simple linear regression analysis. with stages, reliability and intrusion tests, scale data conversion to interval data using successive interval methods, normality tests, determination coefficients, linear regression model estimation, and statistical tests. 1. reliability and validity test reliability test using equation (1) and spss26 output obtained results as in table 3 below. table 3 ouput spps26 of correlations between sfl and spfm correlations sfm spfm sfm pearson correlation 1 .594** sig. (2-tailed) .000 n 165 165 spfm pearson correlation .594** 1 sig. (2-tailed) .000 n 165 165 **. correlation is significant at the 0.01 level (2tailed). based on sig value. (2-tailed) at the spss26 output, sig value. (2-tailed) of financial literacy 0.000< 0.05. meaning there is a correlation between sfm and spfm. known value of r calculated in equation 1 (pearson correlation), r calculate (0.594) > r table (0.012114), then there is a correlation between sfm and spfm. because the r count is marked positive, then the relationship between the two variables is positive. in other words, the increasing sfm then the increasing spfm. it's based on an asterisk (*). from the spss output table 3 above, each of the variables international journal of human capital management, vol. 6 (1), june 2022 9 | p a g e linked has two asterisks (**), which means there is a correlation between sfm and spfm with a significance level of 1%. 2. normality test table 4 ouput spps26 of normality test one-sample kolmogorov-smirnov test unstandardized residual n 165 normal parameters a,b mean .0000000 std. deviation 4.98085352 most extreme differences absolute .050 positive .047 negative -.050 test statistic .050 asymp. sig. (2-tailed) .200c,d a. test distribution is normal. b. calculated from data. c. lilliefors significance correction. d. this is a lower bound of the true significance. asymp. sig. (2-tailed) value of 0.2 is more significant than 0.05. sig. (2-tailed) value means that based on the kolmogorov-smirnov test in table 4, the data is the normal distribution so that the normality requirements in the linear regression test are met. statistic f-test the f test in the regression model is performed to determine if the free variable affects the bound variable. in other languages, to find out whether it has a significant effect or not. h0: the sfl variable has no significant effect on spfm. h1: the sfl variable has a significant effect on spfm. generally, there are two ways to answer the simultaneous hypothesis: comparing sig with alpha research or comparing f calculation with f table. table 5 ouput spps26 of anova model sum of squares df mean square f sig. 1 regression 2216.070 1 2216.070 88.781 .000b residual 4068.660 163 24.961 total 6284.730 164 a. dependent variable: spfm b. predictors: (constant), sfl international journal of human capital management, vol. 6 (1), june 2022 10 | p a g e sig (0.000) < alpha (0.005). it means reject h0. in other words, the sfl variable has a significant effect on spfm. table 6 ouput spps26 of coefficients model unstandardized coefficients standardized coefficients t sig. 95,0% confidence interval for b b std. error beta lower bound upper bound 1 (constant ) 3.158 3.172 .996 .321 -3.105 9.421 sfl .338 .036 .594 9.422 .000 .267 .409 a. dependent variable: spfm 4. statistic t-test the t-test in regression aims to determine the effect of free variables partially (alone) on bound variables. in this case, the t-test is the same as the f test.sig < alpha. table 6 show that sig. ( 0.321) less then (t) 0.996. furthermore, sig (0.000) less then 9.422 . t-table (df 163, alpha 5%) is 1.974624621 < t calculated (9,422). it means reject h0. 5. analysis of coefficient of determination the coefficient of determination values of spss linear regression can be seen in the summary model table, column r or r square as table 7 follows: table 7 ouput spps26 of model summary model r r square adjusted r square std. error of the estimate durbinwatson 1 .594a .353 .349 4.99611 1.755 a. predictors: (constant), sfl b. dependent variable: spfm look at the value in column r, which is 0.594. this 0.594 means that the variation of all free variables can affect the change of bound variable by 0.594 (59.4%). other variables outside the study influenced the remaining 40.6%. based on f test results, sfl can affect spfm by 59.4%. this result is significant at alpha 5% and degrees of freedom 163. from this f test, it has been known that there is a substantial influence between free and bound variables simultaneously. at the same time, the coefficient of determination to know what percentage of its effect. 6. estimated linear regression model the linear regression equation (3.4) shows each free variable's magnitude and direction of influence is found in the beta value (β) or regression coefficient in table 6 ouput spps26 of coefficients. in table 6, constant alpha equal to 3.158 and coefficient sfl (β) equal to 0.338. so, the regression model is spfm 3.158 0.338sfl  (5) the α = 3,158 in equation (5). this α means that if the sfl is 0, spfm 3,158. this result is significant at 5% alpha. and the value of β = 0.338 means that assuming the sfl is fixed, then any increase in sfl by 1 unit will increase the spfm by 0.338. this result is significant in alpha 5% of the results of the test t. hamdani's research results (2018) suggest that financial literacy international journal of human capital management, vol. 6 (1), june 2022 11 | p a g e significantly influences savings sufficient for unexpected expenses. furthermore, nguyen and doan (2020) also say that financial literacy significantly influences individual saving behaviour. in particular, although the knowledge about saving and investment include the advanced category (see table 1) but saving in table 2 belong to less category. overall, if sfl lack, then they cannot manage their personal finance properly (navickas, et al., 2014). so it is essential to improve the level of financial literacy of students to improve the quality of life in the future. conclusion the level of financial literacy and personal financial management of students in the indonesia-timor leste border region (baitl) will be the starting point to raise to a better grade. the results showed that the average sfl rate is 78.90%, while the average spfm is 60.49%. spfm level is still low, while the level of sfl in the border area includes less (less literate). based on the results of the f-test, sfl can affect spfm by 59.4%. this result is significant at alpha 5% and degrees of freedom 163. the estimated regression model is spfm = 3,158 + 0.338sfl which means that any increase in sfl of 1 unit will increase spfm 0.338. the future work is to design financial literacy materials to improve students' literacy and financial management in baitl. references arikunto, s. 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(2011). financial literacy: examining the knowledge transfer of personal finance from high school to college to adulthood. american journal of business education 4(1):65–78. the effect of sfl on spfm international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 6 (1), june 2022 13 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 6, no. 1, june 2022, p 13-23 when occupational self efficacy and intrinsic motivation influence on job satisfaction and job performance unik dwi lestari universitas esa unggul email: unik.dwi@esaunggul.ac.id abstract this study aims to determine the effect of occupational self-efficacy on intrinsic motivation, job satisfaction and job performance. in addition, the influence of intrinsic motivation on job satisfaction and job performance. this research is a descriptive quantitative study made using the structural equational modeling (sem) method. data collection was used by distributing online questionnaires. the population of this study are employees of private companies in the areas of jakarta, bogor, depok, tangerang, and bekasi (jabodetabek). the sampling method used is purposive sampling with criteria that have worked for 2 years and over. the results of this study prove that there is a positive influence between occupational self-efficacy and intrinsic motivation, job satisfaction and job performance. then it also proves that there is a positive influence between intrinsic motivation on job satisfaction but not on job performance. keywords: occupational self-efficacy, intrinsic motivation, job satisfaction, job performance. received: 13 february 2022 accepted: 31 march 2022 publish: june 2022 how to cite: lestari, u.d. (2022). when occupational self efficacy and intrinsic motivation influence on job satisfaction and job performance. international journal of human capital management, 6 (1), 13-23. https://doi.org/10.21009/ijhcm.06.01.2 introduction in today's world of work, increasing the motivation of workers has become the norm for companies, where human resource development strategies are emphasized on aspects of increasing employee motivation, in addition to motivation there are also occupational self-efficacy factors that affect job performance improvements for employees (cetin & askun, 2018). one important aspect of motivation is intrinsic motivation, because intrinsic motivation along with occupational self-efficacy can increase a person's innovative behavior (klaeijsen, vermeulen and martens, http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 6 (1), june 2022 14 | p a g e 2018).then it is known that occupational self-efficacy has an important effect on the success of a worker's career (smidt et al., 2018). in the end, occupational self-efficacy and intrinsic motivation are important variables for increasing job performance and job satisfaction of workers (buric & moe, 2020; cetin & askun, 2018; islam & ahmed, 2018; khalid, 2020; moon, youn, hur, & kim, 2018; shin, hur, moon, & lee, 2019). an individual with high occupational self-efficacy will have high intrinsic motivation which will increase their level of involvement in work (liu and huang, 2019). then occupational self-efficacy and working environment affect the motivation of workers (tannady, erlyana and nurprihatin, 2019). furthermore, occupational self-efficacy has an influence on occupational stress (sharma & marwaha, 2020), with increasing occupational stress it will have an impact on decreasing job performance of workers(nisar and rasheed, 2020). in addition, occupational selfefficacy increases job satisfaction and reduces job stress (troesch and bauer, 2017), with increasing job satisfaction, job performance will increase (dinc, 2017; kishen et al., 2020; syah et al., 2021). then related to intrinsic motivation, it is known to mediate job satisfaction (gheitani et al., 2019). in addition, motivation both intrinsically and extrinsically will affect job satisfaction and also affect job performance (riyanto, 2017).other research explains that transformational leadership will have higher intrinsic motivation, this will improve employee performance and increase employee contributions in achieving company goals (nguyen et al., 2019). previous studies have explained the relationship between occupational self-efficacy and motivation, job satisfaction and job performance. however, there are still few studies that explain the effect of occupational self-efficacy on intrinsic motivation, job satisfaction and job performance, as well as the relationship between intrinsic motivation on job satisfaction and job performance simultaneously in the context of company employees in the greater jakarta area, indonesia. therefore, this study aims to determine intrinsic motivation, the effect of occupational selfefficacy on job satisfaction and job performance. then added with the influence of intrinsic motivation on job satisfaction and job performance. then in the end is the effect of job satisfaction on job performance. literature review the effect of occupational self-efficacy on intrinsic motivation employees who have high self-efficacy will feel that they have the ability to achieve success in carrying out tasks that are in their job functions (rigotti, schyns and mohr, 2008) this will lead to an increase in employee intrinsic motivation in carrying out an activity, because the employee believes that he will get pleasure in doing activities in the job because by completing the job well, then he will get benefits and pleasure for the employee himself (deci and ryan, 2000). previous studies have proven that increasing occupational self-efficacy will increase intrinsic motivation (e.g. çetin & aşkun, 2018; klaeijsen et al., 2018). this is supported by other studies such as that conducted by bande et al. (2016) explained that servant leadership will increase the self-efficacy of workers in doing work, then it will increase the intrinsic motivation of workers. then the following hypothesis is proposed: h1. occupational self-efficacy has a positive effect on intrinsic motivation international journal of human capital management, vol. 6 (1), june 2022 15 | p a g e the effect of occupational self-efficacy on job satisfaction employees with high occupational self-efficacy will have confidence in the success of the work carried out (rhew et al., 2018), employees with a high level of confidence in success will get high positive emotions towards their work. meanwhile, the higher the positive emotions, the higher the job satisfaction (ćulibrk et al., 2018), so that high occupational self-efficacy will increase job satisfaction. self-efficacy will increase job satisfaction, organizational commitment, motivation and job involvement, besides self-efficacy will positively affect job involvement mediated by job satisfaction and motivation (demir, 2020). furthermore, self-efficacy and work engagement have a positive effect on job satisfaction (li et al., 2017). then, job strain and occupational self-efficacy have a positive effect on job satisfaction (maggiori, johnston and rossier, 2016)then the following hypothesis is proposed: h2. occupational self-efficacy has a positive effect on job satisfaction the effect of occupational self-efficacy on job performance workers with high occupational self-efficacy will be more willing to stay in their jobs because they believe they have the ability to succeed (rigotti, schyns and mohr, 2008; rhew et al., 2018), this will have a positive effect on the ability of workers to complete tasks. given by the company or the job performance of workers (darvishmotevali and ali, 2020). for workers from various organizations in turkey, occupational self-efficacy has been shown to have a positive effect on job performance (çetin and aşkun, 2018). then along with work engagement, selfefficacy has been shown to have a positive effect on job performance (carter et al., 2018). in addition, work engagement and self-efficacy act as mediators of the relationship between organizational culture and job performance (song et al., 2018). so, we put forward the following hypothesis: h3. occupational self-efficacy has a positive effect on job performance the influence of intrinsic motivation on job satisfaction intrinsic motivation as an encouragement from within the employee itself related to interest or pleasure (deci and ryan, 2000), will result in an increase in job satisfaction from a worker. this is of course because if the motivation from within employees such as wanting to develop capacity, looking for something new and challenging, exploring and learning (çetin and aşkun, 2018) is high, this will certainly increase the level of satisfaction of workers with their work (furnham, eracleous and chamorro-premuzic, 2009; eliyana, ma’arif and muzakki, 2019). or in other words, workers will be more satisfied with their jobs that match the interests and pleasures of the workers. this is supported by previous research that explains the direct effect of motivation and leadership on job satisfaction (paais & pattiruhu, 2020; (sidabutar et al., 2020). in addition, islamic work ethic on job satisfaction, where intrinsic motivation acts as a mediator in this relationship (gheitani et al., 2019) other research explains that the variables that make up intrinsic motivation such as achievement, job security, job responsibility, and work itself have a positive influence on intrinsic motivation (raza et al., 2015). we put forward the following hypothesis: h4. intrinsic motivation has a positive effect on job satisfaction international journal of human capital management, vol. 6 (1), june 2022 16 | p a g e the influence of intrinsic motivation on job performance with the motivation, or encouragement either from outside or from within, employees will be able to carry out the tasks assigned by the company better. the higher the motivation that exists within the employee, the higher the performance of the employee will be. this is evident from several previous studies which explain that motivation has a positive influence on job performance and job satisfaction (carvalho et al., 2020). then it was found that intrinsic motivation directly affects job performance, and mediates the relationship between job security and job performance (shin et al., 2019). in addition, intrinsic motivation also has a direct effect on job performance, and mediates the relationship between occupational self-efficacy and job performance (çetin and aşkun, 2018). thus, the following hypothesis is proposed: h5. intrinsic motivation has a positive effect on job performance the influence of job satisfaction on job performance the more satisfied employees are with their work, the more things they find enjoyable in their work. this will result in them working well, so that it will increase the ability of workers to carry out the tasks assigned by the company to them. previous studies confirm this condit ion, for example loan (2020) explains that organizational commitment mediates the relationship between job satisfaction and job performance, and the relationship between organizational commitment and job performance is mediated by job satisfaction. then yang et al. (2021) explains that job stress and job satisfaction have a positive influence on job performance. furthermore, syamsir (2020) dan kishen et al. (2020) explains the positive influence of competence and job satisfaction on job performance. therefore, we propose the following hypothesis: h6. job satisfaction has a positive effect on job performance based on the above hypothetical framework, the research model can be described as shown in figure 1. figure 1. research model framework international journal of human capital management, vol. 6 (1), june 2022 17 | p a g e methodology collecting data using a survey method by distributing online questionnaires. measurements were carried out using a likert scale with a scale of 1 – 7 (1 = strongly disagree and 7 = strongly agree) to provide an opportunity for respondents to be able to choose according to their specific wishes. data collection time was carried out from june to august 2021. for the measurement of occupational self-efficacy variables; consists of 6 questions adopted from (tomas, maslić seršić and de witte, 2019). intrinsic motivation variable; consists of 8 questions adopted from (sheldon, arndt and houser-marko, 2003). job satisfaction variable consists of 7 questions adopted from yancey (2009). job performance variable consists of 4 questions adopted from cetin & askun (2018). the respondents of this study were purposive sampling (purposive sampling) in indonesia with the sample criteria were private employees who worked in the greater jakarta area (jakarta, bogor, depok, tangerang, bekasi) who had worked for more than 2 years. initial questionnaire (pre test) to 30 respondents. and in the next study, further questionnaires were distributed to 160 respondents, namely at least five times the number of questions. the research was conducted quantitatively using the sem (structural equation model) method, while data processing and analysis used ibm spss 24 and lisrel 8.8 software. the researcher conducted a factor analysis to test the validity and reliability with spss 24. the validity test was carried out by looking at the measurement values of kaiser-meyer-olkin (kmo) and measure of sampling adequacy (msa). the results of the kmo (0.618 to 0.796) and msa (0.580 to 0.905) values are greater than 0.5, which means that the factor analysis is appropriate. the reliability test uses cronbach's alpha measurement where the results are (0.803 to 0.917), because the closer to 1, the better (hair et al., 2014). result and discussion from the results of testing on 160 respondents, it was found that 64% consisted of men and 36% women, with an age range of 43% under 25 years, 24% between 26 to 35 years, and 33% between 36-45 years. most of them have s1 education, namely 49%, s2 24%, smk/sma equivalent 15%, d1/d2/d3 11% and the rest s3 (1%). in addition, 83% worked more than 2 years and 17% worked under 2 years. the demographic data of the respondents. the indicator for each variable has a loading factor of more than 0.50, which is in accordance with hair et al. (2014) which says that the measurement of construct validity can be accepted and declared valid if all loading factors are above 0.50. the results of the calculation of construct reliability (cr) and variable extracted (ve) found that occupational self-efficacy (cr = 0.90; ve = 0.65), intrinsic motivation (cr = 0.92; ve = 0.60), job satisfaction (cr = 0.91; ve = 0.60), job performance (cr = 0.90; ve = 0.70), can be said to meet the overall requirements which are in accordance with hair et al. (2014) that the value of construct reliability must meet the reliability requirements with cr above 0.60 and ve value above 0.50. from the analysis of the suitability test, most of them showed a good match including x2/df = 1.46.; degrees of freedom = 235; chi square = 343.69; rmsea = 0.051; ecvi = 2.65; aic = 473.69; caic = 746.23; nfi = 0.97; critical n = 140.15 and gfi = 0.86. thus, there is a goodness of fit for the whole model, although some are at the marginal fit level, the complete data can be seen in appendix 8 and the results are as depicted in the path diagram in figure 2. and a hypothesis testing model can be presented as in table 1. international journal of human capital management, vol. 6 (1), june 2022 18 | p a g e figure 2 path diagram based on the hypothesis test table above, t-value values that exceed 1.96 exist in all hypotheses except for hypothesis 5. therefore, the data in this study supports the h1, h2, h3, h4, and h6 hypotheses. but it does not support hypothesis h5. table 4 final testing of hypothesis value hypothesis statement t-value description h1 occupational self-efficacy has a positive effect on intrinsic motivation 9,23 the data support the hypothesis h2 occupational self-efficacy has a positive effect on job satisfaction 3,04 the data support the hypothesis h3 occupational self-efficacy has a positive effect on job performance 2,03 the data support the hypothesis h4 intrinsic motivation has a positive effect on job satisfaction 4,76 the data support the hypothesis h5 intrinsic motivation has a positive effect on job performance 0,18 the data do not support the hypothesis h6 job satisfaction has a positive effect on job performance 6,64 the data support the hypothesis international journal of human capital management, vol. 6 (1), june 2022 19 | p a g e discussion this study explains the effect of occupational self-efficacy on intrinsic motivation, job satisfaction and job performance. in addition, the influence of intrinsic motivation on job satisfaction and job performance. then the last is the effect of job satisfaction on job performance. occupational self-efficacy has been shown to have a positive effect on intrinsic motivation. this means that self-efficacy variables such as the calmness of employees when facing difficulties, because of their belief in their abilities or the belief of employees that they can overcome obstacles at work, will increase intrinsic motivation in employees such as encouragement from within employees to contribute. for the lives of others and to show affection for others. the findings in this study are in agreement with previous findings (e.g. bande et al., 2016; çetin & aşkun, 2018; klaeijsen et al., 2018). occupational self-efficacy in this study proved to influence job satisfaction. this shows that the employee's belief in his competence in completing the task will have a positive effect on the pleasant emotional state that employees have towards their work. this finding is in accordance with previous findings, such as the finding of demir (2020) which explains that self-efficacy affects job satisfaction and mediates the relationship between job involvement and job satisfaction. in addition, according to research from li et al. (2017) about the positive influence of self-efficacy and work engagement on job satisfaction. then, occupational self-efficacy was found to influence job performance. this shows the employee's belief that he or she can be successful at work has a positive effect on the ability of workers to carry out tasks according to job descriptions or other standard requirements as requested by the company. this is in accordance with previous studies (e.g. carter et al., 2018; çetin & aşkun, 2018; song et al., 2018). furthermore, for the intrinsic motivation variable that affects job satisfaction, this shows that internal motivation such as the desire to help what is needed or the desire to show affection to others. will increase positive emotions that satisfy employees in their work, as well as the ability of workers to carry out the tasks assigned by the company. this is in accordance with previous studies for the positive effect of intrinsic motivation on job satisfaction (e.g. eliyana et al., 2019; furnham et al., 2009; gheitani et al., 2019; paais & pattiruhu, 2020) as well as for the positive influence from intrinsic motivation to job performance (e.g. loan, 2020; syamsir, 2020; yang et al., 2021). specifically, in this study, it was found that intrinsic motivation had no positive effect on job performance. according to the researcher's observations, this is influenced by the values held by young respondents, namely 43% under the age of 25 years, where in this generation everything is judged by how much material is obtained from the work, or in other words that the job performance of the workforce aged these young people are more influenced by job satisfaction, namely satisfaction in the form of income which is considered quite satisfactory. the more satisfied employees are in their work, the more enjoyable they feel. this will encourage them to work well, so that it will improve employee performance to carry out the tasks assigned by the company to them more diligently and better. previous studies confirm this condition, for example loan (2020) explains that organizational commitment mediates the relationship between job satisfaction and job performance. so, it can be understood that what increases the job performance of employees in this study is not intrinsic motivation but is more determined by job satisfaction in the form of income or wages received. international journal of human capital management, vol. 6 (1), june 2022 20 | p a g e conclusion the results of this study prove that there is a positive influence between occupational selfefficacy and intrinsic motivation, job satisfaction and job performance. then it also proves that there is a positive influence between intrinsic motivation on job satisfaction but not on job performance. and in the end job satisfaction proved to have a positive effect on job performance. the managerial implications of this research are as follows, to increase the intrinsic motivation, job satisfaction and job performance of workers, company leaders need to increase occupational self-efficacy, such as by providing training so that the competence of the workers increases, by increasing the competencies possessed. by company workers, automatically the occupational self-efficacy of employees will increase so that it has a positive effect on employee performance. then to increase job satisfaction, managers can make efforts to increase the intrinsic motivation of employees such as instilling confidence in the importance of making positive contributions to others. meanwhile, to improve job performance, managers can take actions to increase job satisfaction, such as providing rewards in accordance with the performance of employees, appreciating employees and showing good examples of the values to be applied in front of employees. recommendation furthermore, this research has many limitations, including this research still only looks at one variable in motivation, namely intrinsic motivation, even though there are variables that need to be known in relation to occupational self-efficacy, for example, extrinsic motivation and amotivation variables. so that further research needs to consider determining the effect that occurs between occupational self-efficacy with extrinsic motivation and amotivation variables. another limitation is on the variable of occupational self-efficacy, a worker not only has occupational self-efficacy, but also has variables such as task specific self-efficacy and process self-efficacy. these variables also need to be considered in future research, how they relate to the motivation of workers. then the next limitation is on the job performance variable, this study only considers job performance in terms of task performance. so, it needs to be considered further to consider contextual performance in further research. references bande, b. et al. 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(2017) ‘second career teachers: job satisfaction, job stress, and the role of self-efficacy’, teaching and teacher education, 67, pp. 389–398. doi: international journal of human capital management, vol. 6 (1), june 2022 23 | p a g e 10.1016/j.tate.2017.07.006. yancey, a. e. (2009) ‘the impact of job embeddedness on the job satisfaction tenure and job satisfaction intent to turnover relationships’. yang, s. y. et al. (2021) ‘employee stress, job satisfaction, and job performance: a comparison between high-technology and traditional industry in taiwan’, journal of asian finance, economics and business, 8(3), pp. 605–618. doi: 10.13106/jafeb.2021.vol8.no3.0605. the effect of occupational self-efficacy on intrinsic motivation the effect of occupational self-efficacy on job satisfaction h2. occupational self-efficacy has a positive effect on job satisfaction the effect of occupational self-efficacy on job performance the influence of intrinsic motivation on job satisfaction the influence of intrinsic motivation on job performance the influence of job satisfaction on job performance discussion international journal of human capital management, vol. 5 (2), december 2021 97 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 5, no. 2, december 2021, p 97-103 virtual reality in military training to maintain indonesian military readiness in the era of covid-19 pandemic k l herdayatamma the republic of indonesia defense university klherdayatamma@gmail.com abstract during the covid-19 pandemic, there have been many changes to human activities, not to mention indonesia's military armed forces (tni). despite the covid-19 pandemic, threats to national security still exist. there are even some potential threats that developed during the covid-19 pandemic and could explode at any time. this article is written based on a qualitative method and used literature study approach of various literature that related to the topic. the author wants to show the importance of maintaining indonesian military armed force (tni) readiness by continuing military education and training with some adjustments. virtual reality has become the solution to this problem. with fully immersive system technology, vr can provide an experience that is closest to reality. so that even in a pandemic condition with a policy of restricting human activities, military readiness can still be maintained. keywords: armed force, covid-19, readiness, virtual reality received: 10 november 2021 ; accepted: 30 december 2021 ; publish: december 2021. how to cite: herdayatamma, k.l. (2021). virtual reality in military training to maintain indonesian military readiness in the era of covid-19 pandemic. international journal of human capital management, 5 (2), 97-103. https://doi.org/10.21009/ijhcm.05.02.9 introduction the covid-19 (corona virus disease 2019) is a global health problem. the who (world health organization) officially declared the status of novel corona virus is a global pandemic on march 11th, 2020. the act is based on the escalating spread of the virus outside of china and it caused over 118.000 cases of coronavirus illness in over 110 countries (ducharme, 2020). indonesia reported the first two positive cases on march 2nd, 2020 (ihsanuddin, 2020). the virus spread significantly time by time and massively to various regions in indonesia. on july 7th, 2021, indonesia already reported 2.345.018 confirmed cases and 61.868 death because of covid-19. http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 5 (2), december 2021 98 | p a g e at a media briefing in the beginning of the covid-19 appearance, who director-general, dr. tedros adhanom ghebreysus said that the pandemic is not just a public health crisis, it is a crisis that will touch every sector. in a strongly connected and integrated world, the impacts of the disease beyond mortality (those who die) and morbidity (those who are unable to work for a period of time) has become apparent since the outbreak (mckibbin & fernando, 2020). the outbreak caused an economic slowdown in china due to disruption in the production process and it affected the global supply chain. gradually, the economy was getting worse with restrictions in transportation between countries which further slowed global economic growth. the president of indonesia announced the covid-19 pandemic as a national disaster on march 14, 2020, through the head of badan nasional penanggulangan bencana (bnpb). the president also formed a task force for the acceleration of handling covid-19 (widyawati, 2021). the same thing happened in indonesia, the virus spread brutally. the government responded to this situation by making a restriction policy of people’s mobility to cut the spread of the virus called pembatasan sosial berskala besar (psbb), but since the policy was implemented, the indonesian economy was getting worse and leading to recession. the government was seeking various solutions to be able to restore the economy and keep trying to supress the spread of the virus. however, new virus mutations that are easier to infect humans and cause more severe symptoms appeared (widyawati, 2021). since the beginning of 2021, there has been a very large spike of covid-19 cases in indonesia. the government decided to reimpose stricter policies on people’s mobility in early july 2021. as long as there is an increase in covid-19 cases in indonesia, the government will continue to implement policies in restricting people’s mobility and interaction. until now, no one can predict when the covid-19 pandemic will end completely. the existence of covid-19 pandemic does not obstruct conflict between countries. conflict that happened continued throughout the pandemic. marius mehrl et al. found out that covid-19 crisis has no effect on the global level of armed conflict (mehrl & paul w thurner, 2021). even though there were some government regulations and recommendations from the united nation in limiting the spread of the virus. his research also indicates that conflict increased in middle east by an estimated 20 weekly battle events per country. there was an increase on the intensity of the violence at an early stage from march to august 2020, when it approximately doubled in the three countries, particularly in libya (daw, 2021). although there was a decrease in conflict tensions from september to december 2020, there is still potential for conflict to increase during the pandemic. the covid-19 pandemic has exacerbated conflict in already fragile states. in parts of western africa and in the greater sahel region, rebel groups have used the state preoccupation with covid-19 crisis to escalate and violence (berman, couttenier, monnet, & ticku, 2020). in asia, especially in the middle east, conflicts that have occurred for years have escalated again during the pandemic. the armed conflict between israel and palestine continues during the rise in cases of virus infection in both palestine and israel. the conflict has worsened conditions in palestine because several health facilities were destroyed during the attack. in indonesia, there was also an armed conflict during the pandemic covid-19 (santoso, 2021). there were several attacks on members of indonesia’s national armed forces while on duty by a group of terrorists in papua. terrorist acts of suicide bombings also occurred during the pandemic, although not as much as in previous years. however, in this pandemic period, with more activities at home and greater access to social media platforms, the spread of radicalism has increased in indonesia (maharani, 2021). it could be a potential threat where this radical tenet can become an action one day. in the midst of a pandemic today, there are escalations of threat in the national, regional, and international scope. the tni (tentara nasional indonesia/indonesia’s military armed force) is required to be able to carry out its duties under any conditions in upholding state sovereignty, maintaining territorial integrity, and protecting the entire nation. the tni must be prepared to face these threats. military training must still be carried out despite the government's policy of restricting human movement. the purpose of this study is to explain the importance of the readiness of the tni in dealing with actual and potential threats. vr (virtual reality) might be the international journal of human capital management, vol. 5 (2), december 2021 99 | p a g e answer in military training in the midst of covid-19 pandemic so that tni readiness could be maintained. literature review development of vr virtual reality is a very powerful and compelling computer application by which humans interact with computer-generated environments in a way that mimics real life and engages various senses (burdea & p., 2003). nowadays, vr is popular in games and entertainment, but actually it has also been used in other fields, such as medicine, oil explorat ion, mining exploration, engineering, automotive, and so on. vr can reduce time and cost, and lead to increase quality, in the development of the product in the automotive industry and any other fields (lawson, salanitri, & waterfield, 2016). the first design of vr was found in the 1950s by morton heilig with a prototype in 1962, but there was no financial support so the further development was stopped. heilig designed a classic virtual reality called sensorama which used 3d visual, audio, haptic, olfactory stimuli, and wind to provide an impressive experience (rheingold, 1991). fig.1. morton heilig’s sensorama in 1961, hmd (head-mounted display) was founded by philco. this device allows the user to know the position of the heard’s user. boom (binocular omni orientation monitor) is one of the most famous hmd that invented by ivan sutherland in 1968 known as ‘sword of damocles’, but this device needed to be hung to the ceiling because of its size and dimentions. the sword of damocles was capable of tracking both the position of the user and their eyes and updating the image of its stereoscopic view according to the user’s position (boas, 2013). fig. 2. ivan sutherland’s hmd ‘sword of damocles’ in 1977, wire data gloves worked by fiber-optics was found by richard sayre and created by tom defanti and daniel j. sandin. this device used light sensors with flexible tubes that captured physical data such as bending of fingers. international journal of human capital management, vol. 5 (2), december 2021 100 | p a g e fig. 3. the first wired glove ‘sayre gloves’ those three devices are the common vr related devices. there has been a lot of research and development of those devices that supports vr technology to further develop three experience concepts in using vr, such as immersion, perception, and telepresence. indonesia’s military armed force the tni (indonesia’s military armed force) has an important role in national defense, especially in defending territory of indonesia, protecting national sovereignty, protecting national integrity, and keeping the safety of the nation from any threats from within or outside of the country (indonesia defense white paper, 2015). as a defense element, tni has functions in preventing threats, taking action against threats, and restoring security conditions. in order to build national defense posture and improve capability of national defense, indonesian defense minister made 9 primary defense policy which two of them related to tni itself. the first is personnel development with right sizing and proportional growth principle that is able to adapt with current conditions. the second policy is formation of reserve defense components to support tni. in the education of tni soldiers, there is a philosophy that is followed, namely ‘dwi warna purwa cendikia wusana’, which means realizing the role of soldiers as patriot fighters, proficient and skilled in their profession as a national defense force (peraturan panglima tentara nasional indonesia nomor perpang/51/ix/2008). due to the development of science and technology, as well as the development of strategic environment, tni are increasingly being demanded to be more professional so that it is necessary to carry out gradual, multilevel, and sustainable education and training. soldiers are expected to have a good mental personality, intellect, and good posture and abilities. the education and training of tni soldiers aims to increase the potential of the soldiers so that they have the fighting spirit, knowledge, skills, and physical conditions needed to carry out their duties. the education and training was implemented but tni soldiers did not stop until a certain point, but continued until the end of their career. shrm (sustainable human resource management) human resources are an important element in the organization. in an organization, human resources role as the driving force of the organization and the guarantor of the organization to survive. in addition, human resources also assist the organization in achieving its organizational goals. an understanding of shrm can be in the form of the continuity of an organization's existence that continues to emerge as a result of good hr management, so with the presence of human resources, the organization can continue to advance and develop, and survive. the second understanding of sustainable hrm is the continuous management of human resources, so that human resources become more qualified and the capacity and capability of hr continues to increase (kramar, 2014). international journal of human capital management, vol. 5 (2), december 2021 101 | p a g e methodology this study used a qualitative research method. qualitative research is an inquiry process of understanding based on distinct methodological traditions of inquiry that explore a social or human problem (creswell, 2009). this research aims to understand and find out the possibility of vr technology being used in the tni in an effort to maintain the quality of soldiers in terms of human resources, in the midst of the covid-19 pandemic which limits their activity, especially in military training. the data collection technique used in this study is literature study. authorconducted this research through a collection of qualitative documents such as books, journals, government policy documents, news, and other sources that are relevant to the topic, including a topic about military armed force’s condition during the pandemic, vr technologies, hrd, and indonesia’s government policy. this research begins with searching for information on the topic from journals, articles, and books on several websites. some articles and journals were found through google search, google scholar, and the republic of indonesia defense university’s online library. the collected data will be analyzed in three steps. the first is data condensation, then data display, and the last conclusion. results and discussion along with the development of technology and information, as well as the development of the strategic environment, the tni is required to always be professional in carrying out its duties as a national defense force. a good human resource management is needed, especially in military education and training. in terms of education and training, there are three important criteria that must be owned by tni soldiers and those criteria become the goals of tni’s military education and training. there are good mentality & personality with high motivation and dedication, intellectuality that includes extensive knowledge & reliable skills, and proporsional body posture & good physical abilities. tni soldiers need to be trained step by step, gradually, and continuously. good mentality and personality with dedication and high motivation can not be achieved instantly and quickly. it takes months or even years of education and training to ensure the doctrine of education can be instilled in soldiers. at least it takes three months to be able to make a value into a habit, as is done in basic military education and training in the tni. in indonesia, the tni is divided into three fields or ‘matra’, namely the tni ad (army), tni au (air force), and tni al (navy). each dimension has its own special skills and knowledge in carrying out defense tasks in land, air space, and water areas. tni ad which operates on land has the knowledge and skills in maintaining the security of the land border area. tni al has the skills and knowledge in maintaining security at sea and enforcing the law at sea, as well as conducting naval diplomacy. tni au is tasked with maintaining security in the area of national jurisdiction. in addition to these three dimensions, the tni also has elite indonesian special forces, in dealing with various types of threats, such as kopassus (special forces command) which is tasked with direct action to destroy enemy logistics, combat sar, anti-terror, advance combat intelligence, facing the threat of separatism and rebellion. in addition, there is also a satbravo-90 tasked to cripple the enemy’ defense equipment in supporting operations and prosecution of terror and piracy in the air. denjaka is one of the special forces who specializes in combat and combat intelligence on ships, offshore installation, and coast areas. there are also several more special forces in indonesia. not only three fields or 'matra' receive specific education and training, but also those special forces. in fact, most of the special forces are educated and trained harder than other tni soldiers, according to the duties and responsibilities that must be fulfilled. proportional posture and good physical ability are needed by the tni soldier to support their activity. most of the tasks are outdoor and in extreme conditions, thus making agility and endurance become the success factors in operations. without a fit body condition, it is impossible international journal of human capital management, vol. 5 (2), december 2021 102 | p a g e to cross seas, climb mountains, and attack the enemy. physical training is carried out by the tni every day with the additional load time by time, so that soldiers can achieve excellent physical abilities. the covid-19 pandemic has hampered the training and education of soldiers. restrictions on human interaction and activities make soldiers unable to train physical activities as usual. furthermore with the government's policy of making efficiency of the budget and allocating it to the handling of the covid-19 pandemic, some education and training activities have to be cut. it has an impact on the quality and quantity of education and training. joint training also cannot be carried out. some soldiers outmaneuver by doing activities at home, but the achievements are not optimal. supervision was also not done thoroughly, so the achievements of each soldier were not monitored. in indonesia, vr applied in several field but mostly in games and entertainment. there are application of vr but limited to visual only, for example used in virtual travelling created by travel agent to provide a travel experience and in aviation but still using vr technology originating from aboard. in developed countries, such as the united state, vr is already used in the military field. in the 1960s, the us military developed a combat simulation system. vr is listed as one of the seven key technologies that will ensure the dominance of the us force in the 21st century. the application of vr in the us military mainly includes virtual training, battlefield exercises, and virtual weapon manufacturing. applying vr in military field is inline with the us’s realistic demand and development direction of reducing the personnel and material losses. moreover, the technology can improve the effectiveness of the military training (liu, zhang, hou, & wang, 2018). the combination between vr and ar (augmented reality) also used by us military in combat training. ar technology can create a display of the user’s avatar and the outdoor environment, with precise gps location. this combination of technology is possible to generate a big battlefield environment with multiple users in one system (haar, 2005). indonesia's military armed force should be able to adopt this technology. vr technology will be very supportive in national defense, especially in preparing defense human resources to face threats. the use of vr in military training and education will be very helpful, considering that vr technology can be a fully immersive system, where it gives users the closest to reality through high quality of graphic and performance as well as complete stimuli. the soldier will be easier to understand the material and surrounding environment, because it is also balanced with practice. in addition, military education and training are mostly dangerous and threaten the safety of soldiers. since 2002, there have been several cases of accidents that have resulted in the death of tni soldiers during the military education and training. the existence of new technology certainly requires adaptation. the tni needs to adapt to the use of vr technology if it is to be used for education and training for its soldiers. disapproval may occur, but it should be understood that technology is developing very quickly, the use of vr in developed countries has been carried out, and over time, the demands for efficiency and effectiveness are becoming more real. conclusion it is highly important in maintaining military readiness considering that threats to national security can come anytime and anywhere, even during the covid-19 pandemic. the threat of armed conflict continues during the pandemic and other potential threats that persist during the pandemic may explode after the pandemic is over. based on sustainable human resources development, military education and training must still be applied to maintain the quality of soldiers, but with the policy to limit human activities, indonesia's military armed force has difficulties in providing education and training for its personnel. virtual reality technology can solve this problem, where soldiers can still get military education and training without having to meet other people in person. with a fully immersive system, vr technology can provide an experience that is closest to reality. international journal of human capital management, vol. 5 (2), december 2021 103 | p a g e application of vr in military education and training will also make the operation become more effective 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(kementrian kesehatan) retrieved 7 8, 2021, from https://sehatnegeriku.kemkes.go.id/baca/umum/20200315/3633379/status-wabah-coronaindonesia-ditetapkan-bencana-nasional/ international journal of human capital management, vol. 4 (1), june 2020 international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 4, no. 1, june 2020, p 26-41 employees perception on performance appraisal effectiveness in the cyprus public sector (eac) stylianos christodoulou american college email: stelioschr79@yahoo.gr alexia louca university of cyprus email: alexialoukaa@hotmail.com andreas petasis american college email: andreas.petasis@ac.ac.cy abstract performance appraisals are important for effective evaluation and management of personnel. this research investigates the electricity authority of cyprus’ employees’ perceptions of performance appraisal. data were collected from 161 employees of the organization, using an online semi-structured questionnaire, and analyzed using spss; the qualitative data were analyzed manually. the results of the study highlighted respondents’ perceptions with regard to the organization’s performance management practices, which have a created a culture of mistrust towards the performance management system in use. the organization’s present performance appraisal system seems to posit more shortcomings than strengths and it doesn’t seem to be integrated or linked with the organizational goals and missions of the authority’s. the research has delivered some information on what needs to be changed in order to improve the current system. the findings have serious managerial implications for redesigning the performance appraisal system so as to be more effective, more credible and more transparent. these implications include actions towards introducing new methods, training the appraisers, increasing motivation and provision of resources for effective performance appraisal. keywords: performance management system, performance appraisal, appraisal error, performance management effectiveness, electricity authority of cyprus. received: 4 october 2019 ; accepted: 24 january 2020 ; publish; june 2020. how to cite: christodoulou, s., louca, a., & petasis, a. (2020). employees perception on performance appraisal effectiveness in the cyprus public sector (eac). international journal of human capital management, 4 (1), 26-41. https://doi.org/10.21009/ijhcm.04.01.03 26 | p a g e http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 4 (1), june 2020 introduction within today‟s dynamic business environment, the process of performance appraisal (hereafter pa) is regarded as one of the most important human resource practices of any organisation. within an organization, performance management is one of the key methods hr management uses to connect strategy to results (mathis & jackson, 2008). this link between strategy and results is achieved by the organization's personnel having a number of qualities, such as being efficient, effective, motivated, innovative, and many more attributes leading to excellence. in regard to the electricity authority of cyprus, its current pms is described in directive no. o-a-012, entitled: directive regarding the personnel‟s pa. it was first introduced in accordance with the eac‟s 1986 regulations, and it was later modified in 1996. since 1996 the pms remains the same, that is for 23 years now. the directive‟s introduction reminds appraisers that they should only evaluate employees‟ behaviors, which are directly related to their work duties. furthermore, it states that the purposes of an efficient pa are to improve employee performance, to pinpoint possible areas of employee development through training, to better organize work procedures, to help in taking personnel decisions, such as hiring, promotions, transfers, etc. the eac's current pms consists mostly of a single tool, a pa form. a manager evaluates subordinates by filling in the form. then, the manager is joined by two hierarchically higher, than him/her, managers, who however are familiar with the appraisee‟s work, so as to discuss the appraisee‟s performance and evaluation. all three have to sign off the final rating awarded. if there are any disagreements on the rating, the decision is taken by the majority vote. employees are divided in two classes, class a and class b, according to their level of payment. both classes‟ appraisal form roughly includes the same performance criteria. this form is filled in once a year, typically by the end of february. class a includes the following ten performance criteria: leadership, quality of output, ability to cooperate, quantity of output, job knowledge, initiative, reliability, commitment, verbal communication, and written communication. class b includes the following nine performance criteria: quantity of output, quality of output, job knowledge, ability to cooperate, reliability, commitment, ability to understand, verbal communication, and written communication; these performance criteria are measured using a five leveled rating scale system, ranging from a to c. the aim of this research is to gather information on the eac's employees‟ perceptions on the efficiency of the current pa process within the wider pms of the organisation. additionally, this study strives to investigate and evaluate the efficiency of the current pms. this system is in place, in its current form, since 1996, that is 23 years ago, and is briefly presented in the previous sub-chapter. in light of the aims of this study, the following research questions were set: what is the impact of demographic variables on employees' perceptions towards the pa process? what is the employees' perception about the organization‟s appraisal system effectiveness? what is the appraisers‟ role in the pa process? literature review pa plays a key role, even though is only one of the many contributing micro-processes in the macro context of a pms, and is central to the whole process majorly contributing to the effectiveness of pm. pa can be characterized as the process of identifying how well employees do their job, compared and measured against a standard (their job description) and consequently communicating this piece of information to the appraisee (mathis & jackson, 2008). a more comprehensive definition is provided by the chartered institute of professional development (cipd), and it states that „performance appraisal is an opportunity for individual employees and those concerned with their performance, typically line managers, to engage in a dialogue about their performance and development, as well as the support required from the manager‟ (cipd 2013, cited in sekhar patro, 2019). 27 | p a g e international journal of human capital management, vol. 4 (1), june 2020 pa is carried out by an organisation so as to enhance the quality and justify various decisions relating to administrative and developmental uses. mathis and jackson (2008) draw an interesting distinction with regard to these two categories. they pinpoint that these two categories call for managers to wear two hats. on one hand, managers as judges, in their administrative role, appraising their subordinates and trying to remain fair and neutral during this process. on the other hand, managers as coaches and counsellors, in their efforts to identify through appraisal, their subordinates‟ training and development needs. next, we will elaborate on the most significant uses of both aforementioned categories, namely administrative and developmental. with regard to pa process better informing administrative decisions, maybe the most common function is determining compensation changes if the organization espouses pay for performance. in this case, pa is the instrument through which employers can identify those employees who do a better work and are deserving of a form of variable pay. this type of pay is compensation which is directly linked to performance and it can be either a bonus, or an incentive program payment (mathis & jackson, 2008). in general, when talking about offering a reward to an employee for a job well done, in most cases we talk about a payment system. however, rewarding an employee‟s outstanding performance doesn‟t always mean giving him/her a bonus, or a raise. other rewards can be non-monetary and might include flexible working hours, employer offering praise and recognition (waqas & saleem, 2014). next, pa can facilitate and document promotion, demotion, layoff, or downsizing decisions. through pa, the organization can point out the most talented and better performing employees for taking up senior positions. at the same time, pa can identify poor performers for when an organization needs to downsize, or even those whose performance is inadequate and need to be discharged. additionally, pa can validate hiring, and placement decisions, or transfer assignments. after a new hire has his/hers first pa, then an employer can feel confident that his hiring criteria are correct. furthermore, pa can provide evidence that an employees‟ placement or transfer to a specific post was the right decision. pa can identify an employees‟ talents and skills, as well as his shortcomings, thus indicating where his/her placement, or transfer can better serve the organizations‟ needs (mathis & jackson, 2008). nearly all of the organization‟s personnel decisions could end up under legal scrutiny. pa generates documentation, which can provide a rational, well-argued and legally defensible basis for decisions relating to why an employee gets promoted, discharged, or differential pay raise compared to another colleague (muchinsky, 2000). through the pa process, information about the employee‟s performance reach both employer and employee. inarguably, the pa process is a primary source of information and feedback which can better advise on the organization‟s future developmental actions. such functions include providing performance feedback, determining employees‟ training needs, and identifying individual employees‟ strengths and weaknesses (mathis & jackson, 2008). providing performance feedback is paramount for several reasons. notably, muchinsky (2000) notes that perhaps the main use of pa information is for employee feedback. the employee has the chance to find out, through a formal way, how well he/she did during the previous year. this feedback can point out areas where the appraisee need to improve and navigate his/her future actions, leading to enhanced performance, and fulfilling the organization‟s goals. the feedback yielded from an efficient pa will point out both top and poor performers. for the first ones their satisfactory performance should be reinforced, and for the last ones their performance deficiencies should be addressed. overall, this feedback will help in bridging the gap between current and wanted performance, through a rigorous training program. by pinpointing employees‟ strengths and weaknesses, the organization can develop either organization-wide, or individual training interventions. throughout this process, managers/appraisers play a key role. they are the ones undertaking the pa and ultimately, they are the ones who has to break the news to both top and poor performers. their conduct can dishearten or motivate employees. during this process the appraiser takes up the role of a coach or mentor (foot, hook & jenkins, 2016). 28 | p a g e international journal of human capital management, vol. 4 (1), june 2020 if an organization is going to adopt a pms, then this system has to work the same for everyone, otherwise people lose faith in it. that‟s why an important principle governing the whole pms, and consequently the pa process, is that of fairness. maley (2013) suggests that an effective pas creates the conditions for a working environment within which employees can perform well. these conditions include fair treatment, offering of support, effective communication and collaboration. fairness is also highlighted in the principles outlined by strebler, robinson, and bevan (2001) for designing an effective pms, in that a pms should have clear aims and measurable success criteria, it should be designed and implemented with employee involvement, thus making it easier to be accepted by employees as a measure for their evaluation, it should be regularly and openly reviewed against its success criteria so as to keep up with changes inside and outside the organization, and finally it should make clear the purpose of any direct link to reward and systematically include proper equity and transparency safeguards. there are many possible causes of error in the pa process. maybe the biggest such cause is mistakes made by managers while rating their subordinates. this is inevitable as the thing with any method used for pa is that a person will implement it. the bottom line is that the pa process should be safeguarded throughout its implementation by fair-minded and unbiased appraisers. grote (1996) argues that even though managers aim to conduct appraisals in a fair, objective and impartial manner, errors in judgement might happen even unknowingly. he has compiled a list with the nine more common such errors, which are: contrast effect, first impression error, halo/horns effect, similar-to-me effect, central tendency, negative and positive skew, attribution bias, recency effect, and stereotyping. muchinsky (2000) points out that three out of these might occur more often while using rating scales, due to this method‟s nature. these fall into the following categories: halo/horns errors, leniency errors, and central-tendency errors. halo/horns errors refer to bias that causes an appraiser to generalize one aspect of an employee‟s performance, either good (halo) or bad (horns), to all areas of that employee‟s performance, thus overshadowing other traits, or behaviors. leniency/strictness errors, or as grote calls them negative and positive skew (grote, 1996), refer to bias that occurs when an appraiser tends to rate all employees as higher or lower than their performance actually deserves. finally, central tendency errors refer to bias that occurs when an appraiser tends to rate all employees in the middle of a rating scale, even when their performance deserves a higher or lower rating. literature suggests that employee performance is enhanced when goals are set, as employees are motivated to work harder towards achieving these goals. goal-setting theory by locke and latham (1991) “is based on the simplest of introspective observations, namely, that conscious human behavior is purposeful. it is regulated by the individual‟s goals”. goal-setting is linked with the concept of motivation, as setting goals encourages employee achievement, increases organizational commitment, and nurtures motivation. george and jones (2012) define work motivation as “the psychological forces that determine the direction of a person‟s behavior in an organization, a person‟s level of effort, and a person‟s level of persistence in the face of obstacles”. employees‟ perceptions relating to the pa process are of critical importance, as these can regulate employee motivation, which is also directly linked to his/her performance levels. motivation drives performance, and at the same time performance generates motivation. motivation can be intrinsic or extrinsic. the main difference is that intrinsic motivation is when an employee wants to do something, and extrinsic motivation is when somebody else tries to make him do something. when these two motivation categories are used together, they can create an efficient working environment (singh, 2016). additionally, according to singh (2016) extrinsic motivation is mainly focused on employees displaying a goal-driven behavior, trying to accomplish a certain task, so as to achieve a goal, such as a reward, or a benefit. on the other hand, intrinsic motivation relates to the feelings of pleasure and accomplishment an employee gets when achieving a goal, an activity. combined, intrinsic and extrinsic motivation can have an effect both on the employee‟s attitudes towards an activity/goal, as well as on the employee‟s behavior (lin, 2007). furthermore, waqas and saleem (2014) mention that when monetary incentives are used, like a bonus, motivation can be 29 | p a g e international journal of human capital management, vol. 4 (1), june 2020 enhanced, but when non-monetary incentives are used, then these are more effective motivators, as these are incentives with an intrinsic motivational effect on employees. one important factor, which demotivates employees is politics, which in an organization are considered as a considerable source of stress, anxiety and dissatisfaction among the workforce. abbas et al. (2015) even characterize this situation as an epidemic phenomenon, which influences employees‟ organizational commitment and job satisfaction. for an organization this knowledge can have many implications. however, devising an effective motivation framework within which personnel works, act, and react can prove to be a tricky business. motivation is a very complex concept and comprehending what motivates employees is paramount for managing an organization, through creating a dynamic work setting that will be able to enrich and satisfy employees, thus boosting their performance. research method the research methodology used to fulfill the purpose of this research is a quantitative approach. a quantitative research is about explaining phenomena by gathering quantitative data, that is "data in the form of numbers which can be interpreted and analysed mathematically, statistically, or both ways” (lancaster, 2005). one of its main affordances is that through the gathering of numerical data it allows for generalizing the findings across groups of people and furthermore by applying them to other researches it allows drawing comparisons and reaching new more informed conclusions. on the other hand, a quantitative approach doesn‟t afford the in-depth analysis of the phenomenon under investigation, because it mostly produces numerical data and doesn‟t allow respondents to provide detailed accounts and explanations, or the researcher to follow up (bryman, 2012). a research‟s population is defined as “all the people about whom a study is meant to generalize” (jackson, 2008). in this case, the research's population is the eac's personnel in its entirety, including its regional offices, customer service centres and power stations. according to data obtained through the hrs, the eac's number of employees as of june 2019 is 2.137. their distribution by category is as follows: professional 260, clerical 339, technical 1538, totaling 2137. for this research design, the researchers chose to include the entire population, hence the whole of the eac personnel. this route was chosen as in this case the population is well defined, and thus the researcher has a clear view of the population to which he seeks to generalize. additionally, the population is relatively small, thus allowing a complete sampling frame. this mode can eliminate any potential bias taking place through other sampling techniques, and it helps in minimizing problems relating to sample representativeness and non-response error (rowley, 2014). the instrument employed to deliver the survey and gather quantitative data was an online semi-structured questionnaire, constructed and distributed using google forms. conducting an online survey has a number of advantages, one of the main one being that large numbers of completed questionnaires can be collected over a short period of time and at a low cost (leeuw, 2008). all data collected from the questionnaire, except of those relating to the open-ended questions, were automatically imported to the spss for the statistical analysis to take place. after the pilot phase, the researcher measured internal reliability with the help of cronbach‟s alpha. because the questionnaire included multiple likert questions that form a scale, it should be determined if these scales were reliable. cronbach‟s alpha test is the widely used method for determining the reliability of scales. according to pallant (2013), when the value of alpha is equal to 0.70 and above, this is an indication that items are reliable. for this study cronbach‟s alpha was 0.84. data analysis included descriptive statistics to determine the main sample characteristics, such as age, gender, education level, length of service, work position, current level of payment, and whether they were awarded a promotion during their service. the quantitative data produced, were helpful in drawing comparisons of the effect of participant‟s characteristics between groups using one-way analysis of variance (anova). t-test analysis was performed so 30 | p a g e international journal of human capital management, vol. 4 (1), june 2020 as to examine if there are any differences between the means of the participants‟ opinions according to their characteristics. additionally, chisquare analysis was made in order to investigate correlations and comparisons of participants‟ characteristics and their perceptions. result and discussion demographic details of respondents showed that male participants (n107=66.5%) predominated over female participants (n54=33.5%). there was almost an equal distribution of participants aging between 31-40 (31.1%), 41-50 (29.2%), and over 51 (32.3%). the same applies for their length of service, having almost an equal distribution between 8-15 years (28.6%), 16-23 years (28.6%), and over 23 years (31.1%). most of the respondents hold a master degree (28%), or a diploma (27.3%), and about half of them (54.7%) are part of the technical staff. about 37% of the participants‟ current level of payment is a7-a8, following a1-a5 (29.2%), and a9-a13 (26.1%). finally, the majority (67.1%) of the participants haven‟t yet gain a promotion. according to their work position and current level of payment, employees are divided in two classes, class a and class b. it‟s to be expected that the majority of eac employees fall into class b. the survey‟s respondents obey to this assertion. thus, 54 (33.5%) participants fall under class a, and 107 (66.5%) under class b. question b1 asked respondents belonging to class a, to specify the level of importance they award to the performance criteria used in their pa form. the results show that employees belonging to class a, that is employees in high paid positions of a9 and above, deem that work quality and reliability are the two most important performance criteria included in their pa form, and verbal communication is considered to be the least important performance criterion against which they are evaluated. furthermore, the mean of each item in this question ranges from 3.81 to 4.97, which indicates that almost all respondents were inclined to characterize the criteria as important, or very important. in question b2 respondents belonging to class b, were asked to specify the level of importance they award to the performance criteria used in their pa form. the results show that employees belonging to class b, that is employees in lower paid positions, up to a8, deem that quality of output is the most important performance criterion included in their pa form, and verbal communication is considered to be the least important criterion. furthermore, the mean of each item in these questions ranges from 4.05 to 4.52, which indicates that all respondents were inclined to characterize all the criteria as important, or very important. results based on research questions. investigating participants’ perceptions according to the current performance appraisal system/ investigating any differences regarding to the performance criteria to examine any differences between the means of how participants responded relating to the importance they attribute to the performance criteria included in their pa form according to gender, t-test analysis was performed. with regard to employees belonging to class a, the independent samples t-test found that there is statistically significant difference between men and women, with mean scores in 4 performance criteria being higher for women than men. these are work quality (t (51.32)=-2.18, p= .033<0,05), ability to cooperate (t (47.49)=-2.71, p= .009<0,05), commitment (t (48.16)= -3.02, p= .004<0,05), and written communication (t (47.31)=-2.38, p= .021<0,05). the means scores in all 4 criteria are higher for women than men, which indicates that women attribute greater importance to these performance criteria, than men. with regard to employees belonging to class b, the independent samples t-test found that there is statistically significant difference between men and women only regarding the performance criterion of quality of output. the means scores for this criterion is higher for women than men (t (98.78)=-2.51, p= 0.014<0,05), which indicates that women, of class b, attribute greater importance, than men do, to the criterion of quality of output when they are being evaluated. furthermore, a one-way between subjects‟ anova was conducted so as to 31 | p a g e international journal of human capital management, vol. 4 (1), june 2020 examine any differences between the means of whether their perceptions on their performance criteria is influenced by their characteristics both in class a and in class b. relating to their age and work position no statistical significant differences between group means was found. on the other hand, it was found that class a employees‟ perceptions regarding to 3 of the performance criteria, were influenced by their level of education. these are: leadership (f(4.49)=3.75, p= .010), work quality (f(4.49)=3.34, p= .017), and initiative (f (4.49)=2.58, p= .049). overall the leadership criterion was deemed as more important for those holding a diploma and a phd. post hoc comparisons (bonferroni test), indicated that the leadership criterion was more important for those holding a diploma compared to those who were secondary level graduates. the rest levels of education don‟t display any significant differences between them. moreover, a one-way anova analysis indicated that their current level of payment does have a significant difference as to class a employees‟ perceptions regarding the performance criteria of leadership (f(1.52)=4.65, p= .036). overall, the leadership criterion was more important for a14 and above employees, than those in a9-a13. furthermore, a one-way anova analysis indicated that their length of service does have a significant difference as to class b employees‟ perceptions regarding their performance criteria of quality of output (f(3.103)=2.70, p= .029). overall the quality of output criterion was deemed as more important for employees with length of service of 16-23 years. additionally, a one-way anova analysis indicated that their current level of payment does have a significant difference as to class b employees‟ perceptions regarding to 2 of their performance criteria. these criteria are: job knowledge (f(1.10)=5.72, p=.018), and ability to understand (f(1.10)=3.99, p=.048). overall, both criteria were more important for a7-a8 employees, than those in a1-a5. investigating participants’ perceptions relating to the current performance appraisal system to examine any differences between the means of the participants‟ level of agreement with a series of statements relating to the current pas according to their gender, t-test analysis was performed. the independent samples t-test found that there is statistically significant difference between men and women, only relating to the statement “i have a good understanding of the appraisal criteria”. the means scores for this statement is higher for women than men (t (159)=-2.29, p=0.023<0,05), which indicates that women believe to a greater extent, than men, that they have a good understanding of the appraisal criteria against which they are evaluated. furthermore, a one-way anova analysis indicated that there were statistical significant differences between group means of the four groups corresponding to age regarding to statement “the format of rating scales used in the appraisal form is not an effective measure of employee performance” (f(3.15)=2.89, p=0.037). overall employees of over 51 tend to agree with this statement. post hoc comparisons (bonferroni test), indicated that statement b3.6 was more important for those being over the age of 51 compared to those between 31-40. the rest age groups don‟t display any significant differences between them. a one-way anova analysis indicated that there were statistical significant differences between group means of the four groups corresponding to length of service regarding to employees‟ level of agreement with statements “performance criteria actually measure my performance” (f(3.15)=3.16, p= .026), and “the format of rating scales are effective as a measure” (f(3.15)=3.81, p= .011). overall this statement was deemed as more important for those over 23 years of service. post hoc comparisons (bonferroni test), indicated that both statements were more important for those having over 23 years of service compared to those having 16-23. the rest age groups don‟t display any significant differences between them. a one-way anova analysis indicated that there were statistical significant differences between group means of the four groups corresponding to the current level of payment regarding to employees‟ level of agreement with statements “i am satisfied with the criteria used in the appraisal system” (f(3.15)=3.88, p= .028), “i have a good understanding of the criteria” (f(3.15)=4.44, p= .005), “the criteria actually measure performance” (f(3.15)=7.09, p= .000**), and “the format of the criteria is not effective” (f(3.15)=4.47, p= .005. post hoc comparisons 32 | p a g e international journal of human capital management, vol. 4 (1), june 2020 (bonferroni test), indicated that the mean score for the current level of payment according to the above statements differed. specifically, this test indicates that employees of a9-a13 tend to disagree more with statement “i am satisfied with the criteria used in the appraisal system” than employees in a1-a5, who mostly tend to disagree with this statement. also, differences between group means indicate that employees of a14 and above tend to agree more with “i have a good understanding of the criteria”, “the criteria actually measure performance”, and “the format of the criteria is not effective” statements than the rest of the groups. t-test analysis was performed so as to examine any differences between the means of the participants‟ level of agreement with a series of statements relating to the current pas according to whether they were ever awarded a promotion. the independent samples t-test found that there is a statistically significant difference between getting promoted and agreeing with statement “the format of the rating scales used are effective” (t (159)=-2.25, p= .025<0,05), which indicates that employees who got promoted believe that the format of rating scales used to evaluate them can effectively measure their performance. a one-way anova analysis indicated that there were no statistically significant differences between group means relating to their education and work position. employee perceptions about perceived employee performance investigating participants’ perceptions according to the perceived employee performance t-test analysis was performed to examine any differences between the means of the participants‟ level of agreement with a series of statements relating generally to the pas in their organization, according to their gender. the independent samples t-test found that there is statistically significant difference between men and women, with mean scores in 3 statements being higher for women than men. these statements are “the appraisal system should be fair” (t (150.25)=-2.44, p= .026<0,05), “performance measurement criteria should be objective” (t (157.89)=-2.22, p= .028<0,05) and “it is important to keep peace and harmony among the personnel” (t (153.02)=-2.50, p= .013<0,05). the means scores in all 3 statements are higher for women than men, which indicates that women believe to a greater extent, than men, that the appraisal system their organization uses should be fair, that the performance measurement criteria should be objective, based on measurements and active observation, and finally that it is important to keep peace and harmony among the personnel of their organization. a one-way anova analysis indicated that there were statistical significant differences between group means of the four groups corresponding to age regarding to statement “the quality and quantity of my work and not my personality or position, are solely responsible for my performance appraisal” (f(3.15)=4.11, p= .008). post hoc comparisons (bonferroni test), indicated that the statement was more important for those being 18-30, whereas those over the age of 51 had the tendency to neither agree, nor disagree with it. the rest age groups don‟t display any significant differences between them. one-way anova analysis was performed so as to examine any differences between the means of the participants‟ level of agreement with a series of statements relating generally to the pas in their organization, according to their education. one-way anova analysis indicated that there were statistically significant differences between group means of the five groups corresponding to the education level regarding to statement “setting goals is an important aspect of performance management” (f(4,156)=3.72, p= .006). overall, the statement was more important for the participants with phd, who tend to agree with it. post hoc comparisons (bonferroni test), indicated that the statement was more important for employees holding a master, than for those having only a secondary education. one-way anova analysis was performed to examine any differences between the means of the participants‟ level of agreement with a series of statements relating generally to the pas in their organization, according to their length of service. one-way anova analysis indicated that there were statistically significant differences between group means of the four groups corresponding to length of service regarding to following statements. an analysis of variance showed that the effect of length of service on “appraisal criteria should be according to 33 | p a g e international journal of human capital management, vol. 4 (1), june 2020 the job description” was significant (f(3,157)=2.92, p= .036), and more important for participants with length of service of 8-15 years, who tend to agree. furthermore, there was statistical significant difference between length of service and statements “criteria should be objective” (f(3,157)=3.23, p= .024), and “the quality and quantity of my work and not my personality are responsible for my appraisal” (f(3,157)=3.45, p= .018), which were more important for participants with 0-7 years of service, who tend to agree with it. moreover, there was statistical significant difference between length of service and statement “appraisers should devote time in observing and evaluating appraisees” (f(3,157)=3.13, p= .027), which was more important for participants with 16-23 years of service, who tend to agree. post hoc comparisons (bonferroni test), indicated that statement “appraisal criteria should be according to the job description” was more important for the group of having over 23 years of service, who tend to strongly agree, than those having 8-15 years of service. also, statement “the quality and quantity of my work and not my personality is responsible for my appraisal” differed according to their length of service, as this statement was more important for the group of having over 23 years of service, who tend to strongly disagree, than those having 0-7 years of service. to examine any differences between the means of the participants‟ level of agreement with a series of statements relating generally to the pas in their organization, according to their work position, a one-way anova analysis was performed. this analysis indicated that there were statistically significant differences between group means of the four groups corresponding to the work position regarding to the statements in this question. an analysis of variance showed that the effect of work position on statement “appraiser and appraise should develop the performance goals together” was significant (f(4,156)=2.58, p= .039). this statement was more important for the secretarial staff and for upper management/directors, who tend to strongly agree. furthermore, there was statistical significant difference between work position and statement “it is important to keep peace and harmony among the personnel” (f(4,156)=2.96, p= .039), which was more important for the technical staff, who tend to strongly agree. post hoc comparisons (bonferroni test), indicated that statement “appraiser and appraise should develop the performance goals together” and the statement “it is important to keep peace and harmony among the personnel”, was more important for technical staff, who tend to strongly agree, than the group of upper management/ directors, who tend to agree. one-way anova analysis was performed to examine any differences between the means of the participants‟ level of agreement with a series of statements relating generally to the pas in their organization, according to their current level of payment. one-way anova analysis indicated that there were statistically significant differences between group means of the four groups corresponding to the current level of payment with statement “criteria should be objective” (f(3,157)=3.40, p= .019), which was more important for participants of group a1-a5, who tend to strongly agree, and statement “it is important to keep peace and harmony among the personnel” (f(3,157 =3.55, p= .016), which was more important for participants of group a9a13, who tend to strongly agree, maybe because they have subordinates. post hoc comparisons (bonferroni test), indicated that the mean score for their level of agreement to both statements were more important for groups a1-a5 and a7–a8, who tend to strongly agree, more than the other groups. to examine any differences between the means of the participants‟ level of agreement with a series of statements relating generally to the pas in their organization, according to whether they were ever awarded a promotion, t-test analysis was performed. this analysis, found that there is statistically significant difference between getting promoted and not, with mean scores in two statements being higher for employees who didn‟t get a promotion. these are “criteria should be according to job description” (t (159)=-2.34, p= 0.020<0,05), and “criteria should be objective” (t (67.35)=-2.72, p= 0.008<0,05). these results indicate that these employees believe to a greater extent that the pms, their organization uses should employ appraisal criteria, based on each position‟s job description, and that the performance measurement criteria should be objective, based on measurements and active observation. furthermore, t-test analysis was performed so as to examine if there are any differences between the means of the participants gaining a promotion according to their gender, age, education, 34 | p a g e international journal of human capital management, vol. 4 (1), june 2020 length of service, work position, and current level of payment. the independent samples t-test found that there is no statistically significant difference between the above variables. to examine potential differences in employee percentages, chi-square criterion was performed for independent samples. relating to gender, this analysis found that there is no statistically significant difference. particularly, 30.8% of men and 37% of women gained a promotion, and these percentages are very close to expectations. also, in order to investigate potential differences in the percentage of employees relating to length of service, criterion chisquare was used. the analysis showed that there is a statistically significant percentage of employees having over 23 years of service, who have been promoted compared to other groups of employees (χ2 (3)=85.24, p <0.01). moreover, it should be noted that a considerable number of respondents, even after 16-23 years of service, have not yet been awarded a promotion. a chisquare test of independence was performed to examine the relation between work position and gaining a promotion. the relation between these variables was significant, x²(4)=40.87, p< 0.01. these results indicate that overall, the technical staff was less promoted than the other groups. conclusion and recommendation conclusion with regard to the steps included in the performance management cycle it‟s noticed that the eac‟s pms skips most of them. there is no planning between manager and employee on which objectives the latter must accomplish, even though 75% of respondents believe that setting goals is an important aspect of performance management. respondents, with a percentage of 79% strongly agree that appraiser and appraisee should jointly develop the performance goals, and with 93% they are in agreement that it is essential to know the purpose and objectives of the pms. these results highlight that employee participation in the process is important for a fair and ethical appraisal system. roberts (2003) emphasizes that employee‟s participation in the pa process has an intrinsic motivational value. analysis showed that the statement relating to the appraiser and appraisee jointly developing the performance goals together was important for upper managers, who tend to strongly agree. however, as discussed earlier there is no planning stage in the eac‟s pms, and therefore the practice of jointly developing performance goals is not a current pms process. upper managers might agree in theory, but they don‟t seem to incorporate it in their management style. another additional shortcoming of the current situation is that no developmental plan is discussed among them appraiser and appraisee. the absence of these functions in the pms, and more importantly in the organization‟s culture, is a failure on the part of upper management. these shortcomings demonstrate that there is insufficient awareness and lack of understanding not only of the pa process, but also of its importance and implications (boachie-mensah & awini seidu, 2012), even though 93% of the respondents indicated that it‟s important for them to know the purpose and objectives of the pms. in general, employees seem to be kept in the dark with regard to how his/her individual goals, as part of personnel, can and must align with those of the organization. with regard to the employees‟ perceptions relating to the method used to collect pa data, it seems that more seasoned employees, over 51 years old and having over 23 years of service, and employees who got promoted tend to agree more with the statement „the format of rating scales used in the appraisal form is an effective measure of employee performance‟, rather than younger employees. maybe this can be attributed to the fact that more seasoned employees have accepted the pa status quo, whereas younger employees are keener on questioning it. from the onset, respondents were asked if the current appraisal system is very effective, 78% disagreed, or strongly disagreed with the statement. another statement with which they disagreed, or strongly disagreed, with a percentage of 71% was if the current system contributes to their organizational effectiveness. adding to this last statement, 83% disagreed, or strongly disagreed in relation to the current performance system‟s ability to improve the personnel‟s 35 | p a g e international journal of human capital management, vol. 4 (1), june 2020 productivity and effectiveness. all these high percentages of disapproval are strong indications of the employees‟ perceptions relating to the system‟s inefficiency. respondents were provided with many opportunities to indicate their feelings on the pa‟s fairness. indeed, when commenting in general on the pa process, the statement with the highest mean score (4.84) was „the appraisal system should be fair‟. overall, participants‟ responses show that they don‟t believe that it‟s a credible and transparent process. all 69 answering the open-ended questions had something negative to say about the pa. actually 45, out of the 69, stated flat out that they believe the pa process to be unfair, and 3 others that the raters are unfair. even of those 30, who responded that they were satisfied with the last rating they got, 26 wend ahead and expressed what they believe to be wrong with the mps. furthermore, the performance criteria used are not measurable, rather they require information relating to trait-based and behavior-based information to determine how well employees are performing their job duties. trait-based information pinpoints an employee's character traits rather than being performance related, measurable, and objective. even though participants are aware of the importance of employee involvement in designing and implementing the pa, for example 79% of them agree and strongly agree that appraiser and appraisee should develop the performance goals jointly, however currently this doesn‟t happen. pa is not linked to a training and development plan, which was pinpointed by 5 employees in their comments. additionally, 3 respondents mentioned the lack of feedback at any stage of the pm cycle. both factors negatively influence the personnel‟s ability to effectively perform in their role, and hinders their performance improvement. therefore, alignment of individual and corporate goals can‟t be achieved. furthermore, providing feedback is an important aspect of the pa process, and especially when done right. when an employee experiences positive appraisal reactions, this can positively influence his/her behavior and future development (murphy & cleveland, 1995). rewards, neither monetary, nor non-monetary, are awarded to top performers. there isn‟t a mechanism in place, in terms of performance-related reward of any kind, for those employees who have excelled in their work. the only instance when documented excellent performance can benefit an employee is in getting a promotion. however, 10 respondents complained that promotions are awarded on seniority grounds, and not on performance, with 3 others commenting that promotions should be linked to pa results. based on the performance criteria used in the eac‟s appraisal forms, these can be viewed as subjective, as they are trait-based and behavior-based, and so are not based on measures with numerical levels of the performance target. the performance criteria used require judgement and self-assessment on behalf of the appraiser and therefore are more difficult to determine (mathis & jackson, 2008). 45% of the respondents agree or strongly agree that these actually measure their actual performance, and 68% are among the neutral to strongly disagree spectrum relating to being satisfied with the performance criteria used in the current pas. however, when respondents were asked to offer their opinion on how important they consider the performance criteria to be both employees in class a and class b, indicated that they deem these criteria to be important, or very important. 54%, of the respondents, are among the neutral to strongly disagree spectrum relating to having a good understanding of the appraisal criteria. for this statement again the mean score indicate that women believe to a greater extent, than men, that they have a good understanding of the appraisal criteria against which they are evaluated. additionally, 92% of them agree or strongly agree that the criteria should be formulated according to their job description. another important issue highlighted by the respondents, was that of raters and the role they play in the pms. grote (1996) argues that even though managers aim to conduct appraisals in a fair, objective and impartial manner, errors in judgement might happen even unknowingly. respondents are aware of the pivotal role appraisers, and the relationship of appraiser-appraisee play in the effectiveness of the pa process (murphy and cleveland, 1995). this is evident in their responses in the related statements. 93% of the respondents agree or strongly agree that appraiser should devote time in observing and evaluating the appraisee, thus basing his judgement on sound evidence. 79% agree or strongly agree with the view that appraiser and 36 | p a g e international journal of human capital management, vol. 4 (1), june 2020 appraisee should jointly develop the performance goals against which the employee will be evaluated, thus, enhancing employee‟s commitment and engagement by taking part in the process. 56% of the respondents agree or strongly agree with the statement that supervisors award the same ratings to all of their subordinates so as to avoid conflicts and resentment among them. this is corroborated by the respondents‟ comments provided in the open-ended questions. 6 mentioned that all employees are awarded the same rating, while 8 mentioned that it‟s impossible to distinguish poor, average, and excellent performance, as all employees are awarded the highest possible rating. data provided by the respondents in the open-ended questions, paint a very negative picture of raters and their ability to fulfill their role in conducting pa effectively. these comments allude to a substantial number of errors committed by raters. it should be noted that in an effort to minimize the occurrence of these rater errors, the eac‟s directive o-a-012, regarding the personnel‟s pa, include a section describing a number of frequently committed errors, and urging appraisers to be more objective in their ratings. respondents in their comments talk about the raters being unfair, inefficient, too strict with some employees, and too lenient with others, being biased, not being consistent with their rating, favoring more seasoned employees on the expense of newer hires, rating most employees as excellent, thus not distinguishing poor, average, and excellent performers. respondents perceived that some raters tend to give unusually high ratings to all employees. 8 mentioned that it‟s impossible to distinguish poor, average, and excellent performance, as all employees are awarded the highest possible rating, noting that even though they have been awarded the highest possible rating, this is rendered without any real meaning as most of their colleagues are up there with them. this is one of the most common rater biases, according to dewberry, davies-muir, and newell (2013), and is the most common appraisal error identified in this research. this is in line with respondents answer with 56% agreeing or strongly agreeing that supervisors award the same ratings to all of their subordinates so as to avoid conflicts and resentment among them. grote (1996) very pointedly mentions that “the one that may have the most damaging effect on an organization, however, is central tendency or it‟s even more pernicious cousin, leniency”. employees in their comments also highlighted the raters‟ lack of consistency on rating. this was noted in regard to raters not being consistent with managers in other departments organization-wide, as well as not being consistent with their ratings among their subordinates, due to bias and politics. with regard to the former armstrong (2009; 2016) and armstrong and baron (2005) argue that this the main problem with rating scales, that is achieving consistency, with managers across the organization keeping a consistent approach when rating their subordinates. it should be noted that to increase consistency among raters with regard to their understanding of the performance criteria, the eac‟s directive o-a-012, regarding the personnel‟s pa, provides a description of each performance criteria against which the appraisee is measured. employees feeling wronged might feel compelled to formally object to the performance rating grade they were awarded. 18 (11.2%) out of the 161 participants responded that they have resorted to this action. this answer was enhanced by the comments provided in the open-ended questions, as well as the answer provided to questions, where 78% of respondents believe that the current pas is not effective, where 71% of participants believe that the current system can‟t contributes to their organizational effectiveness, where 83% believe that the current performance system can‟t help employees to improve their productivity and effectiveness. analysis indicated that employees with more years of service (16-23 and over 23 years) have objected more times to the rating grade they were awarded, than younger employees (0-7 and 8-15 years). additionally, employees in low level of payment (a1-a5) have again objected more times to the rating grade they were awarded, than employees in higher levels of payment (a9-a13 and a14 and above). overall, the employees‟ feelings towards the pa, as expressed by this data, are a sign of the demise of appraisals as a credible process for evaluating performance and furthermore it indicates appraisees‟ mistrust towards the pms. this should alarm the organization and force hrs to reexamine both the content and the process of pas. this 37 | p a g e international journal of human capital management, vol. 4 (1), june 2020 reexamination should adhere to some legally sound evaluation practices, as summarized by malos (1998), who underwent an extensive research of articles relating to performance evaluations in the case law of the usa. respondents are aware of the important role raters play, not only as their supervisors delivering their pa, but also on their professional advancement. in their comments in the openended questions, 10 participants remark that promotions are highly associated with seniority and not on value, with 3 noting that promotions should be directly linked to pa. they even note that in most cases, seniority is the only criterion for somebody to get promoted. even if we accept that in some instances pa high ratings play a major role in justifying someone being promoted, 9 participants commented that high ratings are linked to the length of service, and even worse 14 respondents mentioned that ratings are affected by politics. analysis indicates that young employees, aged 18-30, have strong feelings with regard to „the quality and quantity of my work, and not my personality or position, are solely responsible for my performance appraisal‟. they are new to the organization, and as such, they strive to distinguish themselves through the quality and quantity of their work. they try to establish their position within an environment where politics seem to play a major part in the organization‟s culture. further analysis with regard to promotions, indicated that employees with over 23 years of service were more likely to have already been awarded a promotion, whereas a considerable number of respondents even after 16-23 years of service have not yet been awarded a promotion. this is in accordance with the respondents‟ comments about how promotions are awarded, that is based mostly on seniority and less on merit. analysis has shown that employees who didn‟t yet get a promotion tend to believe to a greater extent, than those who are already promoted, that the appraisal system their organization uses should employ appraisal criteria, which would be constructed according to each position‟s job description, and that the performance measurement criteria should be objective, based on measurements and active observation. in this finding, is again detected the employees‟ wish for a fair process, free of politics. 14 respondents cited politics as a disruptive factor, not only with regard to the pa process, but for the eac‟s activities at large. they characterized the involvement of political parties and labor unions as a problem deeply rooted in the organization‟s culture, and the society in general. within the framework of pa and politics, 3 respondents expressed very strong opinions relating to the unwritten law, as one of them called it, of not being able to be awarded 8 as. for example, an employee belonging to class b, is evaluated against 9 performance criteria, not only this employee knows beforehand that getting straight as‟ is out of the question, but also there is the unwritten law that he/she can‟t even be awarded 8 as. this seems to be creating tensions among the personnel, as word is getting out that this unwritten law doesn‟t apply to everyone, as these 3 respondents are commenting. a development‟s program design and redesign should be closely associated with the pms. this is especially, if we bear in mind that pa outcomes have both administrative and developmental uses. a development plan should outline which strengths and skills the individual should develop so as to effectively perform in their role. this is done so as to make sure that individual and organizational goals are aligned. however, as discussed already, no developmental plan is discussed among appraisers and appraisee during the eac‟s pa process. eac‟s annual reports give an account of the organization‟s efforts towards personnel‟s education and training. however, in these reports there is no mention that these education and training initiatives originate from the pms. nonetheless, we should note that the statistics provided in these reports indicate that a quite rigorous education and training program is in place. in the last available report, of 2017, we learn that for that year, a total of 2.222 participants attended training courses. 1.854 members of the personnel attended 127 courses, which were organized in-house, by the authority‟s training school. 341 members of the staff attended various open educational programs and training courses, which were organized by local educational institutions and organizations. finally, opportunity was provided to 27 employees to attended training courses abroad (eac 2017). 38 | p a g e international journal of human capital management, vol. 4 (1), june 2020 recommendation this research was not broad enough to make generalisations as the response rate was only 7.5%. it was noticed that two specific portions of the population, namely the power station and the technical/maintenance personnel, displayed a low return rate. this can be explained by the fact that these employees don‟t have their own computer at work and thus during working hours their access to the web is extremely limited. thus, the fact that the questionnaire was web-based hindered their ability to fill it in. to bypass this, these employees would have to access their work emails from their devices at home and fill in the questionnaire on their personal time. indeed, internet coverage error is one of the most often mentioned limitations of a web survey (manfreda & vehovar, 2008). future surveys could be conducted using paper questionnaires for these groups of employees, so as to remedy the fact that they don‟t have immediate and often access to a computer during working hours. this step would alleviate this limitation and garner feedback from this set of employees, thus producing a more representative set of responses. this study can be the starting point for the eac‟s future research into hr issues. future researches can build on this one‟s shortcomings and adopt a mixed-methods research approach. incorporating more strategies, methods and tools when it comes to planning a research and gathering and analysing data, affords the researcher the opportunity to take advantage of the strengths and compensate for the weaknesses of each individual mode (leeuw, hox & dillman, 2008). this mixed-methods approach could include interviews with a number of employees from each work position. in this way the researcher would be able to get a more detailed perspective on some of the issues raised and corroborate the data gathered by the quantitative data of the questionnaire (blaxter, hughes & tight, 2010). the wealth of data generated by the participants‟ responses to the questionnaire‟s open-ended questions, highlights the benefits of including the interview method. the richer open-ended responses are an indication of the employees‟ strong attitudes towards the eac‟s pa process. through their answers, respondents provided new information, casting light on issues the researcher was unaware of, corroborated and complemented the questionnaire‟s results. references abbas, h. w., shafique, m., qadeer, f., moin ud din, n., rashid, a., & saleem, s. (2015). impact of perceptions of organizational politics on employees‟ job outcomes: the moderating role of self-efficacy and personal political skills. science international, 27, 2729-2734. available at: https://ssrn.com/abstract=2631403. armstrong, m. (2016). armstrong’s handbook of strategic human resource management (6 th ed.). london: kogan page. available at: http://search.ebscohost.com/login.aspx?direct=true&db=nlebk&an=1193777&site=edslive. armstrong, m. (2009). armstrong's handbook of performance management: an evidence based guide to delivering high performance. london: kogan page. armstrong, m., & baron, a. (2005). managing performance: performance management in action. london: chartered institute of personnel and development. blaxter, l., hughes, c., & tight, m. (2010). how to research. maidenhead: mcgraw-hill education. boachie-mensah, f., & awini seidu, p. (2012). employees‟ perception of performance appraisal system: a case study. international journal of business and management, 7, 73-88. available at: doi:10.5539/ijbm.v7n2p73. bryman, a. (2012). social research methods (4 th ed.). oxford: oxford university press. dewberry, c., davies-muir, a., & newell, s. (2013). impact and causes of rater severity/leniency in appraisals without post evaluation communication between raters and ratees. international journal of selection and assessment, 21, 286-293. available at: https://doi.org/10.1111/ijsa.12038. 39 | p a g e https://ssrn.com/abstract=2631403 http://search.ebscohost.com/login.aspx?direct=true&db=nlebk&an=1193777&site=eds-live http://search.ebscohost.com/login.aspx?direct=true&db=nlebk&an=1193777&site=eds-live http://search.ebscohost.com/login.aspx?direct=true&db=nlebk&an=1193777&site=eds-live https://doi.org/10.1111/ijsa.12038 international journal of human capital management, vol. 4 (1), june 2020 foot, m., hook, c., & jenkins, a. (2016). introducing human resource management (7 th ed.). boston: pearson. george, j. m., & jones, g. r. (2012). understanding and managing organizational behavior (6 th ed.). reading: prentice hall. grote, r. (1996). the complete guide to performance appraisal. american management association. new york jackson, s. l. (2008). research methods. a modular approach. belmont: thomson wadsworth. lancaster, g. (2005). research methods in management: a concise introduction to research in management and business consultancy, amsterdam: routledge. available at: https://ebookcentral.proquest.com/lib/ucy/detail.action?docid=297137. leeuw, e. d., hox, j. j., & dillman, d. a. (2008). mixed mode surveys: when and why. in leeuw, e. d., hox, j. j. & dillman, d. a. (eds). international handbook of survey methodology. new york: lawrence erlbaum associates, pp.299-316. available at: http://joophox.net/papers/surveyhandbookcrc.pdf. leeuw, e. d. (2008). choosing the method of data collection. in leeuw, e. d., hox, j. j. & dillman, d. a. (eds). international handbook of survey methodology. new york: lawrence erlbaum associates, pp.113-135. available at: http://joophox.net/papers/surveyhandbookcrc.pdf. locke, e. a., and latham, g. p. (1990). work motivation and satisfaction: light at the end of the tunnel. psychological science, 1,240-246. maley, j. (2013). hybrid purposes of performance appraisal in a crisis. journal of management development, 32,1093-1112. available at: https://doi.org/10.1108/jmd-03-2012-0036. malos, s. b. (1998). current legal issues in performance appraisal. in j. w. smither (ed.), performance appraisal. san francisco: jossey-bass, pp.49-94. available at: http://www.sjsu.edu/people/stan.malos/courses/bus157/outlines/topic7/current%20legal% 20issues%20in%20perf%20appraisal.pdf. manfreda, k.l., & vehovar, v. (2008). internet surveys. in leeuw, e. d., hox, j. j. & dillman, d. a. (eds). international handbook of survey methodology. new york: lawrence erlbaum associates, pp.264-284. available at: http://joophox.net/papers/surveyhandbookcrc.pdf. mathis, r. l., & jackson, j. h. (2008). human resource management (12 th ed.). mason, ohio: thomson/south-western. muchinsky, p. m. (2000). psychology applied to work: an introduction to industrial and organizational psychology (6 th ed.). belmont, calif: wadsworth. murphy, k.r., & cleveland, j.n. (1995). understanding performance appraisal. thousand oaks, ca, sage. pallant, j. (2013). spss survival manual: a step by step guide to data analysis using spss for windows. london: mcgraw-hill. roberts, g. e. (2003). employee appraisal system participation: a technique that works. public personnel management, 32, 89-98. rowley, j. (2014). designing and using research questionnaires. management research review, 37, 308-330. available at: https://doi.org/10.1108/mrr-02-2013-0027. sekhar patro, c. (2019). performance appraisal system effectiveness: a conceptual review. in information resources management association. human performance technology: concepts, methodologies, tools, and applications. hershey, pa: business science reference, 372-396. singh, r. (2016). the impact of intrinsic and extrinsic motivators on employee engagement in information organizations. journal of education for library and information science, 57, 197-206. available at: doi:10.12783/issn.2328-2967/57/2/11. strebler, m., robinson, d., & bevan, s. (2001). performance review: balancing objectives and content. brighton: institute for employment studies. available at: https://www.employment-studies.co.uk/system/files/resources/files/370.pdf. 40 | p a g e https://ebookcentral.proquest.com/lib/ucy/detail.action?docid=297137 http://joophox.net/papers/surveyhandbookcrc.pdf http://joophox.net/papers/surveyhandbookcrc.pdf https://doi.org/10.1108/jmd-03-2012-0036 http://www.sjsu.edu/people/stan.malos/courses/bus157/outlines/topic7/current%20legal%20issues%20in%20perf%20appraisal.pdf http://www.sjsu.edu/people/stan.malos/courses/bus157/outlines/topic7/current%20legal%20issues%20in%20perf%20appraisal.pdf http://joophox.net/papers/surveyhandbookcrc.pdf https://doi.org/10.1108/mrr-02-2013-0027 https://www.employment-studies.co.uk/system/files/resources/files/370.pdf international journal of human capital management, vol. 4 (1), june 2020 waqas, z., & saleem, s. (2014). the effect of monetary and non-monetary rewards on employee engagement and firm performance. european journal of business and management, 6, 73-82. available at: https://www.iiste.org/journals/index.php/ejbm/article/viewfile/16530/16937 41 | p a g e https://www.iiste.org/journals/index.php/ejbm/article/viewfile/16530/16937 international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 7 (1), june 2023 65 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 7, no. 1, june 2023, p 65-73 the effect of discount and sales promotion on shopee users repurchase intention with customer satisfaction as a moderating variable ari soeti yani universitas 17 agustus 1945 jakarta email: arisoetiyani@gmail.com isma maisarah universitas 17 agustus 1945 jakarta e-mail: ismamaisarah4739@gmail.com abstract this study aims to test and analyze the effect of discounts and sales promotion on repurchase intention with customer satisfaction as a moderating variable. the population in this study used a sample of 344 respondents who were users of the shopee application aged 18-28 years. the data collection technique uses simple random sampling by spreading research questionnaires in the form of google forms through social media. the data processing method in this study is to use smartpls with the aim of testing hypotheses. the results of this study show that discount has a positive and significant effect on repurchase intention, sales promotion has a positive and significant effect on repurchase intention, customer satisfaction has a positive and significant effect on repurchase intention, customer satisfaction is significant and can moderate the effect of discount on repurchase intention, customer satisfaction has a significant effect on repurchase intention and can moderate the effect of sales promotion on repurchase intention. the results of this study recommend to shopee, if you want to increase consumer repurchase interest, it is necessary to provide more attractive discounts and sales promotions in the form of free shipping which must continue to be applied so as to increase customer satisfaction and make consumers will return to shopping. keywords: discount, sales promotion, repurchase intention, customer satisfaction. received: 23 december 2022 accepted: 18 april 2023 publish: june 2023 how to cite: yani, a.s., & maisarah, i. (2023). the effect of discount and sales promotion on shopee users repurchase intention with customer satisfaction as a moderating variable. international journal of human capital management, 7 (1), 65-73. https://doi.org/10.21009/ijhcm.07.01.5 http://journal.unj.ac.id/unj/index.php/ mailto:arisoetiyani@gmail.com mailto:ismamaisarah4739@gmail.com international journal of human capital management, vol. 7 (1), june 2023 66 | p a g e introduction the development of technology that is very rapidly developing today brings many benefits in carrying out daily activities, especially in the field of online buying and selling (e-commerce), one of which is the shopee marketplace. shopee is an online shopping application site that was first launched in singapore in 2015 and is a subsidiary of garena located in singapore. shopee's ceo is chris feng (a former rocket internet employee who once led zalora and lazada). shopee has spread its reach to thailand, indonesia, the philippines, malaysia, taiwan and vietnam shopee's market share is in the category of fashion, beauty tools and household appliances, so that consumers at shopee are dominated by women. due to the high consumer buying interest in shopee, shopee has become one of the most frequently used e-commerce applications by the public. according to statistical data, data as of the first quarter of 2022, shopee marketplace is ranked second highest with the number of visitors around 133 million (iprice, 2022). the thing that encourages consumers to shop online is because of attractive discount offers, the survey results state that as many as 50.5% of consumers make online purchases because of the free shipping promo and 48.3% because of the vouchers and discounts offered (nurdian, 2022). one form of consumer behavior is the interest or desire to buy a product or service. repurchase interest is part of consumer behavior where the compatibility between the performance of the product or service offered by the company generates consumers' buying interest to consume it again in the future (islamiyah et al., 2020). prices and promotions that stimulate customers' emotions and repurchase intentions (azhagan & nithya, 2020). the results of previous studies prove that discounts have a significant positive effect on repurchase interest (atfin, 2017; prawita et al., 2020; qibtiyah et al., 2021). in addition to being influenced by discounts, buying interest is also influenced by sales promotion. sales promotion is related to repurchase interest (hapsari & astuti, 2022; lutfhiana & hadi, 2019; paksi & indarwati, 2021). the sales promotion carried out by shopee includes advertising by offering various shopping vouchers and free shipping (shipping) which are most in demand by the public. sales promotion can attract consumers to buy back the products offered. e-commerce platforms are currently competing with each other to provide the best products and services to customers in order to create customer satisfaction. satisfaction reflects the customer's assessment after making a purchase and they will feel satisfied when performance matches or exceeds their expectations and feel dissatisfied when it does not match their expectations. consumer satisfaction variables are stated to have a significant effect on repurchase interest (agustina & julitriarsa, 2021; yusuf et al., 2021). in this study, researchers again wanted to test discounts and sales promotions against repurchase intention. the difference from the previous study is that the subject of this study focused on shopee application users aged 18-28 years, and there has been no study that places the customer satisfaction variable as a moderating variable that moderates the effect of discounts and sales promotion on repurchase intention. this will be the latest discussion in this study and will complement the previous research. so, it is hoped that this research will make a significant contribution in the marketplace environment. refers to theoretical understanding and the results of previous research. so, this study raised the title "the effect of discount and sales promotion on repurchase intention with customer satisfaction as a moderating variable" and this research focused on shopee application users aged 18-28 years. literature review theory of marketing management the grand theory used as the basis for this research is the theory of marketing management, which is a type of science that concerns a series of processes, analysis, planning, implementation and supervision and control of a marketing activity aimed at achieving company international journal of human capital management, vol. 7 (1), june 2023 67 | p a g e targets effectively and efficiently (hendrayani et al., 2021). segmenting, targeting, and positioning are a series of strategies that products must have (arman, 2022). every seller wants to be successful in marketing their products, therefore, they must make offers to consumers and try to find and maintain a place where consumers will eventually buy products repeatedly and loyally (sumarwan & tjiptonon, 2019). using this theoretical approach, this research is systematically compiled to determine repurchase intention. based on this argument, it can be seen from the results of previous research and form a research hypothesis. the effect of discount on repurchase intention a study shows that rebates have a positive and significant effect on repurchase intention (atfin, 2017). discounts have a positive but insignificant effect on repurchase interest (prawita et al., 2020). every month shopee gives discounts on all types of products, especially cosmetic products, this situation provokes the interest of consumers to shop and the possibility of the intention to buy again the product is quite large (sudaryanto et al., 2021). there is a positive and significant influence between the discount variables on the repurchase intention (qibtiyah et al., 2021). thus, it can be concluded that discounts have a positive relationship with repurchase interest. based on previous research above, it is determined h1: discount affects repurchase interest. the effect of sales promotion on repurchase intention the sales promotion variable has a positive and significant effect on repurchase interest. this shows that the better the sales promotion offered, the higher the influence on consumer repurchase interest (lutfhiana & hadi, 2019). the results showed that sales promotion had a positive effect on repurchase intention (paksi & indarwati, 2021). sales promotions have been proven to have a positive and significant effect on repurchase interest, meaning that when consumers get a sales promotion, it will encourage consumers to make repeat purchases (hapsari & astuti, 2022). sales promotion has a positive and significant effect on repurchase intention (safitri, 2022). based on the previous research above, it forms the hypothesis h2: sales promotion has an effect on repurchase intention. the effect of customer satisfaction on repurchase intention there is a positive and significant effect of customer satisfaction on repurchase interest, the higher the store's attention through the fulfillment of customer satisfaction items, the repurchase interest from customers is also expected to increase (wicaksono et al., 2016). consumer satisfaction has a significant positive effect on repurchase interest (agustina & julitriarsa, 2021). the variable of consumer satisfaction is stated to have a significant effect on repurchase interest (yusuf et al., 2021). economic compensation strategies such as temporary discounts can be used as a strategy to induce repurchase (cha & lee, 2021). based on the previous research above, the hypothesis h3 is formed: customer satisfaction has an effect on repurchase intention. moderation of customer satisfaction on the effect of discount on repurchase intention satisfaction is proven as an intermediary variable between price discounts and repurchase interest (setiomuliono & tanjung, 2016). e-commerce influences consumers' repurchase intentions and the role consumer satisfaction plays in this process as well as perceived discounts (chen et al., 2020). price discount has a positive but not significant effect on repurchase interest, customer satisfaction has a positive and significant effect on repurchase interest, meaning that the international journal of human capital management, vol. 7 (1), june 2023 68 | p a g e greater the consumer's satisfaction, the greater the interest that arises in consumers to make repeat purchases (prawita et al., 2020). the study found that positive and significant results on price discounts on customer satisfaction and customer satisfaction on repurchase intentions (nurdiansah & widyastuti, 2022). based on the previous research above, the hypothesis h4 is formed: customer satisfaction has an effect and can moderate the effect of discount on repurchase intention. moderation of customer satisfaction on the effect of sales promotion on repurchase intention consumer satisfaction significantly influences repurchase intention. this happens after consumers are satisfied with the service/product, then they will tend to repurchase (rosaliana, 2018) . promotion is an attractive form of promotion for consumers. promos that are considered attractive will be able to make consumers to buy the product again. sales promotion has an indirect effect on repurchase interest which is mediated by consumer satisfaction (muiz et al., 2019). the contribution of post-purchase customer satisfaction has a relationship between service quality and repurchase intention (desara et al., 2021). based on the previous research above, it forms the hypothesis h5: customer satisfaction has an effect and can moderate the influence of sales promotion on repurchase interest. methodology in this study, the method used by the researcher is a quantitative method, whose analysis is emphasized on numerical data (numbers) and then processed by statistical methods. the results obtained are the significance of the relationship between the variables studied (priadana & sunarsi, 2021). this study uses research samples from shopee application users aged 18-28 years. the number of samples taken is 344 respondents, and the number of indicators of the variables studied is 17. this study has 4 variables studied. first, the discount variable (x1) , discount is a cut or decrease in price in the form of cash or several other discounts that can provide benefits such as consumers buying in large quantities (trimulyani & herlina, 2022). discount consists of three indicators, namely the amount of discount, the discount period and the type of product that gets the discount (andriani & harti, 2021). second, the sales promotion variable (x2) , sales promotion is a form of direct persuasion through various incentives that can stimulate purchases and increase sales (rosaliana, 2018) which consists of five indicators namely, promotion frequency, promotion quality, promotion time, promotion quantity, and timeliness (simbolon, 2022). with a moderating variable, namely repurchase intention (y) which consists of four variables namely, transactional interest, referential interest, preferential interest, exploratory interest (arsyanti & astuti, 2016) and one dependent variable, namely customer satisfaction (z), which is a feeling of pleasure or not by the customer from a product received as expected (sasongko, 2021), this variable consists of five indicators, namely the fulfillment of expectations, not there is a complaint, satisfied with the performance, satisfied with the benefits, satisfied with the quality. in this study, the data collection technique used is using a questionnaire, where the researcher asks a number of questions according to the indicators of each variable studied using a likert scale of 1 to 5 to respondents whose criteria have been determined. this research uses smartpls sem (partial least square – structural equation modeling) software to process data and prove research hypotheses. smartpls uses bootstrapping method or random multiplication. pls-sem analysis consists of two sub-models, namely the measurement model or the outer model and the structural model or the inner model. the measurement model test or the outer model uses the mtmm (multitrait-multimethod) approach by testing the convergent and discriminant validity. meanwhile, the reliability test was international journal of human capital management, vol. 7 (1), june 2023 69 | p a g e carried out in two ways, namely cronbach's alpha and composite reliability. convergent validity > 70 (high), loading 0.50 to 0.60 (still acceptable). discriminant validity compares the square root of the average variance extracted (√ave). ave > 0.50 (good). reliability: a construct is said to be reliable if the value of composite reliability and cronbach alpha > 0.70. the test of the structural model or inner model shows the relationship or strength of estimates between latent variables or constructs based on substantive theory. measured using 3 criteria, namely r-square, f-square, estimate for path coefficients. r-square which is a goodness-fit test of the model, the r-square value in a variable must have a value greater than 0.500 (prasetia & suwitho, 2022). f-square, fsquare values of 0.02, 0.15 and 0.35 can be interpreted whether the latent variable predictor has a weak, medium, or large influence on the structural level. estimate for path coefficients looks at the significance of the influence between variables by looking at the value of the parameter coefficient and the value of the statistical significance of t, namely through the bootstrapping method. the hypothesis is accepted if the significant value of the p-value <0.05 or the t-statistical value is more than 1.96 (pura & madiawati, 2021). result and discussion this study used a selected sample of 344 respondents from shopee application users with 222 female respondents (64.5%) and 122 male respondents (35.5%). the age of the respondents in this study was based on the research criteria, namely the age of 18-28 years. as for products purchased at shopee, 29.9% of respondents chose fashion products, 21.2% chose electronic goods, 19.8% chose cosmetic tools, 18.3% chose food and beverages, and the remaining 10.8% chose home supplies. and 299 people (86.9%) shop at shopee as much as 1-3 times per month and the remaining 45 people (13.4 %) shop more than 3 times per month. the data quality test in this study uses partial least square (pls) analysis, which is a structural equation model (sem) equation model with an approach based on variance or component based structural equation modeling. the software used is smartpls (partial least square). table 1 output pls construct reability and validity cronbach's alpha rho_a composite reliability ave decision x1 0.847 0.884 0.886 0.608 accepted x2 0.826 0.838 0.878 0.591 accepted y 0.861 0.869 0.902 0.650 accepted z 0.887 0.903 0.917 0.688 accepted z x x1 -> y 1.000 1.000 1.000 1.000 accepted z x x2 -> y 1.000 1.000 1.000 1.000 accepted based on the table above, the results of the validity test conducted by comparing the square root of the average variance extracted (ave) have results greater than 0.5, which means that the validity test has met the criteria and is declared good. so, the indicators used in this study are valid and have met convergent validity. the results also show that the value of cronbach’s alpha and composite reliability has a result greater than 0.7, which means that the reliability test is declared reliable and meets the criteria. the structural model test or inner model shows the relationship or strength between the constructs used using 3 criteria, namely r-square, f-square, and estimation for path coefficients. the r-square results are strong. the results of the f-square value for the independent sales promotion variable (x2) are 0.488, it can be concluded that the latent variable has a strong influence on the structural level. furthermore, the results of the estimation for path international journal of human capital management, vol. 7 (1), june 2023 70 | p a g e coefficient which are used to see the significance of the influence between variables have significant results for all hypothesis testing. the following are the results of testing the research hypothesis: table 2 hypothesis testing hypotesis original sample sample mean standard deviation t statistics p values decision x1 -> y 0.078 0.082 0.032 2.436 0.015 accepted x2 -> y 0.648 0.628 0.111 5.860 0.000 accepted z -> y 0.434 0.443 0.111 3.898 0.000 accepted z x x1 -> y -0.133 -0.127 0.059 2.250 0.024 accepted z x x2 -> y 0.232 0.221 0.065 3.581 0.000 accepted based on the results of the hypothesis test above, it can be described as follows, the hypothesis of the results of hypothesis one (h1) above data analysis shows the t-statistics value of 2.436 or more than the t-table value of 1.96. then it is stated that the discount on repurchase intention has a significant positive effect. that is, the more attractive the discount offered to consumers, the more consumers' buying interest will increase. the results of this study are in line with atfin's research. (2017), prawita et al. (2020), qibitiyah et al. (2021) which shows that price discounts have a positive and significant effect on repurchase interest, it can be concluded that the first hypothesis (h1) is accepted. proving the second hypothesis (h2), sales promotion has a positive and significant effect on repurchase intention with a t-statistics value of 5.860. this shows that the more often shopee provides various forms of sales promotions, the more consumers repurchase interest in shopping will increase. thus, the evidence of this study is in line with the research conducted by luthfiana & hadi. (2019), hapsari & astuti. (2022), paksi & indarwati. (2021). so, it can be concluded that the second hypothesis (h2) is accepted. proving the third hypothesis (h3), customer satisfaction has a positive and significant effect on repurchase intention with a t-statistics value of 3.898. when consumers shop and feel satisfied in getting goods that are in line with expectations, the consumer's repurchase interest will also increase. the results of this study support and complement the previous research conducted by setiomuliono & tanjung. (2016), prawita et al. (2020) which shows that customer satisfaction has a positive and significant effect on repurchase intention. so, it can be concluded that the third hypothesis (h3) is accepted. proof of the fourth hypothesis (h4), shows that the original sample value is 0.133 and the sample mean 0.127 so that it is declared a negative value, then the moderation of customer satisfaction weakens but is significant for the effect of discount on repurchase intention. so, it can be stated that there is a negative relationship between customer satisfaction on the discount and repurchase intention. this negative effect can be explained that the greater the level of customer satisfaction in shopping, it will likely cause a decrease in consumer repurchase interest. directly, customer satisfaction has a very important role in determining consumer behavior. one of the things that can be done so that consumers can make repeat purchases is to offer attractive discounts/rebates, so that consumers repurchase interest will also increase. this needs to be done in order to strengthen customer satisfaction and the discounts offered by shopee to repurchase intention. thus, the evidence of this study can support and complement previous research conducted by (prawita et al., 2020; setiomuliono & tanjung, 2016). thus, it can be concluded that the fourth hypothesis (h4) is accepted. proving the fifth hypothesis (h5), moderation of customer satisfaction has a significant effect and can moderate the effect of sales promotion on repurchase intention. someone's interest to shop again at the same place comes from customer satisfaction which is able to moderate sales international journal of human capital management, vol. 7 (1), june 2023 71 | p a g e promotion against repurchase intention. this means that customer satisfaction obtained from various promotions carried out can make consumers decide to shop and buy products at the same place again. thus, the evidence of this study can support and complement previous research that has been carried out by (muiz et al., 2019; rosaliana, 2018). so, it can be concluded that the fifth hypothesis (h5) is accepted. the results of this study should be discussed related to the results of the coefficient of determination. the coefficient of determination is usually used as the basis for determining the effect of the independent variable on the dependent variable. the formula used is: kd = r2 x 100%. based on data processing in this study, r2 was obtained, which was 0.618. from the value of the coefficient of determination (r2) 0.618 which means that discount and sales promotion on repurchase intention contributed 61.8% while the remaining 38.2% was influenced by other factors outside of this study. conclusions this study provides evidence regarding the effect of discount and sales promotion on repurchase intention with customer satisfaction as a moderating variable. the results of this study indicate that the discount has a positive and significant effect on repurchase intention. sales promotion has a positive and significant effect on repurchase intention. customer satisfaction has a positive and significant effect on repurchase intention. customer satisfaction weakens but affects and can moderate the discount on repurchase intention. customer satisfaction is able to strengthen and moderate between sales promotion and repurchase intention. this study has limitations, namely that the respondents who became the sample were only shopee application users aged 1828 years. this study recommends to shopee that if they want to increase consumer repurchase interest, it is expected to be able to maintain activities in terms of providing many promos, such as discount offers, shopping vouchers, and free postage that are most in demand by the public and continue to create innovations in order to compete with similar competitors. for further researchers, it is expected to expand the sample because in this study the sample used was only shopee application users aged 18-28 years and added a price perception variable as a moderating variable to complete the model that affects discount and sales promotion on repurchase intention. because with price perception, when consumers decide to buy a product again at the same place, they will first consider and compare price, suitability, and affordability with other products or stores. price perception needs to be considered by the shopee in order to be able to analyze the condition of prices that are affordable for consumers and can compete with other e-commerce. references agustina, & julitriarsa, d. 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(2021). pengaruh kepuasan konsumen terhadap minat beli ulang di traveloka. jurnal hospitality dan manajemen jasa, 9(1). international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 5 (2), december 2021 82 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 5, no. 2, december 2021, p 82-96 leadership, millennials, and job satisfaction david j. brand, edd david.j.brand@protonmail.com scott l. walker, scedd creighton university scottwalker@creighton.edu abstract employee turnover is a disruptive and costly phenomenon for organizations. understanding the causes of turnover and how to mitigate such causes offers a tangible benefit to organizations, especially as it relates to millennials which are the largest portion of the workforce in 2020. the study herein sought to determine whether millennial generation employee perceptions of leadership style have an association with job satisfaction for college-educated, fulltime employees at a mid-sized professional services firm in the united states. the relationship between perceptions of leadership style and employee job satisfaction were evaluated via a nonexperimental quantitative study. the research design was a cross-sectional survey administered to 1,567 participants with 354 usable responses obtained. data collected via a survey demonstrated there is a statistically significant moderate correlation (rs = .32, p < .01) between perceptions of leadership style and job satisfaction at the scale level and that the relationship is stable regardless of gender, tenure, ethnicity, or age. the findings support previous studies of various generational cohorts and extend the knowledge base specific to a millennial subgroup. this study extends the body of knowledge related to the full range of leadership theory and adds information for a specific generational cohort in one industry segment. implications include opportunities for organizations to implement leadership development programs focused on specific behaviors that will increase employee satisfaction. keywords: full range of leadership theory, transformational leadership, transactional leadership, passive/avoidant leadership, employee satisfaction received: 17 september 2021 ; accepted: 16 december 2021 ; publish: december 2021. how to cite: brand, d.j., walker, s.l. (2021). leadership, millennials, and job satisfaction. international journal of human capital management, 5 (2), 82-96. https://doi.org/10.21009/ijhcm.05.02.8 http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 5 (2), december 2021 83 | p a g e introduction businesses, both public and private, experienced total voluntary turnover at a rate of 26% on average in 2016 (bureau of labor statistics, 2018) and by the most conservative estimates, turnover costs the employer from 21% of an employee’s annual salary (boushey & glynn, 2012) to as much as 200% of an employee’s annual salary (allen, et al., 2010). the costs can include direct items such as recruiting costs, lost productivity, training costs, and administrative costs, or indirect costs such as loss of social networks, use of inexperienced staff, insufficient staffing, and decreased morale (lambert & hogan, 2009). scholars have studied the phenomenon of job satisfaction and its impact on voluntary employee turnover since the seminal work of bills (1925). hom, et al. (2017) detailed one hundred years of research about turnover from 1917 to the present day. throughout this history, researchers identified and studied various aspects of turnover and its antecedents. an area of specific interest is how perceptions of leadership style impact millennial’s job satisfaction, a critical component of employee turnover. past research has shown a strong association between turnover and employee job satisfaction while also highlighting that job satisfaction is one component of turnover that explains only a portion of the variance in turnover (mobley et al., 1979). muchinsky and tuttle (1979) evaluated previous studies grouped by common predictor variables and confirmed that satisfaction was a reliable predictor of turnover. various studies have demonstrated a relationship between the type of leadership style and the impact it has on employee satisfaction, whether positive for transformational type behaviors, or negative for passive/avoidant behaviors (alatawi, 2017; casida & parker, 2011; tse, et al., 2013; wang, et al., 2016). lavoie-tremblay, et al. (2010) confirmed the link between turnover and job satisfaction, and they identified specific drivers of job satisfaction which may differ for millennial generation employees. understanding how the millennial generation perceives leadership style will help organizations develop policies and programs that enhance the workplace to increase job satisfaction for the millennial generation and thereby increase tenure and reduce voluntary employee turnover. literature review leadership lowney (2003) and cummings et al. (2010) discussed the outputs of leadership that are visible as recognized leadership activities. visible activities include establishing direction, aligning people, motivating, and inspiring others, and producing change. these outcomes are the product of an individual filling a leadership role that may or may not directly relate to the actions of the individual. robbins and judge (2013) similarly defined leadership as creating a vision for the future and marshaling and inspiring the resources to achieve the vision. gunderman (2009) related leadership style to emotional intelligence comprised of self-awareness, management of moods, self-motivation, empathy, and the management of relationships which are leadership traits that are unique to the individual. when employees rank individuals by their own leadership perceptions, they are evaluating both the outcome of leadership and the unique qualities of the individual leader. the full range of leadership theory (bass, 1985) is a widely recognized and accepted model of leadership that has received significant public acclaim (oberfield, 2014). the frlt identifies three categories of leadership as transformational, transactional, and passive/avoidant. antonakis et al. (2003) broadly defined transformational leadership as a leader who is charismatic and helps followers achieve their goals. these attributes incorporate many of the activities that align with gunderman’s (2009) articulation of emotional leadership. the subcomponents of transformational leadership are idealized influence, both in attributes and international journal of human capital management, vol. 5 (2), december 2021 84 | p a g e behaviors, inspirational motivation, intellectual stimulation, and individual consideration. these attributes can be summarized as the charisma of the leader, the ability to communicate a compelling vision, the exhibition of logic and reason, and the mentoring capability of the leader. researchers have studied transformational leadership extensively. judge and piccolo (2004) found that transformational or charismatic leadership has been studied more than all other leadership theories combined between 1990 and 2003. since inception, transformational leadership has received extensive theoretical and methodological review and has emerged as a dominant leadership theory (banks et al., 2016). transformational leadership has also demonstrated a consistent positive relationship with employee satisfaction. horwitz et al. (2008) identified significant correlation between the transformational scales of idealized influence, inspirational motivation, and individual consideration with employee satisfaction. such correlation is consistent with a meta-analysis conducted by judge and piccolo (2004) that identified a strong association between the transformational leadership and employee satisfaction. because transformational leaders predominantly focus on helping followers achieve their goals, it is not surprising that those followers would experience higher satisfaction. transactional leadership focuses on setting objectives and achieving defined outcomes (antonakis, et al., 2003) and was originally described by weber in 1947 and then expanded on by bass (1985) and incorporated into the frlt. the focus on objectives and outcomes is consistent with lowney’s (2003) description of the outcome expectations of leadership but is often more in line with management activities versus leadership. bass concluded that transactional leadership is a necessary component of achieving organizational objectives but is not the leadership style that will lead an organization to achieve its full potential (oberfield, 2014). the subcomponents of transactional leadership are active management by exception, management provides direction when the desired progress metric is not achieved, and contingent reward, when incentives are offered for the achievement of an objective (bass, 1985). previous studies have exhibited (casida & parker, 2011; horwitz et al., 2008; judge & piccolo, 2004;) that components of transactional leadership are related to various aspects of employee satisfaction. trottier et al. (2008) evaluated the relationship between transformational and transactional leadership and employee satisfaction in a study of government employees and found that contingent reward and management by exception are positively associated with employee satisfaction. similarly, wells and peachy (2011) identified that both transformational and transactional leadership styles had a significant inverse association with employee intent to leave. in contrast to the above, passive/avoidant leadership is comprised of two characteristics, laissez-faire, the absence of leadership, and passive management by exception, the offer of guidance only after an activity has failed. the absence of leadership is based on a non-response by the leader to follower activity and can include both reward omission and punishment omission (hinkin et al., 2008). passive/avoidant leadership has been identified as detrimental to employee satisfaction through various negative workplace outcomes including illegitimate absenteeism (frooman et al., 2012) and turnover (raup, 2008). judge and piccolo (2004) focused on the laissezfaire attribute and found significant negative correlations with both leader effectiveness and follower satisfaction. in a study by westerlaken and woods (2013) the frlt was evaluated against a four-scale structure of psychopathy and demonstrated a meaningful correlation between the passive management styles of passive management by exception and laissez faire and the composite psychopathic traits score. satisfaction job satisfaction is an important element of employee retention and is the “most frequently studied variable in organizational behavior research” (spector, 1997, p. 1). parvin and kabir international journal of human capital management, vol. 5 (2), december 2021 85 | p a g e (2011) reference several different definitions of job satisfaction ranging from how people feel about their jobs, to how much they like their job, to the sum of satisfaction with various components of their job, to how well a job meets their needs. all of these have the common understanding that job satisfaction is uniquely individual, spector (1997) refers to job satisfaction as an attitudinal variable based on an individual’s interpretation of various aspects that equate to their satisfaction. there are various items that contribute to job satisfaction which include, but are not limited to, age, tenure, task identity, variety, and autonomy, and it is a complicated topic to summarize in a single encompassing definition. adding to the complexity is the uniquely individual nature of job satisfaction and the number of elements that impact satisfaction for each individual that are not specifically related. spector (1997) evaluated the intercorrelations among the nine subscales of the job satisfaction survey (pay, promotion, supervision, benefits, contingent rewards, operating procedures, coworkers, nature of work, communication) and identified relatively small correlations ranging from r = .10 to r = .58 with 30 of the 36 measurements falling below .50 (all significant at p < .001). while compensation may be the primary driver of satisfaction for one employee, another employee may care very little about pay, instead deriving their satisfaction from the nature of the work they perform. the first published paper establishing a link between job satisfaction and turnover appeared in 1955 (weitz & nuchols, 1955). a considerable amount of research has since been conducted relating to turnover and its various antecedents, including job satisfaction as one of the most prominent determinants. griffeth et al. (2000) conducted a meta-analysis of 67 studies and over 24,000 observations related to employee job satisfaction and turnover and found as job satisfaction increases, turnover decreases. employee job satisfaction as a standalone topic is uniquely personal and can be based on any number of precursors, or events, that change in their relative level of importance to an individual over time. while organizations cannot control for every aspect that impacts employee satisfaction, it is clear from the research that organizations can influence some of the items, for instance leadership behaviors. generation salahuddin (2011) suggested that generational norms have an impact on leadership style and identified four generations in the workplace as follows: (a) veterans born between 1922 and 1943, (b) the baby boomers, 1943 – 1960, (c) generation x, 1960 – 1980, and (d) the nexters born between 1980 and 2000. salahuddin (2011) identified character traits for each generation that impact their leadership style. veterans are command and control oriented and support a hierarchy while baby boomers embrace consensus building and work ethic. baby boomers heavily influenced generation x who base their leadership style on fairness, competence, and straightforwardness. nexters, referred to as millennials herein, are concerned with ethics and core values (salahuddin, 2011). lavoie-tremblay et al. (2010) identified specific criteria that influence job satisfaction in millennials such as the need for recognition, stability in work assignments, flexibility in job scheduling, the desire to be challenged, access to training, and consistent coaching and feedback. millennials continue to express different values than previous generations (lyons & kuron, 2014), placing more emphasis on leisure values and less importance on workplace centrality (twenge et al., 2010; wray-lake et al., 2011). liking their manager is a key determinant in millennial commitment and one study found that when millennial employee needs are not met, they are more likely to leave the organization than previous generations (lu & gursoy, 2016). employee age (spector, 1997) and embeddedness (swider et al., 2011) may also contribute to turnover consistent with findings from hom et al. (2008) that relate turnover to skill accumulation and tenure rather than to generational traits (2008). tetteh et al. (2021) studied the relative poverty international journal of human capital management, vol. 5 (2), december 2021 86 | p a g e of the millennial generation in relation to previous generations as a factor impacting increased mobility as employees pursue higher compensation. declining altruism and increasing individualism compared to prior generations is an additional millennial trait (anderson et al., 2017). although studies suggest there may be a difference between generations and the workplace outcomes of job satisfaction, organizational commitment, and intent to turnover, other studies have displayed little difference. for instance, costanza, et al. (2012) conducted a meta-analysis to evaluate the linkage between generation and workplace outcomes and found no meaningful correlation. their research suggested there are broad norms that differ by generation as it relates to what employees need from leadership and what aspects impact their job satisfaction, just that the outcome was not significantly different by generation. alternatively, park and gursoy (2012) found there is a measurable difference between generation x, baby boomers, and millennials in relationship to work engagement with younger employees—millennials, demonstrating lower engagement than either generation x or baby boomers. this is consistent with the discussion by spector (1997), and hom et al. (2008), that age and job satisfaction are correlated. job embeddedness may be part of what leads to higher engagement for the employees of generation x or the baby boomers who have more tenure. job embeddedness incorporates the ties the employee has to the organization through their relationships with other individuals and the institution itself, how comfortable the employee fits into the organization, and the cost, both psychological and material, the employee would incur by leaving the job (swider et al., 2011). one element that positively influences job embeddedness is tenure (abelson & guion, 1987; forrester, 2019; singh et al., 2018). a meta-analysis conducted by ng and feldman (2010) demonstrated that employee tenure led to embeddedness lending credence to the idea that people of generation x or the baby boom have higher engagement simply because they had been on the job longer. studies suggest that increased satisfaction with age may stem from either the changing nature of worker expectation over time as older workers are more satisfied with their jobs because they expect less, or workers who have been on the job longer have deeper skills and thus better jobs than younger workers (clark et al., 1996; wright & hamilton, 1978). methodology leadership theories, employee satisfaction, and turnover are complex interrelated concepts and have multiple contributing aspects. two hypotheses were evaluated to determine the relationship between the perceptions of leadership style of the millennial generation and how those perceptions are associated with job satisfaction. hypothesis 1 was there is a significant relationship between perceptions of leadership style and job satisfaction for millennial employees. hypothesis 2 was that the relationship between perceptions of leadership style and job satisfaction for millennial employees will be consistent between genders, age groups, and ethnicities regardless of tenure. participants and procedures the study population (n = 1,567) consisted of all millennial generation employees in good standing at the time of the study (october 2019) within a 3,000-person united states based, midsized risk consulting firm geographically dispersed across 23 offices in major cities representing all regions of the united states. all participants were college educated, graduated with grade point averages above 3.0, and earned degrees clustered around accounting, finance, management information services or computer science. the organization tracks annual turnover via the human resources department and employee engagement through a non-scientific annual survey. international journal of human capital management, vol. 5 (2), december 2021 87 | p a g e data collection was via an anonymous electronic survey. participants received a link to the electronic survey distributed through the internal corporate email system and completed the survey over a three-week timeframe. of the 1,567 surveys distributed, 506 participants responded of which 354 (22% of population) were complete and usable. the demographics of the usable responses were 51% male, 49% female; 75% white, 25% non-white; 41% born before 1990, 59% born 1990 or after; and 63% had tenure less than five years while 37% had five years of tenure or more. the survey was conducted in the fall of 2019 at which time the job market was robust with unemployment at 3.5% nationally (bureau of labor statistics, 2019). survey development the survey was a combination of two previously published instruments, the multifactor leadership questionnaire (mlq) (bass & avolio, 2004) based on full range leadership theory (frlt) and the minnesota satisfaction questionnaire (msq) from vocational psychology research, university of minnesota (weiss, 1967). scholarly studies routinely use frlt and recognize it as a leading model of leadership (bass, 1985; judge & piccolo, 2004; oberfield, 2014) and the msq is one of several common frameworks used to assess satisfaction (spector, 1997). the mlq (bass & avolio, 2004) is comprised of 36 items used to evaluate the independent variable of perceptions of leadership style defined as employee views of leader behaviors of transformational, transactional, and passive/avoidant. the original mlq was divided into nine discrete components with five subscales of transformational leadership, two subscales of transactional leadership, and two subscales of passive/avoidant leadership. the msq short form is comprised of 20 items to evaluate employee affect. the modified instrument gathered additional demographic information used in the statistical analysis including age, gender, ethnicity, and tenure. variables the dependent variable of job satisfaction is “a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences” (locke, 1976, p. 1304). the independent variable of perceptions of leadership style refers to employee views of their individual leader’s behaviors. these are the explicit and imp licit act io ns perfor med by a leader as viewed by the emplo yee (newstro m & davis, 1993) also referred to as percept io ns o f behavior by bass and avo lio (2004). the control variable is generational cohort defined as the millennial generation, or those born between the years of 1981 and 1997 (fry, 2018). results and discussion validity and reliability a principal component factor analysis with varimax rotation and kaiser normalization on the modified instrument to determine the fundamental factor structure of items loading on their a priori scales tested for construct validity (fraser, 1977, 1998; hase & goldberg, 1967; pereira et al., 2018; walker, 2018; walker & fraser, 2005). prior to performing the factor analysis, bartlett’s test of sphericity (χ2 (1540) = 10325.99, p < .01) and the kaiser-meyer-olkin measure of sampling adequacy (kmo = .93) validated the dataset was appropriate to factor (field, 2013; stevens, 1992; walker & madden, 2009). the factor analysis resulted in the removal of five items (one each from individualized attributes, idealized influence behavior, inspirational motivation, management by exception passive, and laissez faire) that fell below the cutoff value of .45 (comrey & lee, 1992; tabachnick & fidell, 2007) on their a priori subscale within the original mlq. fourteen items that international journal of human capital management, vol. 5 (2), december 2021 88 | p a g e fell below the cutoff value of .45 were removed from the msq instrument. the contingent reward subscale loaded stronger on the scale of transformational leadership rather than on its a priori scale of transactional leadership. table 1 presents the rotated component matrix that resulted from the factor analysis. the association between contingent reward and transformational leadership is consistent with prior findings (judge & piccolo, 2004) that evidenced strong correlation between contingent reward and transformational leadership, also supported by the original discussion in bass and avolio (1993) regarding the augmentation effect. table 1 rotated component matrix for the refined mlq/msq item/subscale factor loading by scale transformational transactional passive/avoidant msq ia .76 ia .73 ia .78 ib .48 ib .59 ib .54 im .55 im .55 im .61 is .71 is .65 is .73 is .71 ic .73 ic .73 ic .57 ic .83 cr .72 cr .53 cr .54 cr .69 mbea .69 mbea .69 mbea .75 mbea .79 mbep .61 mbep .72 mbep .52 lf .70 lf .72 lf .67 msq .45 msq .67 msq .80 msq .80 msq .69 msq .46 international journal of human capital management, vol. 5 (2), december 2021 89 | p a g e items loading below .45 removed. where the subscales are: ia = idealized influence – attributes, ib = idealized influence – behaviors, im = inspirational motivation, is = intellectual stimulation, ic = individual consideration, cr = contingent reward, mbea = management by exception – active, mbep = management by exception – passive, lf = laisses faire cronbach’s alpha coefficient demonstrated the reliability of the modified instrument (field, 2013) where the entire instrument alpha was .89 exceeding the typically accepted cutoff value of .70 (nunnally, 1978) and each refined scale demonstrated a coefficient ranging from .74 to .96 as noted in table 2. table 2 coefficient alpha after exploratory factor analysis scale α n refined leadership .88 31 transformational .96 21 transactional .74 4 passive/avoidant .81 6 refined satisfaction .82 6 hypothesis testing a simple correlation analysis to determine whether the perceptions of leadership style were correlated with job satisfaction evaluated hypothesis one (field, 2013; jones & rudd, 2008; rothfelder et al., 2012). table 3 displays the results of a spearman’s correlation coefficient analysis demonstrating the extent of the associations between the dependent variable of satisfaction and independent variables. table 3 correlation between leadership and satisfaction scale/subscale rs leadership (mlq) .32* transformational .41* idealized influence – attributes .35* idealized influence – behaviors .32* intellectual stimulation .38* inspirational motivation .30* individual consideration .33* contingent reward .40* transactional .10 management by exception – active .10 passive avoidant -.18* management by exception – passive -.17* laissez faire -.18* *p < .01 table 3 outlines that at the scale level of transformational, transactional, and passive/avoidant, moderate correlation exists between the general transformational leadership scale and satisfaction (rs = .41, p < .01). there is a statistically significant inverse weak correlation between the passive/avoidant scale and employee satisfaction indicating employees are less satisfied when they perceive their leaders as passive/avoidant (rs = -.18, p < .01), and no statistically significant correlation between the transactional leadership scale and satisfaction. the relationship at the leadership instrument level is positive and weak with statistical significance (rs = .32, p < international journal of human capital management, vol. 5 (2), december 2021 90 | p a g e .01). transformational leadership has a stronger relationship with employee satisfaction than transactional, and passive/avoidant has a negative relationship indicating that satisfaction varies based on perceived leadership behaviors. such a gradient is consistent with the meta-analytic results reported by judge and piccolo (2004) and supports hypothesis one that there is a significant relationship between perceptions of leadership style and job satisfaction for millennial employees. additionally, the range of the relationship between the leadership scales of transformational, transactional, and passive/avoidant and satisfaction is sizeable from rs = -.18 to .41 representing a substantial change demonstrating fluctuation in satisfaction as perceptions of leadership behaviors change. hypothesis two was analyzed via the four moderator variables of age, gender, ethnicity, and tenure to determine the effect these had on the relationship established in hypothesis one. an evaluation of the variance inflation factors (vif) (field, 2013; kromrey & rendina-gobioff, 2002) determined the data were suitable for the regression analysis. acceptable values of collinearity ranged from 1.02 to 3.41. table 4 presents the vif for each item. table 4 variance inflation factors (vif) variable vif age 1.30 gender 1.04 ethnicity 1.02 tenure 1.27 leadership 1.02 transformational 1.34 idealized influence – attributes 3.41 idealized influence – behaviors 2.30 intellectual stimulation 2.95 inspirational motivation 2.77 individual consideration 3.15 contingent reward 3.27 transactional 1.02 management by exception – active 1.02 passive/avoidant 1.32 management by exception – passive 1.81 laissez faire 1.76 a multiple regression analysis to explore the independent variables’ relationship to job satisfaction (fraser, 1977, 1998; stevens, 1992; walker, 2018; walker & fraser, 2005) yielded the following results. table 5 multiple regression of demographic variables, leadership scales, leadership instrument, and satisfaction independent variable (s) m sd r β age .59 .492 .017 .025 gender .51 .501 .059 .081 ethnicity .75 .431 .139* .093 tenure .37 .484 .059 .069 transformational 3.75 .888 .438* .398 transactional 3.01 .916 .094* .079 passive/avoidant 1.91 .822 -.240* -.053 international journal of human capital management, vol. 5 (2), december 2021 91 | p a g e leadership 3.24 .599 .342* .001 multiple correlation (r) .465 r2 .217 *p < .05, n = 354 table 5 presents the mean (m), standard deviation (sd), simple correlation (r), and standardized correlation coefficient (β) of the relationship between satisfaction and the four demographic variables and the three leadership scales and the leadership instrument. the regression indicates that the model is a better predictor of employee satisfaction than using the mean value of satisfaction alone (f(8,345) = 11.93, p < .001). all demographic variables are positive, and all are insignificant with p values greater than .05. while correlation exists between the demographic variables of age, gender, ethnicity, and tenure with employee job satisfaction, they have no statistically significant impact on employee job satisfaction. hypothesis two is supported that perceptions of leadership style as they relate to employee job satisfaction are stable between age groups, ethnicities, and gender regardless of tenure. discussion the results of the analysis reflect that a statistically significant weak correlation between the dependent variable of employee job satisfaction and perceptions of leadership style does exist. the results also demonstrate that correlation improves to “moderate” if evaluated at the scale versus the subscale level for the transformational scale of leadership which is consistent with current literature regarding the full range of leadership theory (bass & avolio, 2004). adding in the demographic variables of age, gender, ethnicity, and tenure, a multiple regression yielded very little difference in the predictability of the model indicating that the impact of these variables was not significant. the overall conclusion is that the employee base is generally satisfied, that employee job satisfaction is related to perceptions of leadership style, that the participants observe more transformational behaviors than transactional, and more transactional than passive/avoidant, and that demographics among the millennial generation do not have much impact on how perceptions of leadership effect employee job satisfaction. these results support both hypotheses as valid. there were certain delimitations to the study. a select group of millennial employees in a single consulting company with similar qualities comprised the population evaluated. all have college degrees clustered around accounting, finance, and management information systems and most were in their first job after graduation from college. additionally, as the company under study is a matrix organization, a management style where each individual can report up through multiple units of the company simultaneously, the leader who the employee evaluated could be from various levels or roles. for instance, the employee’s leader could be a business unit leader, a regional leader, a market leader, or a project leader. because of the complex reporting lines and leadership structure, the study may not be generalizable to other geographies, industries, or populations of employees. the survey format caused some limitations. the results identified whether there was an association between perceived leadership styles and job satisfaction. the study did not provide information on why such an association exists. furthermore, because the results were based on employee perceptions of their leader, the actual leadership style of the individual the participant rated may differ from how the participant perceives their leadership style. the ability to link the actual leadership style to the perceived leadership style was beyond the scope of this study. additionally, this was a cross-sectional survey conducted over a three-week period. if an employee had a singular bad experience, or a bad day, the survey results may reflect their current mood and not truly be indicative of their overall satisfaction. liu et al. (2012) evaluated the longitudinal nature of satisfaction and how it relates to turnover and demonstrated that the change in job international journal of human capital management, vol. 5 (2), december 2021 92 | p a g e satisfaction over time, whether positive or negative, had a significant impact on the relationship between job satisfaction and turnover beyond a point in time satisfaction measure. conclusion employee job satisfaction is a multi-faceted construct that is integral to retaining a productive workforce. leadership characteristics are a significant influence on employee job satisfaction and can impact an employee’s decision to remain with the organization, or to seek employment elsewhere. demonstrating that behaviors do matter is important to leaders because behaviors can be both taught and changed. organizations that have a desire to improve their employee job satisfaction have a path to do so by understanding how their employees perceive their leaders and actively engaging leaders to evolve specific behaviors. considerable research has established the association between job satisfaction and leadership. this study expanded the existing literature by demonstrating that the type of perceived leadership style had an association with millennial generation employee job satisfaction. as organizations learn from studies such as this one, they can participate in the benefits by undertaking specific activities to improve leadership behaviors which will impact employee satisfaction and therefore reduce turnover. the reduction in turnover is the tangible, practical benefit that can result from a focus on leader behaviors potentially saving organizations considerable non-productive costs. generational specifics deserve more study as related to perceptions of leadership. while this study confirmed many previous findings, the associations were not as strong as those presented in previous literature. this could be due to the changing nature of work attitudes between generations, how people respond to surveys, or other issues currently unknown. future studies could delve deeper into the demographic options to understand why the results reflect some variation among constituencies. additional research could be conducted with supplementary scales to evaluate the underlying components that associate with satisfaction, for example, pay, work assignment, work life balance, travel, fringe benefits, and other workplace characteristics to understand if a relationship exists for specific elements of satisfaction with the defined leadership behaviors. quantitative studies, while good at understanding how people feel about a topic at a given point in time, need the balance of qualitative studies to understand why certain leadership behaviors relate to satisfaction and go beyond establishing the relationship that they do. qualitative studies could expand our understanding of why followers react to certain behaviors. studies could also explore behaviors from the leader’s perspective to understand what type of leadership behaviors they believe they are exhibiting and what they are doing to exhibit them. while there is no shortage of additional ways to look at the problem of employee turnover, satisfaction, and organizational leadership, we now have a window through which to view one generational cohort in today’s multifaceted business milieu. references abelson, m., & guion, r. 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(1978). work satisfaction and age: some evidence for the "job change" hypothesis. social forces, 56, 1140-1158. international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 7 (1), june 2023 52 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 7, no. 1, june 2023, p 52-64 artistic orientation, financial literacy, digital literacy, and msme performance ifah rofiqoh universitas negeri jakarta email: ifahrofiqoh_9917920010@mhs.unj.ac.id agung dharmawan buchdadi universitas negeri jakarta email: abuchdadi@unj.ac.id etty gurendrawati universitas negeri jakarta email: egurendra@unj.ac.id abstract the limitations of research linking artistic orientation with performance motivate researchers to examine artistic orientation in creative msmes. their uniqueness is that they combine art and economics, resulting in original creations and the ability to compete and succeed in the market. to combine these two things, a performance improvement strategy is needed, among others by increasing literacy. this study examines whether managers perform better artistically and whether financial and digital literacy affects performance. this study uses primary data from questionnaires to 344 creative msmes in yogyakarta. data analysis using partial least square sem results show that artistic orientation has a significant effect on non-financial and financial performance. financial literacy and digital literacy have a significant effect on financial performance. keywords: creative msmes, artistic orientation, financial literacy, digital literacy received: 4 january 2023 accepted: 13 april 2023 publish: june 2023 how to cite: rofiqoh, i., et.al. (2023). artistic orientation, financial literacy, digital literacy, and msme performance. international journal of human capital management, 7 (1), 52-64. https://doi.org/10.21009/ijhcm.07.01.4 http://journal.unj.ac.id/unj/index.php/ mailto:ifahrofiqoh_9917920010@mhs.unj.ac.id mailto:abuchdadi@unj.ac.id mailto:egurendra@unj.ac.id international journal of human capital management, vol. 7 (1), june 2023 53 | p a g e introduction technological developments and digitalization encourage creative and cultural industries to be integrated into the capitalist economic system (o’connor, 2015; pilege et al., 2020). as a result, the creative sector faces challenges whether prioritizing economic or artistic logic (chang et al., 2021; chaston, 2008). economic logic sees rationality and profit motives; on the other hand, the main motivation of artists to produce creative creations is to express conceptions of beauty, emotion, or other aesthetic impressions (purnomo & kristiansen, 2018). the limited research that has defined and verified an artistic orientation in economics or management research; artistic conceptualization and instrument development developed (purnomo, 2020). artistic logic is manifested in artistic orientation to produce original creations (filis, 2006), making artistic creations (canavan et al., 2012), and emotional satisfaction (purnomo, 2020), which play an essential role in the progress of entrepreneurship (chell, 2013). artist entrepreneurs with a more innovative level of artistic orientation (steiner & prettenthaler, 2015); however, there have not been many efforts to empirically examine the relationship between artistic orientation and business success. the problem of artists, besides having an artistic orientation, must also have other literacy; for example, financial literacy and digital literacy, even though they can employ others (bruhn & zia, 2013a; eresia-eke & raath, 2013; ranatunga et al., 2020). financial decisions play an important role in avoiding business failures (purnomo, 2019; resmi et al., 2019), as well as recognizing and utilizing finances (lusardi, 2019; servon & kaestner, 2008). digital and financial literacy are very important in the digital business environment (kulathunga et al., 2020; omiunu, 2019) and as one of the managerial competencies of smes (abad-segura & gonzález-zamar, 2019; eniola & entebang, 2015; mabula & ping, 2018; omiunu, 2019). the reason for the importance of this research is that the research results debate the consequences of artistic orientation, financial literacy, and digital literacy in company performance in the context of creative smes because of the dilemma of using economic or artistic logic in creative creation. this study provides an empirical contribution to provide evidence of whether creative entrepreneurs who have artistic orientation, financial literacy, and digital literacy affect company performance. literature review artistic orientation and performance artistic orientation is an individual's abstract vision for artistic production (bennett, 2002; fillis, 2010). the creative industry's dilemma is between the importance of self-expression and the desire to be financially successful, so they produce art and focus on survival (latham, 2014). artistic orientation is an essential asset for creative entrepreneurs because it has a solid and complex stored dimension (murzyn-kupisz & hołuj, 2021); intangible is challenging to observe, explain, and assess but has a significant impact on competitive advantage (hmiekeski & baron, 2008). performance is an evaluation of the achievement of management objectives in financial performance, market performance, and returns (al-mamary et al., 2020; richard et al., 2009; rojas-lema et al., 2020); profit growth, sales growth, asset growth, customer increase, return on investment, return on assets, and cash flow (anwar, 2018; bongomin et al., 2017; cantele & zardini, 2018; shashi et al., 2019). msmes’ performance is usually measured by revenue growth, sales growth, profit growth, market share, market share growth, and new markets or new customer growth (al-mamary et al., 2020; anwar et al., 2020; buchdadi et al., 2020) many awards, customer satisfaction (purnomo, 2019). the uniqueness of creative creation also invites the interest of the arts community, the business world, or even the government to give recognition or awards. in addition to providing personal satisfaction to the artist, having a high artistic orientation will result in financial and non-financial benefits. based on several previous findings, it is hypothesized that: international journal of human capital management, vol. 7 (1), june 2023 54 | p a g e h1a. artistic orientation has a positive effect on non-financial performance. h1b. artistic orientation has a positive effect on financial performance financial literacy and performance financial literacy has been studied by (bakken, 1967) to identify the need for money management education. financial literacy is essential knowledge to survive in modern society (kim, 2001), financial management ability (clark et al., 2014; collard et al., 2006; noctor et al., 1992) knowledge of basic financial concepts, and the ability to perform simple calculations (lusardi & mitchell, 2012). financial literacy consists of two dimensions, knowledge and application (atkinson & messy, 2012; hung et al., 2011; huston, 2010). financial literacy is considered one of the success factors and a source of competitive advantage for msme (abadsegura & gonzález-zamar, 2019; anwar et al., 2020; asante & affum-osei, 2019; buchdadi et al., 2020; eniola & entebang, 2015; mabula & ping, 2018; teh et al., 2018), improve performance and profitability (fatoki, 2014; hussain et al., 2018; kulathunga et al., 2020; wise, 2013) because it allows managers to know their financial position beneficial (purnomo, 2019), although there are insignificant research results (bruhn & zia, 2013b) (eresia-eke & raath, 2013). financial literacy is essential to avoid poor financial management (purnomo, 2019) and improve performance in the creative industry (purnomo, 2020). the life cycle model developed by (lusardi & mitchell, 2014) shows that people who receive financial education perform better by recognizing and utilizing various financial concepts and terms (servon & kaestner, 2008), demonstrating the ability to make decisions and manage finances (lusardi, 2019). based on several previous findings, it is hypothesized that: h2. financial literacy has a positive effect on performance digital literacy and performance the digital literacy movement is about the reduction of digital crime, growing the digital economy, digital knowledge, digital skills, and digital governance, as well as giving birth to the practice of using information and communication technology (yanti & yusnaini, 2018). new technologies and digital information are revolutionizing the business environment (mabula & ping, 2018; omiunu, 2019). some benefits of using digital technology for msme include reducing costs, creating stronger relationships with customers, innovating, and increasing market access that drives market transformation from national to international (apulu & latham, 2010; kurniasih et al., 2021; kutlu & ozturan, 2008; ranatunga et al., 2020). while the technological revolution has strengthened the business environment, it has also created risks and challenges. technological literacy is an essential source of knowledge, which can help make profits, and helps to develop businesses (glavas et al., 2019; osano, 2019). technological literacy is essential for ensuring organizational performance in a digital business environment (kulathunga et al., 2020; omar et al., 2018), and improving efficient decision-making processes during a pandemic (hånell et al., 2020; priambodo et al., 2021). based on several previous findings, it is hypothesized that: h3. digital literacy has a positive effect on performance. international journal of human capital management, vol. 7 (1), june 2023 55 | p a g e methodology the population is creative msme actors in the city of yogyakarta, which are spread over 14 kemantren and 45 kelurahan and have been operating for a minimum of two years and have a minimum of two employees or in groups. the sample is determined by using a simple random sampling technique from the tourism village management data from each village. the questionnaire uses a model developed by likert with an interval scale of 1 to 6, namely: 1 strongly disagree (sts), and 6 strongly agree (ss). the likert scale chosen is 6 to avoid floating answers as an intentional element. statistical analysis used sem pls to examine the direct impact of artistic orientation, financial literacy, and digital literacy on company performance. this study uses entrepreneurial performance variables using financial and non-financial performance indicators adapted from (bongomin et al., 2017; lubatkin et al., 2006; purnomo, 2019). financial performance indicators are measured by increasing sales, increasing wealth, and production, while non-financial performance is measured by the level of satisfaction, pleasure, and pride or happiness. the scale adopted the artistic orientation variable (purnomo, 2020), measured by five indicators: intrinsic drive, need for aesthetics, symbolism and morals, authenticity, and coordinate resources. financial literacy was measured by questions developed by (lusardi et al., 2017; purnomo, 2019; ying et al., 2019); financial literacy in this study was measured by indicators of interest rate numeracy literacy, understanding of inflation and risk diversification as well as knowledge of savings, and deposits. digital literacy is measured by questions developed by (giotopoulos et al., 2017; ranatunga et al., 2020), which are measured by four indicators, namely digital literacy applications, human resources, infrastructure, and policies. result and discussion respondent characteristics this study used 344 creative msme respondents in the city of yogyakarta. the characteristics of the respondents are shown in table 1. respondents are dominated by women as much as 67%, the age is between 41-50 years as much as 39%, the level of undergraduate education is 68%, and the product design sector is 36%, business owners at 94%. table 1 respondent characteristics profile characteristics number percentage gender male 112 33 female 232 67 age 21 – 30 86 25 31 – 40 78 23 41 – 50 134 39 > 51 46 13 education (degree) high school 99 29 s1 233 68 s2 dan s3 12 3 creative sector architecture 5 1.5 art 8 2,3 interior desain 11 3.2 software 31 9 fashion 46 13.4 film, video, dan photography 11 3.2 game 30 8.7 international journal of human capital management, vol. 7 (1), june 2023 56 | p a g e craft 8 2.3 product desain 124 36 computer service 29 8.4 music 7 2 publishing and printing 8 2.3 advertising 8 2.3 research dan development 15 4.4 performing art 3 1 position owner 325 94 employee 19 6 total 344 100 testing data validity and reliability measurement (outer) model evaluation this study to test the validity of using a sample of 50 respondents. this is in line with the opinion (roscoe, 1975) that the appropriate number of samples for research is more than 30 respondents and less than 500 respondents. the analysis of the measurement model (outer model) was carried out using two tests, namely the validity and reliability tests. the validity test consists of convergent validity and discriminant validity. at the same time, the reliability test is stated in the calculation of the composite reliability value dan cronbach's alpha. convergent validity in table 2 it can be seen the results of the validity test measurement using convergent validity. the convergent validity test evaluates two criteria: the value of the loading factor and the average variance extracted (ave). this research shows that all constructs have an ave value > 0.50. so in this test, all indicators can be categorized as valid indicators. discriminant validity the discriminant validity test evaluates two criteria: the value of the cross-loading factor and the correlation value between latent constructs. the test results show that the cross-loading values of all indicators of all constructs have met the requirements. this can be seen in table 2, which shows that the correlation value of the topmost latent variable is greater than the bottom one and the root value of average variance extracted (√ave) for constructs is greater than or equal to the correlation value between constructs. table 2 convergent dan discriminant validity kk kn ld lk oa ave √ave kk 0.866 0.749 0.866 kn 0.590 0.824 0.679 0.824 ld 0.525 0.461 0.721 0.519 0.721 lk 0.454 0.422 0.380 0.781 0.609 0.781 oa 0.462 0.504 0.397 0.303 0.718 0.516 0.718 composite reliability the reliability test was conducted to determine the consistency of the regularity of the measurement results of an instrument. a construct is declared reliable if the value of composite reliability is more than 0.7 and cronbach's alpha value is more than 0.6. the results of the international journal of human capital management, vol. 7 (1), june 2023 57 | p a g e calculation of the reliability test on composite reliability and cronbach's alpha are shown in table 3 table 3 composite reliability inner model evaluation r-square or determination test in table 3 it can be seen that the value of r-square 0.405and adjusted r-square 0.400 means that in this study, the variables of artistic orientation, financial literacy, and digital literacy affect financial performance by 40.5% or 40.0%; the rest is influenced by other variables that are not observed, in this research. table 3 also shows the value of r-square 0.254 and adjusted rsquare 0.252 means that in this study, the artistic orientation variable affects non-financial performance by 25.4% or 25.2%; the rest is influenced by other variables not observed in this study. hypothesis test construct reliability composite cronbach's alpha explanation financial performance (kk) 0.947 0.933 reliable non-financial performance (kn) 0.926 0.904 reliable digital literacy (ld) 0.833 0.749 reliable financial literacy (lk) 0.824 0.686 reliable artistic orientation (oa) 0.858 0.809 reliable international journal of human capital management, vol. 7 (1), june 2023 58 | p a g e table 4 test results hipotesis analysis original sample (o) t statistisk p value decision h1a oa → kk 0.256 4.643 0.000 accepted h1b oa → kn 0.504 10.672 0.000 accepted h2 lk → kk 0.252 4.409 0.000 accepted h3 ld → kk 0.328 5.108 0.000 accepted r square kk 0.405 adjusted r square 0.400 r square kn 0.254 adjusted r square 0.252 the effect of artistic orientation on sme's performance in table 4 it can be seen that the p-value of artistic orientation towards financial performance (oa → kk) is 0.000 with a t-statistic of 4.643. because the p-value <0.05, t-statistic > 1.96, and the path coefficient is positive, it can be concluded statistically that h0 is rejected or ha is accepted. in hypothesis 1a, artistic orientation has a positive and significant effect on financial performance. the higher the level of artistic orientation of the owner, the higher the financial performance of msme. because the statistics support the results, hypothesis 1a of this study is proven or accepted; these results support the study. in table 4 it can be seen that the p-value of artistic orientation towards non-financial performance (oa → kn) is 0.000 with a t-statistic of 10.672. because the p-value <0.05, t-statistic > 1.96, and the path coefficient is positive, it can be concluded statistically that h0 is rejected or ha is accepted. in other words, hypothesis 1b, artistic orientation, has a positive and significant effect on non-financial performance. the higher the level of artistic orientation of the owner, the higher the non-financial performance of msme. because the statistics support the results, hypothesis 1b of this study is proven or accepted; these results support the research hypothesis. the effect of financial literacy on sme's performance in table 3 it can be seen that the p-value of financial literacy on performance (lk → k) is 0.000 with a t-statistic of 4.409. because the p-value <0.05, t-statistic > 1.96, and the path coefficient is positive, it can be concluded statistically that h0 is rejected or ha is accepted. in other words, hypothesis 2 of financial literacy has a positive and significant effect on performance. the higher the level of financial literacy of the business owner or manager, the higher the performance of msme. because statistics support the results, hypothesis 2 of this study is proven or accepted. the effect of digital literacy on sme's performance in table 3 it can be seen that the p-value of digital literacy on performance (ld → k) is 0.000 with a t-statistic of 5.108. because the p-value <0.05, t-statistic > 1.96, and the path coefficient is positive, it can be concluded statistically that h0 is rejected or ha is accepted. in other words, hypothesis 3 of digital literacy has a positive and significant effect on performance. the higher the digital literacy level of the business owner or manager, the higher the performance of msme. because the statistics support the results, hypothesis 3 of this study is proven or accepted. international journal of human capital management, vol. 7 (1), june 2023 59 | p a g e discussion the four hypotheses tested in this study are the variables of artistic orientation, financial literacy, digital literacy, and entrepreneurial performance. the results showed that the hypothesis is that artistic orientation has a positive effect on company performance. this shows that artistic orientation is an essential resource for any creative business. statistical value for non-financial performance is more significant than financial performance (10,672 and 4,643); this shows that artistic orientation has a more significant influence on non-financial performance. art entrepreneurs still prioritize creative-intuitive values, the main motivation for artists to be creative in expressing conceptions of beauty, emotion, or other aesthetic impressions, despite efforts to survive (purnomo & kristiansen, 2018). in addition, art entrepreneurs in yogyakarta, perhaps even in java, also have the motto "tuna satak bathi sanak". this is the local wisdom of the javanese people, reflecting the noble values traders use to attract buyers; a little loss is okay as long as there are more relatives. the problem of artists, besides having an artistic orientation, must also have other literacy; for example, financial literacy and digital literacy, even though they can employ other people. financial literacy as a valuable resource for companies positively affects performance. these results are consistent with previous studies (purnomo, 2019; wise, 2013), although there is a problem between the two goals and whether to prioritize economic or artistic goals. the sense of responsibility of the artist-entrepreneur increases the importance of minimizing the potential loss arising in the utilization of resources. the artist-entrepreneur uses the prevention focus to achieve his strategic goal of utilizing limited resources. digital literacy strengthens and accelerates business environment processes as an important source of knowledge, which can help generate profits, help grow the business and have a positive effect on performance; these results are consistent with the results of the study (glavas et al., 2019; kulathunga et al., 2020; kurniasih et al., 2021; omar et al., 2018; osano, 2019), improving efficient decision-making processes during a pandemic (hånell et al., 2020; priambodo et al., 2021). digital literacy is a core part of the competition for every business today. however, it has not been able to fully increase the agility of msme in capturing the target market share. growing the creative sme market is a challenge in the future, so it must strengthen relationships with vendors, grow public trust in online shopping, guarantee online ordering and payment transactions, and continuously improve digital technology skills. most customers are identified as "conventional online shoppers," where customers visit online sites to see the products offered. they place orders conventionally by telephone, fax, or even face-to-face if interested. conclusions this study is the first empirical test of the use of the artistic orientation dimension conceptualized by (purnomo, 2020). the results show that artistic orientation is positively related to the performance of creative companies, both for financial and non-financial performance. financial literacy positively impacts the performance of creative companies consistent with the results (purnomo, 2019). digital literacy has a positive impact on the performance of creative companies (priambodo et al., 2021). the empirical contribution of this research is the importance of creative msmes having an artistic orientation and other literacies. creative msmes still produce a creation that has to pay attention to market needs to create a good performance. this is the importance of financial literacy and digital literacy. the implications of this research are as follows; first, creative msmes must pay attention to valuable resources such as artistic orientation, financial literacy, and digital literacy. second, creative companies must innovatively prepare and support the development of these resources. third, creative msmes can also establish policies to protect their valuable capabilities. another implication to support the success of creative msmes is that the government and educational international journal of human capital management, vol. 7 (1), june 2023 60 | p a g e institutions must prioritize literacy programs for entrepreneurs engaged in creative and cultural msmes because human resources and financial skills, as well as digital skills, may even be entrepreneurial orientation is the central area of msme. the government and financial service institutions can facilitate more flexible access to financial products and services for creative msmes because access to financial facilities has increased msmes’ literacy on financial issues (buchdadi et al., 2020). the limitations of this study may occur because there are some invalid items excluded from the research model. this happened to the three items used to measure artistic orientation (oa1; i make artistic creations that reflect my thoughts and feelings, oa7; authenticity affects artistic quality levels and oa9; availability of materials and technology is crucial for creative products). four items were used to measure digital literacy (ld1; i use whatsapp groups to introduce products, ld2 i use facebook for business purposes, ld5 i use e-banking/e-money applications for business purposes, ld7 i have internet and wifi access). four items used to measure financial literacy (lk1 if i save idr 100,000 and an interest rate of 2% per year, after 5 years without being withdrawn, then my savings are more than idr 100,000, lk2 if i save idr 100,000 and the interest rate is 2 % per year, after 5 years without taking it, then my savings, less than idr 100,000, lk3 if i save with an interest rate of 1% per year and inflation of 2% per year after 1 year, then i can buy goods at a higher price from today, lk4; if i save with an interest rate of 1% per year and inflation 2% per year. after 1 year, then i can buy goods for less than today). this invalid result is not theoretical but empirical evidence, meaning that the items are invalid in the objects and settings studied. however, if applied to different objects and settings, there is a possibility that the items will become valid. further research can examine the variables of opportunity recognition or entrepreneurial orientation. it can also be done using an experimental method, or it can also be compared between msmes and students who are interested in becoming msmes. it can also test whether the variables of financial literacy and digital literacy are mediating or moderating variables between artistic orientation and performance. acknowledgments thank you to the kemenristek dikti and yayasan dharma bhakti iptek for funding this research references abad-segura, e., & gonzález-zamar, m. d. 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(2019). the role of a manager’s intangible capabilities in resource acquisition and sustainable competitive performance. sustainability (switzerland), 11(2). https://doi.org/10.3390/su11020527 international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 5 (2), december 2021 11 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 5, no. 2, december 2021, p 11-25 the influence of learning organization and employee resilience on work engagement at bumn bank branch office in bogor sholikhah faculty of economics, state university of jakarta email: sholikhah@unj.ac.id widya parimita faculty of economics, state university of jakarta email: widya_parimita@unj.ac.id reny nathasya marbun faculty of economics, state university of jakarta email: renynathasya73@gmail.com abstract the purpose of this study are: 1) to determine the description of learning organizations, employee resilience and work engagement to employees of bumn bank branch offices in bogor city, 2) to determine the influence of learning organizations on work engagement to employees of bumn bank branch offices in bogor city, 3) to determine the effect of employee resilience on work engagement to employees of bumn bank branch offices in bogor city, 4) to determine the prediction of the learning organization and employee resilience research model to work engagement to employees of bumn bank branch office in bogor city. this research was conducted on 200 employees of bumn bank branch office in bogor city. the technique used in data collection is the survey method by distributing questionnaires then processed using the spss 24 program. this study uses descriptive analysis and ex post facto. the results of the regression show that there is a positive and significant influence between learning organizations on work engagement, employee resilience to work engagement and research models of learning organizations and employee resilience can predict work engagement to employees of bumn bank branch offices in bogor city with fcount> ftable (19,157> 3.04) and significance (0.000 <0.05). keywords: learning organization, employee resilience, work engagement received: 22 june 2021 ; accepted: 21 october 2021 ; publish; december 2021. http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 5 (2), december 2021 12 | p a g e how to cite: sholikhah, et.al. (2021). the influence of learning organization and employee resilience on work engagement at bumn bank branch office in bogor. international journal of human capital management, 5 (2), 11-25. https://doi.org/10.21009/ijhcm.05.02.2 introduction for companies who engaged in financial services such as banks, human resources are a very valuable investment (artiningrum & satrya, 2016). every company generally aspires to have human resources who are competent in their fields, have dedication, loyalty and are also engaged with the company. engaged employees will provide good performance and enable the company to achieve its goals (urika, 2016). this opinion is strengthened by several studies that correlate high work engagement with the achievement of targets company, and the results are very positive. this statement is also supported by an article entitled work engagement: an emerging concept in occupational health psychology by bakker, schaufeli, leiter, & taris, (2008) which states that companies that focus on work engagement are not only profitable individually but also offer organizational advantages. however, the fact shows that to get human resources that are tied to the organization and its work is not easy. in a research conducted by prasetiya mulya executive learning institute (pmeli) in the first quarter of 2015 which was conducted on 225 respondents who worked in various leading companies in indonesia, the level of engagement employee in the organization only reached 40%. meanwhile, more than half of the total respondents (59%) stated that they are not engaged in their organization. the following is the percentage level of engagement of 225 respondents in research conducted by pm-eli 2015. (urika, 2016) the results of this research stated that only 25% of the millennial workforce (workers born between 1986-2000) who are tied completely (fully engaged) with the company where they work. meanwhile, 66% stated that they were only partially bound and 9% of respondents refused to be tied to the company. the following is the percentage of research results from more than 1,200 respondents conducted by dci research 2016: table 1.percentage of 2016 engagement survey no engagement level percentage 1 refused to be tied to the company (disengaged) 9% 2 partially bound (partially-engaged) 66% 3 tied completely (fully engaged) 25% source : dci-research 2016 according to joshua siregar as director of national marketing dale carnegie indonesia, said this condition is certainly quite alarming. as the number of employees who partially-engaged is 66%, there is also a high possibility that this group will move to become disengaged if the company does not quickly take anticipatory steps. moreover, the workforce with years of birth between 1986-2000 is the group of the largest workforce at this time and in the years ahead. employees who fully engaged tend to be loyal and willing to stay in the long term, contribute to company profits, and work productively and with quality. meanwhile, those who are international journal of human capital management, vol. 5 (2), december 2021 13 | p a g e partially engaged are more concentrated on the work of the task or as long as the task is completed, do not pay attention to the quality of the results, are reluctant to accept input, and are oriented towards salary. employees in the partially-engaged group tend to have the principle do it, get paid, go home. the category is disengaged considered even more dangerous, because this group tends to spread negative influences, displays distrust and hostility, and can even sabotage jobs and hinder company progress (f. anwar, 2018). according to yuwanto, (2014) the characteristics of low work engagement can indicate the characteristics of employees who are not disciplined, lazy at work, often complain at work, not optimistic when doing the assignments and have the desire to leave their jobs. this supports a survey conducted by compdata's in 2013 entitled “annual defind contribution benchmarking survey” involving 40,000 organizations from several countries as research objects. it shows that the turnover rate in the banking sector shows the second highest result of the eight industries studied. this proves that the banking sector is characterized by a low level of engagement . table 2 percentage of turnover in the business sector 2013 sector rate all industries 15,1 % banking & finance 17,2 % healthcare 16,8 % hospitality 29,3 % insurance 10,4 % manufacturing 13,3 % not-for-profit 15,3 % services 15,2 % utilities 7,2 % source : annual defind contribution benchmarking survey 2013 to ensure that there are problems with employees working at the bumn bank branch office in bogor city, the researcher conducted interviews with two workers who worked in one of the the bank branch office bumn in bogor city. there were several questions asked by the researcher in order to obtain more accurate information about the working conditions felt while working at the bank. based on the results of the interview, it was recognized that there were several problems, including at the x bank branch office, the respondent was an employee in the sales officer who felt that she was not fully engaged with her current job. he stated that the principles of do it, get paid, go home are often practiced in daily work. this engagement lack is motivated by several things such as the lack of dedication of employees when working, lack of enthusiasm shown at work due to the high targets to be achieved, besides that frequent work overtime lowers the also feeling of being happy at work. the factors that influence the work engagement of an employee used by researchers are learning organization and resilience. this is supported by research entitled learning organization and work engagement: an empirical evidence of a higher learning institution in malaysia written by hussein et al., (2017) which states that when employees feel that the organization provides them with support with a learning organization they tend to show more positive attitude, good behavior and offer higher quality of work to the organization. several reports state that employees will show a higher level of work engagement international journal of human capital management, vol. 5 (2), december 2021 14 | p a g e when they are given the opportunity to continue to grow and develop within the organization (malik & garg, 2017). learning organization is one of the important roles for a company in maintaining its business continuity in order to survive in the industry. as is well known, competition in the business industry is now unavoidable. changes are so fast that companies must be agile in adapting to new environments. in reality, not all companies can be sensitive to the changes that surround them. according to digstraksi.com, a ugc (platformuser generated content)that provides content such as a collection of knowledge, insights, new insights and so on, compiled 50 lists of companies that failed to adapt to the fast-moving business environment. the following is a list of several companies that have experienced these failures or setbacks: table 3 companies that fail to adapt company name year reason kodak 1975 2012 displaced by the existence of a digital camera blackberry 1998 2017 replaced by android motorola 1973 2011 lost in competing with today's smartphones sony (walkman) 1979 2001 displaced by the presence of the ipod and online music service circuit city 1949 2008 unable to compete with its main competitors best buy shopo 2013 2017 unable to develop business according to market demand commodore corp 1970 1994 unable to compete with modern laptops source : digstraksi.com organizations or individuals cannot face change in any way opposing but need to manage it through self-adaptation (mulyono & kresnaini, 2015). people who want to compete in a business environment must make and trying to apply learning organization in their organizations by adapting themselves to the environment continuously. the ability to anticipate change this depends on the creativity, innovation and skills of the members of the organization. cultivating this ability can be done through training with a continuous learning process. by applying learning organization, an organization always provide an opportunity for members to constantly repair themselves to achieve employment success (mulyono & kresnaini, 2015). another aspect that supports work engagement that needs attention is the level of employee resilience, this is supported by an article written by tyler, (2018) entitled resilience predicting engagement. research has shown that resilience is positively related to work engagement, which means that employees who have and exhibit high resilience are more likely to be tied to their job. resilience is a key aspect of engagement, because resilience helps individuals recover from negative events. for example, if an employee has a poor performance review or an unexpected change in a project, it can figuratively damage the employee's momentum and result in a performance decline. however, high resilience can help these employees emerge from potential setbacks and maintain or recapture motivation, confidence, and calm. international journal of human capital management, vol. 5 (2), december 2021 15 | p a g e literature review work engagement sari & soetjiningsih's (2019) defines work engagement as a positive and self-fulfilling state, a related state of mind work-characterized by high energy, devotion and appreciation (sari & soetjiningsih, 2019). according to malik & garg (2017), work engagement is a positive state of mind and satisfying related to the work (malik & garg, 2017). amazue (2014) states that the concept of work engagement describes the extent to which workers are engaged, committed, and passionate about the work they are doing. (amazue, 2014). in line with this understanding, ramdhani & ratnasawitri (2017) states that work engagement reflects the employee's enthusiasm for their work (ramdhani & ratnasawitri, 2017). according to kurniati (2014), work engagement is a positive thing in carrying out tasks, and can provide views related to work attitudes consisting of energy, dedication, and absorption (kurniati, 2014). according to mujiasih & ratnaningsih (2016), work engagement is a motivation and positive thinking related to work which is characterized by vigor, dedication and absorption (mujiasih & ratnaningsih, 2016). hussein, anis abdul razak, and khalil omar (2017) also states that work engagement can be defined as positive conditions related to the work that is characterized by the dimensions of vigor, dedication and absorption (hussein et al. , 2017). according to song et al (2018) work engagement is defined as a state of a positive and satisfying mind associated with work characterized by enthusiasm, dedication, and absorption (song, chai, kim, & bae, 2018). meanwhile, work engagement according to raharjo & witiastuti (2016) is characterized by a sense of enthusiasm, a sense of dedication, and a sense of absorption for an employee in doing work (raharjo & witiastuti, 2016). in his research, nurendra (2016) states that work engagement is an individual condition related to work in which workers feel motivated in an affective manner (nurendra, 2016). by the several definitions that have been put forward by the experts above, the researchers synthesized that the work engagement is a state of positive mind and satisfactory in the employee related to the work he does and is characterized by vigor, dedication and absorption. learning organization according to aqmala (2015), a learning organization is an organization that supports learning activities or processes for all members and continuously makes changes (aqmala, 2015). similar to this statement, maguni (2014) states that learning organizations are organizations where employees can develop their capacity continuously to create the results they want, where there is a broad and new mindset that is maintained, collective aspirations are deepened, and organization members can learn endlessly to see things together (maguni, 2014). according to kanten, kanten & gurlek (2015), a learning organization can be defined as an organization that focuses on "learning" as an component important in its values, vision and goals, and all its functions (kanten, kanten, & gurlek, 2015). furthermore, altinay, dagli & altinay (2016) state that learning organizations refer to continuous learning activities to transform themselves (altinay, dagli, & altinay, 2016). same as hussein et al., (2017) which states that a learning organization is defined as an organization that adapts continuous learning and transforms itself for improvement or progress (hussein et al., 2017). in robbins & coulter's (2016) research, organizations learning are organizations that have developed their capacity to continue learn, adapt and change (robbins & coulter, 2016). international journal of human capital management, vol. 5 (2), december 2021 16 | p a g e meanwhile, song et al (2018) stated that the core idea of a learning organization is that a learning organization will produce changes incapabilities organizationalin performance, knowledge, and behavior (song et al., 2018). from several definitions that have been put forward by the experts above, the researcher synthesizes that a learning organization is an organization that supports and focuses on learning activities at all levels of members continuously and can transform itself to improve capabilities and bring progress in the organization. employee resilience according to argo & triasta (2019) resilience is defined as the ability to survive or overcome the difficulties of an event unpleasant and be able to successfully adapt to change with uncertainty. sejati (2019) also defines resilience as an ability individual's to withstand or overcome adversity and unpleasant events and adapt well to change (sejati, 2019). according to astika & saptoto (2016) resilience is defined as an ability individual's to overcome any difficulties he faces and any unpleasant events (astika & saptoto, 2016). in line with that, wilda, nazriati, & firdaus, (2016) state that resilience is an ability individual's to be able to adapt and to change, adjust to the demands and disappointments that arise in life. if resilience increases, it will enable individuals to overcome any difficulties that arise in life (wilda et al., 2016). furthermore, dai, zhuang, & huan (2019) stated that employee or resilience is defined as the ability to maintain or regain a high sense of well-being in the face of adversity (dai et al., 2019). according to the results of the study, yuniar, nurtjahjanti, & rusmawati 2011) resilience refers to a person's ability to survive and rise again to restore happiness after facing an unpleasant situation (yuniar et al., 2011). meanwhile, according to steven & prihatsanti (2017) resilience is the ability where employees are able to survive or overcome difficulties at work, face unpleasant events, be able to control emotions, adapt to changes in the workplace, and find meaning and purpose in work (steven & prihatsanti, 2017). from several definitions that have been put forward by the experts above, the researchers synthesize that employee resilience is an ability of individual to be able to survive in overcoming difficulties at work, adapt to change and find prosperity or happiness after facing unpleasant situations. hypothesis 1 (h1): ho : organizational learning does not affect the work engagement employees in bumn bank branch office in bogor. ha : learning organization has an effect on work engagement of employees in bumn bank branch office in bogor. hypothesis 2 (h2): ho : employees resilience has no effect on work engagement of employees in bumn bank branch office in bogor. ha : employee resilience affects work engagement of employees in bumn bank branch office in bogor. hypothesis 3 (h3): ho : model study of learning organization and employee resilience can not predict work engagement variable employees in bumn bank branch office in bogor. ha : the learning organization and employee resilience research model can predict the work engagement variable of employees in bumn bank branch office in bogor. international journal of human capital management, vol. 5 (2), december 2021 17 | p a g e methodology the method used in this research is quantitative descriptive approach and ex post facto, and the research technique used is the technique path analysis . the data used in this study are data primary obtained through questionnaires and interviews. the sampling technique used in this study is a non-probability sampling technique. this research method is a sampling technique that does not provide equal opportunities for each member of the population to be selected as a sample. so the sample in this study were 200 employees of the bumn bank branch office in bogor city. result and discussion test instrument validity test the validity test was used to measure whether the questionnaire is valid or not. a questionnaire is valid if the questions on the questionnaire are able to reveal something that will be measured by the questionnaire. the criterion for testing the validity is that if rcount> rtable (0.361), then the instrument / item statement is declared valid. conversely, if rcount ˂ rtable (0.361), then the instruments / items are declared invalid so they must be removed or replaced. and all statement items in the variable are valid because they meet the requirements, namely the value of rcount ˃ rtable. the results of the validity test can be seen in table 4.following: table 4.validity test results variable variable statement valid item invalid work engagement 9 9 0 learning organization 19 19 0 employee resilience 22 22 0 source: data processed by researchers (2020) reliability test reliability test is used to test the consistency or stability of the score of a research instrument against the same respondent, and is given at different times. criteria for determining whether the instrument is reliable or not, that is, if the cronbach's alpha value is 0.6, the instrument is declared reliable. conversely, if value cronbach's alpha of 0.6 ˂ then declared unreliable instrument. the results of the validity test can be seen in table: table 5. reliability test results variable cronbach’s alpha description work engagement .929 reliable learning organization .940 reliable employee resilience .823 reliable international journal of human capital management, vol. 5 (2), december 2021 18 | p a g e source: data processed by researchers (2020) descriptive analysis results analysis descriptive is the result of data processing which includes variables learning organization, employee resilience, and work engagement. analysis descriptive will provide an overview of the research data that has been distributed to 200 employees of bumn bank branch offices in bogor city. based on the questionnaire distributed to respondents, the variable work engagement obtained an agree (s) score of 48.8% and strongly agree (ss) of 46.6%. the sum of these scores is in the very high category score interval (76% 100%). the contribution to the highest number of scores comes from the indicators of endurance and willingness to do business. this proves that employees have good endurance, meaning they don't feel tired quickly while doing work and the desire to work quickly and do a good job. in the learning organization variable, the score agreed (s) was 52.9% and strongly agreed (ss) was 37.4%. the sum of these scores is in the very high category score interval (76% 100%). the contribution of a highest total score comes from the indicators of systems are maintained (system management). this proves that the company's database system is well managed . the employee resilience variable obtained a score of agree (s) 52% and strongly agree (ss) 39.3%. the sum of these scores is in the very high category score interval (76% 100%). the contribution to the highest total score comes from the indicator of staying in trouble. this proves that employees feel capable of being able to get through unpleasant things in their work. classical assumption test normality test normality test is used to determine whether the data is distributed normally or not. this normality test uses one sample kolmogorov smirnov with a significance level of 0.05. with the criteria if the value significance of the study> 0.05 (significance level), then the data in the study are normally distributed. table 6. the results of the kolmogorov-smirnov one-sample kolmogorov-smirnov test unstandardized residual n 200 normal parameters a,b mean ,0000000 std. deviation 1,96428089 most extreme differences absolute ,055 positive ,048 negative -,055 test statistic ,055 asymp. sig. (2-tailed) ,200 c,d a. test distribution is normal. b. calculated from data. c. lilliefors significance correction. d. this is a lower bound of the true significance. source: calculation of spss 24 (2020) table 6. shows the results of the asymp sig (2-tailed) or a significance is 0.200. referring to the results of the calculation, the significance is greater than 0.05, it can be concluded that the international journal of human capital management, vol. 5 (2), december 2021 19 | p a g e data is normally distributed and meets the requirements to perform multiple linear regression analysis methods. linearity test linearity test aims to determine whether the two variables to be analyzed correlational statistics show a linear relationship or not. tests were carried out using the test for linearity of software spss with a level significanceof 0.05. table 7. results of linearity test between learning organizations and work engagement source: calculation of spss 24 (2020) based on the results of the linearity test between the learning organization variables and work engagement in table 7. it is known that the significance of linearity is 0.000. the significance value is less than 0.05, so it can be concluded that there is a linear relationship between the two variables table 8. results of linearity test between employee resilience and work engagement anova table sum of squares df mean square f sig. keterikatan kerja * resiliensi karyawan between groups (combined) 249,485 30 8,316 2,105 ,002 linearity 116,437 1 116,437 29,472 ,000 deviation from linearity 133,048 29 4,588 1,161 ,274 within groups 667,670 169 3,951 total 917,155 199 source: calculation of spss 24 (2020) based on the results the linearity test between the employee resilience variable and work engagement in table 8, it is known that the significance of linearity is 0.000. the significance value is less than 0.05, so it can be concluded that there is a linear relationship between the two variables. anova table sum of squares df mean square f sig. keterikatan kerja * organisasi pembelajaran between groups (combined) 191,658 26 7,371 1,758 ,018 linearity 103,129 1 103,129 24,592 ,000 deviation from linearity 88,529 25 3,541 ,844 ,681 within groups 725,497 173 4,194 total 917,155 199 international journal of human capital management, vol. 5 (2), december 2021 20 | p a g e multicollinearity test result measuring multicollinearity can be seen from the vif (variance inflation factor) and the correlation coefficient between independent variables. in conducting the test multicollinearity there are criteria used, namely if vif <5 or close 1, then multicollinearity does not occur. the multicollinearity test results can be seen in table 9. the following: table 9. multicollinearity test results coefficients a model unstandardized coefficients standardized coefficients t sig. collinearity statistics b std. error beta tolerance vif 1 (constant) 18,45 0 1,993 9,258 ,000 organisasi pembelajaran ,092 ,032 ,215 2,905 ,004 ,777 1,288 resiliensi karyawan ,088 ,026 ,255 3,443 ,001 ,777 1,288 a. dependent variable: keterikatan kerja source: calculation of spss 24 (2020) judging from table 9, it is known that the vif number for the learning organization variable is 1.288 and the vif number for the employee resilience variable is 1.288. the vif value of the two variables is less than 5, it can be concluded that among the independent variables, there is no problem multicollinearity. thus the regression model can be accepted. heteroscedasticity test results table 10. heteroscedasticity test results correlations organisasi pembelajaran resiliensi karyawan unstandardized residual spearman's rho organisasi pembelajaran correlation coefficient 1,000 ,467 ** -,008 sig. (2-tailed) . ,000 ,910 n 200 200 200 resiliensi karyawan correlation coefficient ,467 ** 1,000 ,009 sig. (2-tailed) ,000 . ,896 n 200 200 200 unstandardized residual correlation coefficient -,008 ,009 1,000 sig. (2-tailed) ,910 ,896 . n 200 200 200 **. correlation is significant at the 0.01 level (2-tailed). international journal of human capital management, vol. 5 (2), december 2021 21 | p a g e from table 10, it is known that the correlation between learning organizations and unstandardized residuals produces a significance value of 0.910 and the correlation between employee resilience and unstandardized residuals results in a value significance of 0.896. because the significance value is greater than 0.05, it can be concluded that the regression model does not find any problems heteroscedasticity. multiple linear regression test results table 11. multiple linear regression test coefficients a model unstandardized coefficients standardized coefficients t sig. b std. error beta 1 (constant) 18,450 1,993 9,258 ,000 organisasi pembelajaran ,092 ,032 ,215 2,905 ,004 resiliensi karyawan ,088 ,026 ,255 3,443 ,001 a. dependent variable: keterikatan kerja source: calculation of spss 24 (2020) hypothesis 1 (h1) ho : learning organization has no effect on work engagement of employees at bumn bank branch offices in bogor city. ha : learning organization affects work engagement of employees at bumn bank branches in bogor city. based on table 11. above, it can be seen that the organization learning variable has a tcount of 2.905. the t-count value is then compared with the t-table value sought at α = 5%: 2 = 2.5% (2tailed test) with degrees of freedom (df) nk-1 or 200-2-1 = 197, where n is the number of samples and k is the number of independent variables. based on these calculations, the obtained t table is 1.972, thus tcount> ttable and the significance value of the learning organization variable is 0.004, thus 0.004 <0.05. it can be concluded that h0 is rejected and ha is accepted. this means that learning organization have a positive and significant influence on work engagement. this is in accordance with some of the results of previous research, such as those conducted by r. anwar & niode, 2017 with the results seen from the output software of lisrel 8.51 which shows a t-value of 9.00 ≥ 1.645, thus proving that there is a significant influence between learning organization and work engagement. furthermore, novita putri's research, 2014 shows the results of a positive and very significant influence between learning organization and work engagement with beta = 0.337, t = 3.263, and p = 0.002. based on previous research, it is proven that learning organizations have a positive effect on work engagement. hypothesis 2 (h2) ho : employee resilience has no effect on work engagement of employees at bumn bank branch offices in bogor city. ha : employee resilience affects work engagement of employees at bumn bank branch office in bogor city. international journal of human capital management, vol. 5 (2), december 2021 22 | p a g e table 11. also shows the tcount value for the employee resilience variable is 3.443, and a significance value of 0.001. this shows that tcount> ttable is 3.443> 1.972 and a significance value of 0.001 <0.05. that is, h0 is rejected and ha is accepted. this means that there is a positive and significant influence between employee resilience on work engagement. this is in accordance with some of the results of previous research, such as that conducted by steven & prihatsanti, 2017 which shows that the resilience variable has a positive and significant correlation with work engagement. the contribution from resilience to work engagement is 54.5%. this means that 54.5% of work engagement is influenced by the resilience variable. furthermore, sari & soetjiningsih, 2019 found that the contribution given by resilience to work engagement was 53.58%. which means that work engagement is explained by the variable resilience of 54.5%. based on previous research, it is proven that resilience has a positive effect on work engagement. table 12. f test results anova a model sum of squares df mean square f sig. 1 regression 149,334 2 74,667 19,157 ,000 b residual 767,821 197 3,898 total 917,155 199 a. dependent variable: keterikatan kerja b. predictors: (constant), resiliensi karyawan, organisasi pembelajaran source: calculation of spss 24 (2020) hypothesis 3 (h3): ho : the learning organization and employee resilience research model cannot predict the work engagement variable of employees at bumn bank branch offices in bogor city. ha : the research model of learning organization and employee resilience can predict the work engagement variable of employees at bumn bank branch offices in bogor city. in table 12. the obtained fcount is 19.157. the value of fcount then compared with the value of ftable, which is sought with a confidence level of 95%, with df 1 (number of variables-1) or 3-1 = 2, and df 2 (nk-1) or 200-2-1 = 197. based on these calculations, it is obtained that ftable is 3.04, thus fcount> ftable is 19.157> 3.04. the significance of the model feasibility test is 0.000, thus 0.000 <0.05. it can be concluded that the learning organization and employee resilience model can predict the engagement of employee at bumn bank branch offices in bogor city. result of analysis of the coefficient of determination (adjusted r2) international journal of human capital management, vol. 5 (2), december 2021 23 | p a g e table 13. results of analysis of the coefficient of determination (adjusted r2) model summary model r r square adjusted r square std. error of the estimate 1 ,404a ,163 ,154 1,974 a. predictors: (constant), resiliensi karyawan, organisasi pembelajaran source: calculation of spss 24 (2020) based on table 4.17, above the r2 (r square) figure is 0.163 or (16.3%). this shows that there is no strong influence by the learning organization variable and employee resilience on work engagement at the bumn bank branch offices in bogor city, because it is only 16.3%. while the remaining 83.7% is explained or influenced by variables otherwhich are not researched conclusion the learning organization of employees at bumn bank branch offices in bogor city is classified as very high. learning activities helping each other in learning and the availability of learning time of system access for organization’s members, and good system management. dialogue which is based on open discussion activities, providing feedback between employees and the company and supporting companies to experiment in work. and the availability of facilities for completing work, as well as leadership support to members organizational to make decisions. the level of resilience of employees as very high, which is based on the level of employee strength to persist in difficulties and discipline, the ability of employees to solve problems and awareness individualto know their strengths and weaknesses. the ability to control emotions and face the problems being faced calmly. the level of work engagement is also classified as very high, comes from vigor or enthusiasm based on energy, endurance and willingness to do business from its employees., a feeling of joy while doing work, is inseparable from work and high concentration at work. learning organizations have an influence signification on work engagement of employees, with the t value of 2.905 > t table 1.972 and a value significanceof 0.004 ˂ 0.05. resilience has a significant effect on work engagement of employees, with the t value of 3.443 > t table 1.972 and a significance value of 0.001 ˂ 0.05. empirically proven model in this study, learning organization and employee resilience is feasible to explain the phenomenon of work engagement in the bumn bank branch office in bogor city. with the calculated f value of 19.157˃ f table 3.04 and a significance of 0.00 ˂ α 0.05. references altinay, f., dagli, g., & altinay, z. 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(2014). self leadership dan work engagement. retrieved from https://www.ubaya.ac.id/2018/content/articles_detail/143/self-leadership-dan-workengagement.html international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 5 (2), december 2021 120 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 5, no. 2, december 2021, p 120-131 exploration the quality of knowledge sharing in increasing employees’ innovative behavior ratna pratiwi ratna.pratiwi.ratna@gmail.com universitas sultan ageng tirtayasa abstract maximizing the innovation potential of employees is a top priority in all companies. new ideas and initiatives generated by employees give the organization a competitive advantage by differentiating and improving products or services. given the growing importance of intellectual capital in all areas of the company, human resource researchers and professionals are expected to develop and implement effective measures that encourage their employees to innovate. several factors that can increase employee innovation behavior are the quality of knowledge sharing and its support, namely, employee motivation to learn and transformative leadership. this study was intended to examine the direct effect of learning motivation on employee innovative behaviour and the indirect effect of motivation to learn and transformational leadership in improving the quality of knowledge sharing on increasing employee innovative behaviour. the novelty of this research is that there is no research on motivation to learn, transformational leadership and knowledge sharing mediation to increase employee innovative behaviour at pt. indonesia power suralaya power generation unit. the limitation in conducting this research is to explore motivation to learn, transformational leadership mediated by knowledge sharing to increase employee's innovative behaviour. the quantitative method using a questionnaire with a 10-point likert scale was used as a research method. the sampling technique was done by simple random sampling. the number of samples used as many as 63 samples to test four (4) hypotheses that have been determined. in testing the statistical significance of the path coefficient, the structural equation modelling model was used. from the research, it was found that motivation to learn had a significant positive effect on innovative behaviour. motivation to learn has a negative and insignificant effect on knowledge sharing. transformational leadership has a significant positive effect on knowledge sharing. and knowledge sharing has a significant positive effect on innovative behaviour. the implications of the findings explain that transformational leadership mediates knowledge sharing so that innovative behaviour increases and motivation to learn has a direct influence on increasing innovative behaviour. keywords: motivation to learn, transformational leadership, knowledge sharing and innovative behavior. received: 29 november 2021 ; accepted: 30 december 2021 ; publish: december 2021. http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 5 (2), december 2021 121 | p a g e how to cite: pratiwi, r. (2021). exploration the quality of knowledge sharing in increasing employees’ innovative behavior. international journal of human capital management, 5 (2), 120-131. https://doi.org/10.21009/ijhcm.05.02.11 introduction an important factor in determining an organization's competitive advantage is the innovative behavior of employees (jiang and gu, 2016; shin et al., 2017; wang et al., 2015). in this early knowledge-based economy, the main priority in every organization is to maximize the innovative potential of employees. new ideas and initiatives generated by employees offer a competitive advantage to the organization through differentiation and improvement of products or services. with the growing importance of intellectual capital in all business sectors, researchers and practitioners in human resource development (hr) are expected to develop and deliver effective interventions that encourage their employees to engage in innovative behavior. according to shanker et al., (2017) innovation is an important element for individual creativity and innovation in organizations. this is the most important element to achieve sustainable growth. some literature states that learning motivation is an important driver for the improvement of innovative behavior. ryan and deci in yu, et al., (2018) suggest that when employees are motivated to learn, they are more willing to exert effort based on their curiosity and desire to learn. motivation to learn stimulates creativity by directing individuals to make use of a wider area of expertise and new information. the largest steam power plant in southeast asia is located at the tip of banten province, namely pt. indonesia power suralaya power generation unit or pt. indonesia power suralaya pgu was established on october 3, 1985 which stands on a land area of 254 ha to be precise in suralaya, merak, banten province. in support of the vision of pt. indonesia power, making the best energy company that grows sustainably, suralaya pgu continues to increase its role to become a generating unit full of innovation. this is proven by the achievement of several awards at the regional, national and regional levels in southeast asia. in following the flow of globalization pt. indonesia power always holds innovation work forums which are created with the aim of accommodating all employees' creative ideas in building the company. the innovation work forum is held twice a year with a target of 7 innovations per semester. however, in the last three and a half years the number of innovation works produced has continued to decline until this semester of 2021, only 5 (five) innovations have been produced. from the initial research conducted by interviewing several people who are directly involved in the development of innovation at pt. indonesia power suralaya pgu, several factors were found that caused the decline in interest in the annual innovation work event. of the several reasons stated, the most prominent is the weak quality of knowledge sharing held by the planning unit of work and the motivation for employee learning. literature review innovative behavior innovative behavior is a core component of employee performance evaluation (ng & lucianetti, 2016) and an important aspect of organizational effectiveness and sustainable competitive advantage (e.g., janssen, van de vliert, & west, 2004; montani, dagenais-desmarais, giorgi, & gregoire, 2018). opportunity exploration is concerned with discovering new or existing international journal of human capital management, vol. 5 (2), december 2021 122 | p a g e problems with a product, service, or process, which can further lead to finding ways to solve the problem and improve the product, service or process. innovative work behavior has recently attracted scientific attention because it encourages their psychological processes to give better results (afsar, cheema & saeed, 2017). innovative work behavior refers to employee behavior to improve individual and/or organizational work outcomes by generating, promoting, implementing, and realizing new ideas and is considered an important factor for organizational performance improvement and sustainable development (saether, 2019). from the explanation above, it can be concluded that innovative work behavior of employees is needed for the continuity of a company in responding to business competition in the era of globalization, with innovative behavior it can stimulate ideas that can improve the performance of individual employees themselves and the company. innovative behavior indicators used in this study, referring to previous research developed from the results of de jong and de hartog's research on rosyiana (2019) include: 1. idea exploration (employees are able to find an opportunity or a problem) 2. idea generation (employees are able to develop innovative ideas by creating and suggesting ideas for new processes) 3. idea championing (employees are expected to be encouraged to seek support in realizing the new innovative ideas they have generated) and 4. idea implementation (employees have the courage to apply the new idea to their usual work processes). motivation to learn employees' decisions to engage or not engage in innovative behavior are influenced by their motivation to learn (yu et al., 2018). learning motivation refers to the desire of employees to learn new knowledge or insights that encourage individuals to be creative and innovative in their work (gong et al., 2009 in afsar. 2019). individuals with a strong motivation to learn strive to learn whenever they identify a learning opportunity, potentially leading to the acquisition of new knowledge and skills. the greater the expertise, the more alternatives available to generate, develop, and implement something new. empirical findings confirm that the acquisition of knowledge and skills can assist individuals in generating new ideas (dong et al., 2017). motivation to learn allows employees to pay more attention to, and exert more effort, acquire new knowledge and skills, which leads to the expansion of their "cognitive pathways", thereby increasing innovative behavior. based on the opinions of several experts, the authors can conclude that employee learning motivation is the desire to gain more knowledge to be used in managing things that are already seen as something new. in this study, indicators of learning motivation were formulated from previous researchers, namely according to afsar and umrani, 2019 namely: 1. desire and desire to succeed 2. encouragement and need for learning self-development 3. hopes and aspirations for the future 4. awards 5. environment transformastional leadership transformational leadership, in particular, the intellectual stimulation aspect, supports employee knowledge sharing by increasing employee interest, and awareness of problems and increasing their ability to think about problems in new ways (le and lei, 2017). enhance organizational learning while encouraging organizational climate (kim, et al. 2020). international journal of human capital management, vol. 5 (2), december 2021 123 | p a g e transformational leadership can facilitate knowledge sharing and individual learning in organizations (berraies and el abidine, 2019; le and hui, 2019; lixiao et al., 2017). transformational leadership can encourage knowledge sharing because a transformational leader can change followers (shariq et al., 2019). with a new vision or change idea for a better future, followers are more willing to accept the call of transformational leaders to share their knowledge with other group members so that they can work together to change the status quo and further to achieve a better future for the organization. and each individual member (yin, et al. 2019). from the research conducted by the experts above, the authors can conclude that transformational leadership is a leader who has the capacity to stimulate employees' intrinsic motivation to share knowledge and take the initiative in creative and innovative results. there are several indicators of transformational leadership style according to indra kharis (2015): 1. charisma personal charm and charm that contributes to the extraordinary ability to get others to support the vision and also promote it passionately. 2. inspirational motivation leaders are passionate about communicating the idealistic future of the organization. leaders not only evoke individual spirit but also team spirit. 3. intellectual stimulation leaders are able to encourage employees to solve old problems in new ways. the leader seeks to encourage attention and then seeks to develop the ability of subordinates to solve problems with new approaches or perspectives. 4. individualized attention leaders always pay attention to their employees, treat employees individually, train and advise. knowledge sharing knowledge sharing is a significant predictor of behavioral intention to use various technologies (salloum, et al. 2019). knowledge sharing behavior is related to the exchange of knowledge between individuals and groups (kumi & sabherwal, 2019). if employees do not share their knowledge with others, they are unlikely to contribute to the company's profits which is even more important when employees move to competitors and thus take some useful information with them (curado, et al. 2017). knowledge sharing is recognized as an important social asset for organizations that improves job performance and enhances organizational success (masa'deh et al., 2016; razmerita, kirchner, & nielsen, 2016). from some of the expert opinions above, the researcher concludes that knowledge sharing is a process of disseminating various knowledge and resources obtained among individuals in order to create quality human resources. the indicator used in researching knowledge sharing is the research conducted by zusnita, et al. 2018 proposed by panahi, watson, and partridge (2012) mentions five indicators of knowledge sharing which consist of: 1. social interaction 2. experience sharing 3. informal relationship 4. observation 5. mutual trust. hypothesis development learning motivation (x1) and innovative behavior (y) international journal of human capital management, vol. 5 (2), december 2021 124 | p a g e employee learning motivation has a positive and significant influence on innovative behavior (yu, et al., 2018; afsar and masood, 2018). the higher the employee's learning motivation will increase the enthusiasm of employees to develop which will also result in greater innovative behavior. h1: learning motivation (x1) has a positive and significant effect on innovative behavior (y) learning motivation (x1) and knowledge sharing (y) employee learning motivation has a positive and significant influence on innovative behavior (rahman, 2017; ahmed, et al., 2016; nguyen 2019). the better the motivation of employees to learn to gain new knowledge, the more awareness of employees to collect the knowledge gained and share this knowledge with fellow co-workers or among other employees. h2: learning motivation (x1) has a positive and significant effect on knowledge sharing (z) transformational leadership (x2) and knowledge sharing (z) transformational leadership has a positive and significant influence on knowledge sharing (mahmood, et al., 2018; alheet, et al., 2021; khan and khan, 2019). the better transformational leadership in inspiring employees will increase innovative behavior among employees and divisions. h3: transformational leadership (x2) has a positive and significant effect on knowledge sharing (z) knowledge sharing (z) and innovative behavior (y) knowledge sharing has a significant positive effect on innovative behavior. (pian, et al., 2019; vandavasi, et al., 2019; curado, et al., 2015). the better knowledge sharing that is carried out by each employee and leader, the more innovative behavior is produced. h4: knowledge sharing (y) has a positive and significant effect on innovative behavior (y) figure 2. research conceptual model source: data processing in research in 2021 methodology this study uses quantitative methods to analyze learning motivation, transformational leadership and knowledge sharing to increase employee innovative behavior. primary data was obtained from data collection which was carried out using a survey by distributing questionnaires. the data collection technique was done by random sampling. from the results of the distribution of the questionnaire 48 samples were accepted and the sample was declared valid to be used to test the four (4) hypotheses that had been set. all items were measured using a likert scale of 1 which learning motivation (x1) transformatio nal leadership (x2) knowledge sharing (z) innovative behaviour (y) international journal of human capital management, vol. 5 (2), december 2021 125 | p a g e strongly disagreed to 10 which indicated strongly agree. the model used in this study is the structural equation model (sem) using the help of smartpls 3.2.9 in data processing. results and discussion 1. evaluation of the feasibility of the measurement model an external model is used to check the validity of the structure and reliability of the product. this helps determine the system's ability to accurately interpret what needs to be measured. the external model ensures that the system is consistent with its own outputs during review. reliability testing is used to measure the consistency of measuring instruments in measuring a concept, and can also be used to measure the consistency of respondents in answering questionnaires or statement items in research tools. this study uses the smartpls 3 program for testing. table 1. loading factor source: data processing in research in 2021 referring to hair, et al., 2017; that a value between 0.6 – 0.7 is declared internally consistent which is sufficient for exploratory research and a value of 0.7 – 0.9 is referred to as satisfactory. from table 1 it can be seen that the loading for learning motivation is mb1, mb2, mb3, mb4, mb5, transformational leadership with indicators kt1, kt2, kt3, kt4, knowledge sharing which consists of ks1, ks2, ks3, ks4, ks5 and innovative behavior which consists of pi1, pi2, pi3, pi4 has a factor value greater than 0.7 which indicates all indicators are valid, so that no indicators are eliminated in this research model. 2. evaluation of discriminant validity according to santosa 2018, discriminant validity is a measurement that shows that a construct is different from other constructs. this will explain if each variable has its own uniqueness so that it can capture different phenomena from each construct. construct estimate β₁ cut of value summary motivasi belajar mb1 0.815 ˃0.7 valid mb2 0.731 ˃0.7 valid mb3 0.895 ˃0.7 valid mb4 0.891 ˃0.7 valid mb5 0.862 ˃0.7 valid kepemimpinan transformasional kt1 0.930 ˃0.7 valid kt2 0.748 ˃0.7 valid kt3 0.936 ˃0.7 valid kt4 0.904 ˃0.7 valid knowledge sharing ks1 0.852 ˃0.7 valid ks2 0.878 ˃0.7 valid ks3 0.957 ˃0.7 valid ks4 0.771 ˃0.7 valid ks5 0.943 ˃0.7 valid perilaku inovatif pi1 0.939 ˃0.7 valid pi2 0.960 ˃0.7 valid pi3 0.929 ˃0.7 valid pi4 0.949 ˃0.7 valid international journal of human capital management, vol. 5 (2), december 2021 126 | p a g e table 2. constructs of realibility and validity construct cronbach’s alpha rho_a composite reliability average variance extracted (ave) transformational leadership 0.903 0.912 0.934 0.780 knowledge sharing 0.928 0.939 0.946 0.779 learning motivation 0.906 0.971 0.923 0.707 innovative behavior 0.960 0.960 0.971 0.892 source: data processed in research in 2021 the measurement of convergent validity, in the loading factor value, shows that all indicators have a value above 0.6, where the condition is declared valid and in the ave value, all indicators have a value above 0.5, which means that the condition is valid. the measurement of discriminant validity, in the value of the cross loading factor, tells that the loading value according to each item on the construct is greater than the cross loading value (valid). the square root value according to the ave is greater according to the relationship between each construct, then it is declared valid. reliability measurement refers to the composite reliability value which tells the value of all constructs above 0.7 which shows that all constructs are reliable. 3. evaluation of the inner model evaluation of the inner model or evaluation of the measurement model can be seen from the path relationship between latent variables with one another. the level of significance can also be seen from the calculated t value. table 3. r square r square adjusted r square knowledge sharing 0.970 0.969 innovative behavior 0.937 0.935 source: data processed in research in 2021 a good r square value is above 0.10, the higher the value obtained, the better and can be stated to have a good dependent construct. based on table 5, it can be seen that the results obtained for the knowledge sharing construct get a value of 0.970 and innovative behavior get a value of 0.937 which can be concluded that the entire construct can meet the feasibility for further analysis. table 4. hypothesis testing hypothesis t statistics p-values summary motivation learning  innovative behavior 10.467 0.000 significant motivation learning  knowledge sharing 1.603 0.110 not significant transformational leadership  knowledge sharing 37.250 0.000 significant international journal of human capital management, vol. 5 (2), december 2021 127 | p a g e knowledge sharing  innovative behavior 16.789 0.000 significant source: data processed in research in 2021 discussion learning motivation towards innovative behavior statistical support seen from empirical data states that there is a positive and significant relationship between learning motivation and employee innovative behavior. the sample mean value of 0.416 has a positive direction with a probability of 0.000 which means it is significant. it means that the higher the employee's motivation to learn, the more innovative behavior will increase. motivation acts as the process of moving one's actions to fulfill a desired need or target success. differences in individual learning motivation will play an important role in influencing employee creativity. when employees' cognitive abilities are high, these employees have more resources to use to process information. the results of this study are also supported by previous research conducted by yu, et al., which states that learning motivation has a positive and significant influence on employee performance. learning motivation towards knowledge sharing statistical support seen from empirical data states that there is a negative and insignificant relationship between learning motivation and knowledge sharing. the sample mean value -0.049 has a positive direction with a probability of 0.110 which means it is not significant. this means that the higher the learning motivation, the lower the desire to share knowledge. the study found that the high motivation of employees to learn did not affect the level of sensitivity of employees to share the knowledge gained. the results of the study also contradict previous research which states that employee learning motivation has a positive and significant influence on innovative behavior (rahman, 2017; ahmed, et al., 2016; nguyen 2019). transformational leadership towards knowledge sharing statistical support seen from empirical data states that there is a positive and significant relationship between transformational leadership and knowledge sharing. the sample mean value of 1.025 has a positive direction with a probability of 0.000 which means it is significant. this means that the higher the transformational leadership, the greater the resulting knowledge sharing. in the study it was found that transformational leadership encourages each of its followers to be involved in efforts to share knowledge to improve employee innovative behavior. transformational leadership gives employees autonomy to create an environment that is conducive to sharing knowledge. transformational leaders inspire followers to go beyond their own interests for the good of the organization and encourage followers to adopt innovative and shared methods to deal with complex work situations. this is in line with research conducted by le and lei, 2017; kao, 2015 who found that transformational leadership had a significant positive effect on knowledge sharing. knowledge sharing on innovative behavior statistical support seen from empirical data states that there is a positive and significant relationship between knowledge sharing and innovative behavior. the sample mean value of 0.607 has a positive direction with a probability of 0.000 which means it is significant. this means that the more knowledge sharing is carried out, the higher the innovative behavior produced. in the study it was found that knowledge sharing or knowledge sharing will be very effective in stimulating innovative behavior. knowledge sharing is a means for employees to exchange knowledge and contribute to international journal of human capital management, vol. 5 (2), december 2021 128 | p a g e improvements in innovative behavior. knowledge sharing encourages employees to innovate, which implies that employees at the team level (knowledge sharing) are encouraged to be innovative. this is also in line with research conducted by (pian, et al., 2019; vandavasi, et al., 2019; curado, et al., 2015) which states that knowledge sharing has a significant positive effect on innovative behaviour. conclusion the conclusions resulting from hypothesis testing by statistical means on the effect of each independent variable are as follows: 1) learning motivation has a positive and significant effect on innovative behavior. the conclusion is based on the t statistic value of 10. 467 1.967 or the p value of 0.000 0.05. this means that learning motivation is getting better, then innovative behavior increases, 2) learning motivation has a negative and insignificant effect on knowledge sharing. the conclusion is based on the t statistic value of 1.603 1.967 or the p value of 0.110 0.05. this means that the better the motivation to learn does not affect the increase in knowledge sharing, 3) transformational leadership has a positive and significant impact on knowledge sharing. the conclusion is based on the t statistic value of 37,250 1,967 or the p value of 0.000 0.05. this means that the better the transformational leadership, the more knowledge sharing is carried out, 4) knowledge sharing has a positive and significant effect on innovative behavior. the conclusion is based on the t statistic of 16,789 1,967 or the p value of 0.000 0.05. this means that the more intensity of knowledge sharing is carried out, the higher the innovative behavior that is created. managerial implications the results of the study have implications for managerial policy. this can be used as a guideline for management in their efforts to improve employee innovative behavior. given the findings of these studies and discussions, it seems that for companies, in order to build knowledge sharing in enhancing innovative behavior, organizational leaders and management professionals need to understand the following points. first, there is clear evidence that learning motivation which has elements of social interaction, sharing experiences, informal relationships of observation and mutual trust has not been able to encourage the process of knowledge sharing, namely knowledge donation and collection, which positively affects creativity and increases innovative behavior in organizations. on the other hand, transformational leaders suggested from these findings to encourage and facilitate opportunities for teams to exchange and share knowledge. this, according to the researcher, will be one of the useful ways to increase the level of employee innovation. transformational leaders need to take promising steps to identify and encourage self-motivated employees to learn and to share valuable knowledge with peers and in networks. this can be done by providing them with the necessary training, resources and substantial tacit and/or explicit rewards especially at an early stage so that other members can understand the possible benefits of sharing knowledge and innovative behavior. however, it is important to understand that knowledge sharing is difficult to maintain through explicit or financial rewards, on the contrary it requires internal motivation and a reciprocal element as well. it is important to understand that knowledge-centred 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(2018). “peran knowlege sharing terhadap kinerja pegawai perusahaan telekomunikasi”. inobis: jurnal inovasi bisnis dan manajemen indonesia volume 1, nomor 3, juni 2018 maximizing the innovation potential of employees is a top priority in all companies. new ideas and initiatives generated by employees give the organization a competitive advantage by differentiating and improving products or services. given the growi... international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 7 (1), june 2023 28 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 7, no. 1, june 2023, p 28-37 the influence of work experience and training on internal auditor competence (perception study at the inspectorate of the ministry of education, culture, research and technology) novita dewi anggraeni universitas padjadjaran email: vitaadew@gmail.com cahya irawady universitas padjadjaran abstract competence is the ability and characteristics possessed by a person position holders in the form of knowledge, skills, attitudes and behaviors required in carry out their duties and positions. competence is divided into two parts, namely competence general and specific competencies. general competence is an ability as well as characteristicsin the form of knowledge and behavior. for general competence can be obtained through formal or non-formal education and training. special competence is the ability as well characteristics in the form of expertise needed in carrying out the duties of his position. study this aims to test simultaneously or partially whether there is influence work experience or training on the competencies possessed by internal auditors on inspectorate general of the ministry of education, culture, research and technology. the influence tested in this study is the work experience owned by each auditor and the training that has been attended by the auditor. population usedin this study are all auditors at the inspectorate general of the ministry of education, culture, research and technology both from the inspectorate i, ii, iii, iv and investigation areas. the sampling technique is through a non probability sampling technique with a purposive method sampling. to measure the sample size to be studied using the slovin formula with using primary data, namely distributing data using questionnaires toeach auditor as a respondent. the method used in this research is quantitative methods through descriptive statistical analysis and multiple linear regression methods. the results of this study indicate that the competence of internal auditors is significant influenced by work experience and training either partially or simultaneously. keywords: work experience, training, auditor competency. received: 16 february 2023 accepted: 10 march 2023 publish: june 2023 http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 7 (1), june 2023 29 | p a g e how to cite: anggraeni, n.d, & irawady, c. (2023). the influence of work experience and training on internal auditor competence (perception study at the inspectorate of the ministry of education, culture, research and technology). international journal of human capital management, 7 (1), 28-37. https://doi.org/10.21009/ijhcm.07.01.2 introduction in supervision, internal government is important in the management of the country. much needed good supervision when carrying out the responsibility of managing the performance of good government administration. it is hoped that with supervision, effectiveness and efficiency will be created in carrying out government programs that can be accounted for. the inspectorate general is an internal control within the ministry which is under the minister to monitor the performance of organizational units. apip or government internal supervisory apparatus is an agency that carries out supervision within the government. apip in carrying out supervision as in the government internal control system (spip) includes audits, reviews, evaluations, and monitoring of other supervisory activities. (indonesian government internal audit standards, 2013). in carrying out its duties, apip found several obstacles. based on the strategic plan o f the inspectorate general of the ministry of education and culture, ris-tek, among others regarding the quality and quantity of human resources, it is still limited, where not all human resources are in the inspectorate general of the ministry of education, culture, research and technology have qualified expertise in the field of supervision both soft skills and hard skills. so this will cause supervision to not fully provide added value for the ministry. so far, the implementation of audits has focused more on financial audits which has resulted in very minimal audits on program substance, seeing as the demands for achievement of output/outcomes on performance audits go on, auditors have less time to conduct academic studies and other developments. the number of human resources for supervision of the inspectorate general is 275 employee auditors, spread across the inspectorate general covering inspectorates i, ii, iii, iv and investigations consisting of skilled auditors from lowest to highest including implementing auditors, advanced implementing auditors, supervisory auditors. while the expert auditors include first auditors, junior auditors, middle auditors and main auditors. the role of training is very important to improve the ability and work performance. it was concluded that training is an activity to increase the knowledge, skills and expertise and attitudes of employees in order to be able to do specific work so as to obtain maximum results (poerwati, 2006). then the auditor is required to have the knowledge and skills so that they are competent in carrying out supervision, because with both of them the auditor can formulate problems, find causes, and provide recommendations. the correlation between experience and training on competence is formulated (laud, 1994; 314) "a primary objective of training and experience and improve individual skills", where the main objective of training and experience is to provide training so as to improve individual skills. then hooghiemstra's opinion said that the breadth of abilities or skills and knowledge can be fulfilled through learning, experience, training through the role of knowledge, and the breadth of activities that are usually carried out. from this phenomenon, raises the question of how far the role of work experience and training has on the competence of the auditor. international journal of human capital management, vol. 7 (1), june 2023 30 | p a g e literature review theorical basis attribution theory attribution theory relates to this theory to see what factors influence the competence of the auditor. individual characteristics are factors that determine competence. attribution theory emphasizes human behavior by explaining the causes of other people's behavior and himself which is divided into two, namely dispositional attributions that cause personality, selfperception, ability and motivation while situational atributions cause social conditions, social values and community views. (harold kelley in luthans, 2012). agency theory jensen and meckling (1976) define agency theory as the relationship between the agent (management) and the principal (owner of power). in an agency relationship, agency theory is an agreement in which there are one or more principals who assign tasks to other people (agents) by providing services and delegating authority to agents to be able to make decisions. at the inspectorate general, as the principal is the minister and as the agent is the auditor. internal auditing auditor is a functional position which is more to the placement within the central government or local government, consisting of the financial and development supervisory agency (bpkp) and the inspectorate at the ministry of finance and development (bpkp), t he inspectorate at the ministry. functional auditor position (jfa) is a position that has the scope, duties, responsibilities and authority to carry out internal supervision in government agencies. position levels contained in the jfa (functional auditor position) consist of two which include skilled auditors and expert auditors. skilled auditors consist of implementing auditors, advanced implementing auditors and supervisory auditors. meanwhile, the expert auditors consist of the first auditor, the middle auditor, and main auditor. in aaipi standard (2013). internal audit is an independent and objective activity that provides assurance or advisory activities aimed at increasing the value and operation of an organization. the internal audit process consists of the planning, implementation, reporting and follow-up stages. work experience indicates the extent to which a person's assignment to the field of work he is engaged in is in arens et al (2014:20). the longer the auditor's experience, the more capable and proficient the auditor is in mastering his own duties and the activities he is auditing. training one important element in improving and creating quality human resources is education and training. with training, the ability will increase in carrying out their duties. competency the abilities and characteristics possessed by a position holder in the form of knowledge, skills, attitudes and behavior required in carrying out his duties and position. international journal of human capital management, vol. 7 (1), june 2023 31 | p a g e hypothesis development effect of experience and training on competence auditor competence will further develop with the existence of auditor training programs or with increasing auditor experience. the more auditors conduct training, the more specific knowledge they have. the auditor has confidence because he has enough experience so that he is more confident in making decisions that are considered the best decisions and act based on the experience gained. in addition to the auditor's work experience which influences the auditor's competence, the trainings attended by the auditor affect the competence of the auditor. (hartoyo, 2003). h1 : work experience and training simultaneously have a significant effect on competence effect of work experience on competence work experience is a fundamental requirement for auditors to improve their auditing skills. the more experienced the auditor, the better the competency of the auditor. experience will shape the auditor to carry out the oversight process better and correct bottlenecks and errors that may prove important to the auditor. experienced auditors will have skills and expertise in recognizing, understanding, and finding the causes caused by non-conformances found during supervision (hartoyo, 2003). h2: work experience has a significant effect on competence effect of training on competence training is one way to develop human resources, especially in knowledge, skills, abilities and attitudes. internal auditors need certain skills and expertise to improve their competence in the audit process with special training in continuing professional education and will make it easier for auditors to meet auditor deficiencies and provide an emphasis on auditing practice. the more often auditors attend training, the more auditors will develop specific knowledge about the field of auditing (mashar, 2013). the more training the auditor attends, the better the competency of the auditor. h3:training has a significant effect on competency methodology in this study, 2 independent variables were used, namely work experience (x1), training (x2). meanwhile, the dependent variable (y) is competence. this type of research is a quantitative study with a purposive sampling method with a total sample of 74 auditors. the data for this study was by distributing questionnaires to 74 auditors of the inspectorate general of the ministry of education, culture, research and technology. the data analysis method used is multiple linear analysis. the indicators used in measuring each variable are as follows: table 1 indicator variables variable indicator work experience (x1) (source: gracia, 2021) length of work and number of inspection tasks. international journal of human capital management, vol. 7 (1), june 2023 32 | p a g e training (x2) (source: afifah, 2015) awareness of developing professionalism through training. training and participation in training on auditing. competency (y) (source: subair (2020) & lestari (2018) ) knowledge possessed, skills possessed, expertise possessed, attitude and behavior possessed. result and discussion characteristics of respondents the characteristics of the respondents were analyzed based on gender, age, last education, area of assignment, work experience as an auditor. the characteristics of respondents based on gender consist of male and female respondents. characteristics of respondents based on age 19-25 years, 26-30 years, 31-40 years, over 41 years. characteristics of respondents based on last education consists of diploma, s1, s2, s3. characteristics of respondents based on position consists of implementing auditors, advanced executors, supervisors, middle experts, first, junior, and main. characteristics of respondents based on the task area consists of the inspectorate i, ii, iii, iv. characteristics of respondents based on work experience consisting of more than 2 years, 6-10 years, 2-5 years, less than 10 years. multiple linear regression based on the table above, it can be seen that a constant value of 21.563 for the work experience variable has a b value of 0.595. the training variable is 0.502. based on the table and calculation of the formula above, the following equation is obtained: y = 21.563 + 0.595x1 + 0.502x2 based on the equation above, it can be seen that the regression coefficients for work experience (x1) and training (x2) have a positive sign, which means that the more work experience and training, the better the competence of the auditors. validity test table 2 validity test result variable number of items ket. work experience 10 valid international journal of human capital management, vol. 7 (1), june 2023 33 | p a g e training 8 valid competency 14 valid based on the table above, it can be concluded that there are 10 questions in the questionnaire which are all valid, then the training variable with a total of 8 question items, and competence with a total of 14 valid items. reliability test table 3 realibility test result variable cornbach alpha jumlah item ket. work experience 0,733 10 realible training 0,854 8 realible competency 0,906 14 realible based on the table of reliability test results for all variables, the value of cronbach's alpha from work experience, training and competency variables is 0.733; 0.854; and 0.906. this value is more than 0.6, so it can be concluded that all questionnaires are declared reliable, meaning that each question will produce consistent data. normality test table 4 normality test result based on the kolmogorov-smirnov test results, a significance value of 0.078 was obtained and it met the criteria for a significance value of > 0.05. the conclusion from these results is that all data in the questionnaire is normally distributed. multicolienarity test international journal of human capital management, vol. 7 (1), june 2023 34 | p a g e table 5 multicolienarity test result variable colinearity tolerance vif x1 0,551 1,814 x2 0,551 1,814 based on the results of spss data processing, the independent variable vif scores, namely work experience and training, are 1.814 and 1.814, while the tolerance value is 0.551. heteroscedasticity test the heteroscedasticity test was carried out using the glejser approach with the following conditions: 1. a significance value > 0.05 indicates the absence of heteroscedasticity. 2. a significance value of <0.05 indicates heteroscedasticity table 6 multicolienarity test result variable significant value (sig. 2-tailed) ket. x1 0,624 heteroskedasti city occurs x2 0,508 heteroskedasticity does not occur based on the results of the heteroscedasticity test using the glejser approach, the results of the significance values of the three variables were > 0.05, so it can be concluded that these three variables did not have heteroscedasticity. hypothesis test (f-test) table 7 f-test result model f sig. regression 41,921 ,000 residual total based on the table of the f test results, an f value of 41.921 was obtained with a sig value of 0.00. the sig value of 0.00 is less than 0.05 or the calculated f value > f table then ho1 is rejected and ha1 is accepted. the conclusion from the table is that experience and training simultaneously have a significant effect on the auditor's professional skepticism. international journal of human capital management, vol. 7 (1), june 2023 35 | p a g e t-test table 8 t-test result model t sig. result work experience (x1) 4,166 0,000 significant training (x2) 3,263 0,002 significant based on the results of the t test for the work experience variable, the t table value is 1.994 and the calculated t value is more than t table or 4.166 > 1.994 and the sig. work experience variable value is 0.000 <0.05, so h02 is rejected and ha2 is accepted. it can be concluded that work experience has a partially significant effect on the competence of internal auditors inspectorate general of the ministry of education and culture ris-tek and has a positive effect. this positive influence means that the better/higher work experience one has, the competence of the internal auditor of the inspectorate general of the ministry of education and culture ris-tek will increase. based on the results of the t test for the training variable, the t table value is 1.994 and the calculated t value is more than t table or 3.263 > 1.994 and the sig. variable value of work experience is 0.002 <0.05, so h03 is rejected and ha3 is accepted. it can be concluded that training has a partially significant effect on the competence of the internal auditor inspector general of the ministry of education and culture ris-tek and has a positive effect. this positive influence means that the better/higher the training one has, the competence of the inspector general of the ministry of education and culture ris-tek auditor will increase. discussion the influence of work experience on auditor competence the results of the study show that work experience has a partially significant effect on the competence of the internal auditors of the inspectorate general of the ministry of education, culture, research and technology. this shows that if the work experience possessed by the internal auditor increases, then competence will also increase. this statement is proven by the results of the t-test with a value of sig. of 0.000 <0.05 and the tcount is 4.166 > value t table 1,994. from these results it is interpreted that h01 is rejected and ha1 is accepted, namely work experience has a partially significant effect on the competence of the internal auditors of the inspectorate general of the ministry of education, culture, research and technology. based on the results of multiple linear regression analysis, a regression coefficient of 0.595 is obtained, which means it is positive so that it indicates that the better the work experience the auditor has, the auditor's competence will increase. along with the results of research conducted by (hartoyo, 2003) which stated that there is a very real or significant linear relationship between work experience that has a positive effect on competence. this means that the greater the experience, the competence tends to increase. to improve work ability, it is necessary to add work experience, with the work experience you have, it can be used as a provision to carry out future tasks. given the need for work experience to complete the job properly and correctly so it is hoped that the work performance will also be good. competence will be related to good performance, individual work performance will also significantly affect group performance. international journal of human capital management, vol. 7 (1), june 2023 36 | p a g e the influence of partial training on auditor competence the results of the study show that training has a partially significant effect on the competence of the internal auditors of the inspectorate general of the ministry of education, culture, research and technology. this shows that if training increases, competence will also increase. this statement is proven by the results of the t-test with the value of sig. of 0.002 <0.05 and a tcount of 3.263 > a ttable value of 1.994 based on the results of the t test it means that h02 is rejected and ha2 is accepted, namely training has a significant effect on competence. based on the results of multiple linear regression analysis, a regression coefficient of 0.502 is obtained which is positive, indicating that the more often the auditor attends training, the auditor's competence will increase. along with the results of research conducted by (harsono, 2006) that training has an influence on competence. in order to improve the competence of auditors, it is necessary to have professional certification training (competence) for auditors, which later this training will be used as a requirement for someone to be appointed as an auditor. conclusion based on the results of the analysis that has been done before, it can be concluded that, work experience has a significant influence on competence. where auditors who have more work experience will be more competent. the auditor's experience can be seen in terms of how long the auditor has worked and the number of audit assignments carried out, because the longer and more auditors carry out audit assignments, the more competent. then, raining has a significant effect on competency. the relationship between these two variables is that the auditor must attend training on an ongoing basis so that in carrying out audit work, he will be more trained and easier and more understandable in conducting audits. on the other hand, simultaneously, work experience and training have a significant influence on the competence of the auditor, having a fairly strong relationship with the competence of the auditor. references academy of management review, 14(1), 57–74. afifah, 2015, pengaruh pengalaman kerja dan tindakan supervisi terhadap profesionalisme auditor pemula, yogyakarta, universitas negeri yogyakarta. akindejoye, & adetunji, j. 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(2014). peningkatan mutu pendidikan sebagai sarana pembangunan bangsa. . jakarta: balai pustaka. gea, r.d.a, (2021), pengaruh kompetensi, due proffesional care, dan self efficacy terhadap kualitas audit pada kantor akuntan publik di kota medan, medan, universitas muhammadiyah sumatera utara. gracia, (2021), pengaruh kompetensi, tekanan anggaran waktu, independensi, pengalaman kerja, dan skeptisisme profesional terhadap kemampuan auditor mendeteksi kecurangan, banten, universitas multimedia nusantara. international journal of human capital management, vol. 7 (1), june 2023 37 | p a g e harsono, (2006), persepsi auditor terhadap pendidikan dan pelatihan sertifikasi jabatan fungsional auditor kaitannya dengan peningkatan kompetensi auditor pendidikan pada inspektorat iii inspektorat jenderal departemen pendidikan nasional, jakarta, universitas indonesia. hartoyo (2003), pengaruh pengalaman dan pelatihan terhadap kompetensi auditor pada inspektorat jenderal departemen kehakiman dan hak asasi manusia r.i., jakarta, universitas indonesia. laud, robert l., (1994), the tortoise and the hare : culture change and corporate strategy dalam berger, a & sikora, martin j, the change management handbook, chicago : irwin profesional publishing. libby, r., and d. frederick. 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(2013). audit internal: konsep dan praktik. international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 7 (1), june 2023 38 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 7, no. 1, june 2023, p 38-51 institutional conflict on employee output, absenteeism and turnover joseph antwi university of cape coast joseph.antwi@ucc.edu.gh eugene owusu-acheampong cape coast technical university e.owusu-acheampong@cctu.edu.gh abstract this study examined the effect of conflict on employee output, absenteeism and turnover. the study was quantitative, and the design was a descriptive survey. the population for the study was stratified, and the study participants were selected randomly. the instrument was a questionnaire, and the ibm spss version 22 was used to generate the results for discussion. the study revealed that conflict adversely influences employee performance and accounts for frequent absenteeism, low output and turnover. one implication for leadership from the study is that workplace conflicts significantly affect employee output, absenteeism and turnover. each employee faces different conflicts that must be understood and resolved. by implication, organisational leaders must design jobs appropriately for employees to prevent duplications and foster peaceful collaboration among employees. this will help them build trust among themselves at the workplace. this will reduce interpersonal, relationship and task-related conflicts within the organisation. this will also minimise conflict and its dysfunctional consequences on the employees and the organisation. literature on the conflict in higher institutions appears to be scarce in ghana. this study is different as it examines the relationship between conflict and employee performance using work output, absenteeism and turnover in technical universities in ghana. keywords: output; conflict; performance; absenteeism, turnover received: 30 september 2022 accepted: 10 april 2023 publish: june 2023 how to cite: owusu-acheampong, e, & antwi, j. (2023). institutional conflict on employee output, absenteeism and turnover. international journal of human capital management, 7 (1), 3851. https://doi.org/10.21009/ijhcm.07.01.3 http://journal.unj.ac.id/unj/index.php/ mailto:joseph.antwi@ucc.edu.gh mailto:e.owusu-acheampong@cctu.edu.gh international journal of human capital management, vol. 7 (1), june 2023 39 | p a g e introduction in the 21st-century workplace, conflict is continually increasing and becoming a significant issue in the business environment. conflict occurs everywhere within organizations, and the retail industry is no exception. conflict in organizations is defined as a disagreement between people working for the organization to perform organizational aims and goals. in simple terms, conflict happens due to different personalities working together with different backgrounds, cultures, views, thoughts, expectations, and purposes (yarbag, 2015). working in a team, each person is an individual and has different opinions, ideas, attitudes, and backgrounds. employees generally have disagreements regarding their opinions and/ or behaviours. therefore, the study of conflict in organizations is not new and has been researched in detail from different perspectives over many decades (robbin, 1978). as discussed in the literature, conflict can be described as having two main forms, namely task and relationship conflicts. for instance, task conflicts are about distribution and resources, procedures and policies, and interpretation of fact. an example of relationship conflicts is conflicts concerning values, personal taste and interpersonal style (de dreu & weingart, 2003). also, conflict can have both positive and negative outcomes. it leads to seeking and getting better ideas, and employees can look for different approaches to conflict situations, which creates a good approach for team-based settings. on the other hand, negative outcomes of conflict in an organization indicate unhealthy relations and can lead to certain consequences for the employee’s performance. it becomes a significant issue in the workplace, which can be a significant variable in workplace productivity, effectiveness, and overall success. conflict at work can destroy people’s performance and productivity (cipd, 2020). conflicts are inevitable at all stages of life and in all spheres of human existence (folger et al., 2021). when an organisation has increasing levels of conflict among its human resource, it wastes organisational resources. regardless of nature, level or magnitude, conflicts in higher institutions have significant dysfunctional consequences on employees' performance. conflicts are most often drastic because many individuals and groups have different interests, which makes conflict inevitable and results in events where employees’ performance suffers and subsequently affects the organisation's performance (de clercq et al., 2019; nwokorie, 2017). conflict as a concept is dated back as far as human civilisation. mukoro (2013) posits that understanding organisational conflict and how it influences employees' behaviour and performance has evolved more recently than in previous years. maqsood et al. (2012) expound on conflict as an engaging process evidenced in disagreement, incompatibility or variation between interpersonal entities. conflict is explained as two or more parties in a relationship having incompatible objectives or beliefs (kazimoto, 2013). before the 1990s, predominant conflict theorists showcased conflict in an opposing view and considered it counterproductive (kelly et al., 2014). conflict philosophers opposed this perception suggesting that conflict could produce positive outcomes under a specific condition (longe, 2015). adebile and ojo (2012) submit that conflict exists everywhere, not essentially dysfunctional but needed to challenge individuals and propel them for progress. conflict in higher institutions takes different shapes between lecturers and office holders, lecturers and students, among lecturers, and between students. nwokorie (2017) argues that institutional conflicts can devastate teaching and learning, primarily when it emanates between lecturers and students. it has been argued that, conflict could be productive in some levels but can be destructive where it deters productivity and performance such as quality, creativity or innovation and can continue to produce tension and clashes in educational institutions due to human dynamism (alok, raveendran & shaheen, 2014). according to oresajo (2015), it is perceived that school organisation is vulnerable and may experience conflict among stakeholders working directly in the organisation. the differences may result from resource allocation, classroom allocation or subject allocation. it must be emphasized that conflict is not restricted to schools alone. it can ensue at international journal of human capital management, vol. 7 (1), june 2023 40 | p a g e home or elsewhere. the baseline is that conflict is inevitable where human beings exist. it cannot be ruled out. frimpong, agezo and koomson (2005) underscored an important point that educational institutions are social institutions established to transmit knowledge, skills, attitudes, beliefs and norms that are relevant or current to the learner, which will help participate efficiently in the activities of the community to bring about better standards of living for the people, and conflict cannot be ruled out in this system. for example, nwokori (2017) and hossain (2017) assessed conflict in employee performance in asia and europe, respectively. studies on the phenomenon in ghana hardly focus on the relationship between conflict and its connection with employee performance, especially within the technical university’s context. therefore, there exists a literature gap in the context of the study. this study examined the relationship between conflict and employees' work output, absenteeism and turnover. the findings of this study would have implications for institutional leaders as the study will assist leaders in encouraging healthy working relationships for the peaceful co-existence of employees. the following hypothesis guided the study. h1: conflict has no statistically significant effect on employee output. h2: conflict has no statistically significant effect on employee absenteeism. h3: conflict has no statistically significant effect on employee turnover. literature review the social conflict theory (marx, 1913) and structural conflict influenced this study. social conflict theory is a marxist-based social theory arguing that individuals and groups interact based on conflict rather than consensus. the theory states that society is in perpetual conflict because of competition for limited resources. the theory asserts that the roles of conflict are the stages of social change within the social system, more explicitly with its association with technical progress, institutional rigidities and productivity. al hourani (2019) states that conflict theory seeks to explain the general forms of conflict within an institution, how conflict emanates, and its effects on employees' performance. the theory further proposes that conflict is in internal and external states, affecting group work. conflicts in groups are not unmanageable or dysfunctional to an institution's development. conflict is a normal and functional part of humans and has its consequences. through various forms of conflict, groups will tend to attain differing material and non-material resources. more powerful groups will use their power to retain power and exploit groups with less power. the structural conflict theory is a long-term or systemic cause of violent conflict that has become built into the norms, structures and policies of a society. many issues result in conflict in organisations. this is advertently or inadvertently derived to satisfy one's desire, parochial interest, or position. nwokorie (2017) posits several common conflict antecedent conditions in the literature. donkor et al. (2015) state that conflict occurs in the workplace due to the type or amount of work an employee has to perform. hussein and almamary (2019) found that power, status, and goals are sources of conflict. causes of conflict in institutions include obstacles in communication, limited resources, role ambiguity, task interdependence, status and power differences (matta & fares, 2021; pitsillidou et al., 2018; matta & fares., 2021; overall & mcnulty, 2017). the study focused on interpersonal, task, relationship, and co-worker conflicts. interpersonal conflict is thought of as opposed to parties having negative perceptions due to social differences. there is a likelihood of relationship conflict should there be incongruousness between individuals due to religion, gender, personal liking or disliking, sect, and political affiliation (church, 2016). aronsson et al. (2021) argue that relationship conflict is injurious regarding the performance of persons in their jobs. task conflict is regarded as affective conflict, while relationship conflict is viewed as emotional conflict (putnam et al., 2014). kossek et al. (2014) define task conflict as group members’ disagreements about the actual duties being executed. https://en.wikipedia.org/wiki/marxist https://en.wikipedia.org/wiki/social_theory https://en.wikipedia.org/wiki/social_conflict international journal of human capital management, vol. 7 (1), june 2023 41 | p a g e effect of the forms of conflicts on output, absenteeism and turnover based on the hypothesis of the study donkor et al. (2015) indicate a weak negative link between relationship conflict and workers' performance. furthermore, the intensity of the relationship between task and process conflict and workers’ output is not different from what exists between workers’ output and relationship conflict. the evidence shows that, like relationship conflict, there is a weak correlation between task and process conflict and the performance of employees. nevertheless, the direction is not the same. unlike relationship conflict, the results revealed a positive correlation between task and process conflicts and employee performance. role conflict positively and significantly affects turnover intention (mochamad et al., 2019). hossain (2017) asserts that conflict avoids the ossification of the social system by imparting pressure for creativity and innovation, which may result in improved organisational performance. although conflict often presents itself as dysfunctional in highly rationalised systems, it has relevant latent functional outcomes such as creativity and innovation, satisfaction and inventions and influences organisational changes. conflict is linked to an organisation's political, technical, and social conditions. when positive intentions are structured, actual behaviour is impacted positively. conflict helps institutions understand how and why stability and instability occur within group and organisational contexts (rothman, 2014). an accorded level of conflict in an organisation is healthy because it deters stagnation and myopic choices. people in an organisation are aware that conflict exists and that it can damage the organisation and individual members' activities. the organisational conflict has a damaging impact on the behaviour of employees in an organisation and degenerates into hostility that causes people to withdraw psychologically and physically (donkor et al., 2015). conflict also leads to immediate hostile behaviour, such as property damage, mob action and minor property theft. in some circumstances, the frustrated person may channel aggression against the individual or object perceived as the reason for the conflict. conflict in the organisation is a drain on leadership time, higher absenteeism, mistakes, worker exhaustion, low output and morale, as some employees may be worn down by the tension (mamary, 2019). zakari et al. (2021) found that conflicts in organisations bring about waste of time and money, change in how people work with each other, a divided organisation, ruin of business and personal relationships, a downward spiral of organisation, absenteeism and employee turnover and stifles employee performance. in an instance where conflict spirals out of control, it takes on a destructive dimension. employee absenteeism increases when employees cannot deal with a conflict situation. it can be disastrousin that it can halt group functioning, threaten group survival, and lead to the demise of an organisation. ndulue and ekechhukwu (2016) revealed that conflict not solved constructively results in low employee morale, reduces employee productivity, increases employee absenteeism, increases the chances of losing skilled personnel and lacks employee commitment to work. greg (2010) revealed that workplace conflict affects employee morale, job satisfaction and motivation regardless of type. it also brings about stress, drains emotionally, increases staff turnover and absenteeism, brings about hostility in the work environment, illnesses, feeling of depression, anxiety, poor sleep, back pain, and/ or migraines. the result from shaukatet al. (2017) showed that relationship conflict is negatively associated with task performance and positively related to turnover intentions and eventual workforce turnover. the study further indicates that exhaustion, cynicism and interpersonal strain at work distinctively intervene in the relationship between task, relat ionship and turnover. ajala (2017) found that work conflict positively affects employee performance, and the study established a significant positive relationship between work conflict and employee performance. aronsson et al. (2021) found that conflicts reduce employees' output and account for employee absenteeism and a high turnover rate. obrenovic et al. (2020), longe (2015), and einarsen et al. (2018) underscore that conflict makes employees lose their cherished roles to the organisation's detriment and suffers social and psychological problems. the studies posit that various types of conflict international journal of human capital management, vol. 7 (1), june 2023 42 | p a g e occur in an organisation, and therefore, organisation management must thoroughly prepare to curb such issues. mwangi and ragui. (2013) indicate that poor management and conflict adversely affect employees’ performance at the workplace. contrary, min et al. (2020) found that conflict inspires productivity, improves communication, brings new members on board, and improves relationships. soomro et al. (2018) revealed that conflict benefits the organisation by generating fresh ideas, enhancing the competitive spirit and team cohesiveness, and bringing a sense of brotherhood. this can be realised when thoughts are correctly channelled and authority, empowerment, and autonomy are appropriately delegated. conflict is not always a bad thing, and it has the potential to be beneficial if properly managed. it can be an energising and vitalising force in groups and organisations. conflict could be viewed as a "constructive" force and welcomed or tolerated under certain conditions (rothman, 2014). van den and beerens (2021) found that task-related conflict is advantageous to the organisation since it permits the reciprocation of ideas and supports better performance between group members. other advantages include enhanced group learning and accuracy in situation evaluation, promoting the generation of new ideas and improving quality choices. it is noteworthy that interpersonal, relationship, co-worker and task-related conflicts affect organisational performance. conceptual framework the conceptual framework for the study is developed from the literature. the independent variables for measuring the influence of conflict on employee performance include interpersonal, task, relationship, and co-worker conflict. figure 1 depicts the conceptual framework for the study. a conceptual framework for the effect of conflict on employees independent variables dependent variable figure 1: a conceptual framework for the effect of conflict on employees source: author’s construct (2021) as demonstrated in figure 1, the independent variables are interpersonal, task, relationship and co-worker conflicts. accordingly, these conflicts were regarded as the dimensions of the independent variables in the research expected to influence employees' output and absenteeism. co-worker conflict performance turnover relationship conflict task conflict interpersonal conflict absenteeism output international journal of human capital management, vol. 7 (1), june 2023 43 | p a g e methodology this study employed the quantitative research approach. the quantitative approach enabled the study to examine the relationship between variables (creswell & creswell., 2017). the quantitative research approach helps to measure variables to ascertain their differences and relationship. quantitative research enabled this study to examine the relationship between conflicts, employee output, and absenteeism. the research design was a descriptive survey. creswell and creswell (2017) state that a descriptive study helps to predict outcomes and clarify the relation between studied variables. the study's population was the teaching and non-teaching staff of two selected technical universities in ghana. the sample size for the study was 470. the krejcie and morgan (1970) table determined the sample size. stratified and simple random sampling techniques were used to choose the universities and participants for the study. a questionnaire was used to collect data from research participants. questionnaires provide a relatively inexpensive, cheap, quick and efficient means of collecting large amounts of data from broad participants. the questionnaire was made of a 5-point likert scale ranging from strongly disagree, represented as 1, to agree strongly, which is 5. the instrument focused on the various constructs of the study variables. the variables include interpersonal, task, relationship, and co-worker conflict. the questionnaire administration was first done with the staff of cape coast technical university and later with takoradi technical university. data collection was done from august to november 2021. pre-testing was conducted to ensure that the instruments were reliable. inconsistencies and ambiguities found in the tool were corrected. the study used the cronbach alpha coefficient to test the reliability of the quantitative characteristics of the instrument. the reliability coefficient of the instrument was .82. the data were analysed using descriptive and inferential statistics. the study employs two diagnostic methods (composite reliability and cronbach's alpha) to check for internal consistency reliability. cronbach's alpha (α) tests the averages and correlation between every possible combination of split halves and permits multi-level response. this test often produces a score between zero and one. the general rule is to accept .75 as an indicator of acceptable reliability. in addition to the cronbach alpha, composite reliability – which is regarded as a more accurate measure of reliability in a pls-sem environment – was also reported as an additional check on construct dependability (hair et al, 2018). it is the overall value of the real score variance to the entire scale score variance (brunner & sü, 2005). it is an indicator of the shared variation among the observed variables used to indicate a latent construct (fornell & larcker, 1981). the decision rule in applying this test is that there should be a composite reliability score (c.r.) > 0.708. in the case of an exploratory study, a c.r. of 0.60 to 0.70 is acceptable. all participants were assured of their privacy and how confidential the data were kept. in addition, the anonymity of the study was highlighted. it also informed the participants of the secrecy of the data they provided for the study. the study also fulfils ethical requirements regarding reporting. under no situation did the researchers formulate data to support the conclusions made. result and discussion pls-sem assessment this section explains the measurement models employed in this investigation. indicator loadings, internal consistency reliability (composite reliability, construct reliability, cronbach's alpha), discriminant validity (fornell-lacker), collinearity (vif), and convergent validity were used to evaluate the model measurement (ave-average variance extracted). an effective pls method was employed to provide cues for evaluating the measurement model. the results are presented in the following tables. international journal of human capital management, vol. 7 (1), june 2023 44 | p a g e the measurement model shows how constructs and their indicators relate to one another. by minimising the residual variances of the endogenous constructs, the partial least squaresstructural equation modelling (pls-sem) analytical approach combines factor analysis with multiple regression (hair et al., 2011). because the pls method calculates latent variable scores as linear combinations of the observed variables, which serve as proxies for latent variables, to estimate model relationships, the technique produces more accurate estimates of factor scores (lowry & gaskin, 2014). pls-sem is suitable for estimating complicated models, including higher-order construct modelling, because latent variable scores are used in later analyses. in more detail, the pls-sem algorithm initially optimises the measurement model parameters before estimating the path coefficients in the structural model in a subsequent step. the proposed methodologies that should direct the evaluation of measurement model quality for reflectively measurement models include indicator reliability, internal consistency reliability, and convergent and discriminant validity. table 2 displays indicator reliability and internal consistency dependability. table 2 reliability and validity assessment cronbach's alpha rho_a composite reliability average variance extracted (ave) conf 0.923 0.941 0.933 0.541 employee absenteeism 0.887 0.892 0.922 0.747 employee output 0.829 0.864 0.884 0.659 employee turnover 0.829 0.853 0.879 0.593 source: (author, 2023) table 2 presents the results of the reliability and convergent validity of the model. the reliability of indicators is examined from the factor loadings, where items with loadings above 0.7 were retained. factor loadings show how well items represent the conceptual domain of a construct. since factor loadings above 0.7 are recommended (becker et al., 2018), as part of the measurement model evaluation, items with low factor loadings (< 0.60) were removed. internal consistency as a reliability measure estimates how well items on a test that one proposes to measure the same construct yield similar results. it focuses on the consistency of results delivered by a test of various items measuring the different constructs to deliver a consistent result. test of convergent and discriminant validity the percentage of the indicator variables that the latent variable could account for was examined in the test of indicator reliability. according to hulland (1999), the general rule was to eliminate reflected indicators with loadings of less than 0.708 from the measurement model, even though relaxed criterion authors advise factor loadings over 0.6. a test of convergent and discriminant validity was performed in addition to indicator reliability. this test assisted in analysing the extent to which indicators of the same construct had positive correlations. the process involved analysing the indicators' outer loadings and the average extracted variance. the latent variable must account for at least 50% of the variance in each indicator for the choice to be made. an indicative outer loading of higher than.708 or.5 squared was anticipated. convergent validity demonstrates how scale items connect to analogous scale items for the same construct. how trustworthy factor loadings are influences the ave's ultimate score because it is determined by the average variance extracted (ave) method. therefore, the likelihood that the measurement model would not achieve convergent validity increases as more factor loadings drop international journal of human capital management, vol. 7 (1), june 2023 45 | p a g e below 0.708. from table 2 all the constructs possess convergent validity because the ave score is above 0.5. the diagnostic test of discriminant validity was conducted. the measurement criteria were the cross-loading, fornell-larcker criterion (flc) and heterotrait-monotrait correlation ratio (htmt). indicator outer loadings on a construct were supposed to be higher than all of its crossloadings with other constructs, according to the cross-loading criterion. henseler et al. (2014) state that the cross-loading approach to discriminant validity is established when a construct indicator exhibits a poor correlation with all other constructs other than the one to which it is supposedly related. the pls algorithm technique generates cross-loadings (table 3) which can be checked for the presence of discriminant validity. based on the results in table 3 indicators loaded more highly on their parent constructs than the cross-loadings on other constructs, hence discriminant validity using cross-loadings. table 3 cross loadings conflict employee absenteeism employee output employee turnover conflict 1 0.794 0.410 0.431 0.393 conflict 10 0.614 0.170 0.222 0.319 conflict 11 0.659 0.120 0.276 0.162 conflict 13 0.823 0.531 0.628 0.575 conflict 14 0.845 0.505 0.577 0.487 conflict 15 0.853 0.496 0.569 0.450 conflict 2 0.766 0.458 0.461 0.534 conflict 3 0.710 0.503 0.587 0.460 conflict 4 0.624 0.362 0.340 0.342 conflict 5 0.808 0.378 0.483 0.316 conflict 6 0.654 0.249 0.331 0.265 conflict 8 0.613 0.128 0.328 0.396 empabs1 0.510 0.894 0.533 0.583 empabs2 0.471 0.852 0.524 0.409 empabs3 0.416 0.865 0.532 0.505 empabs5 0.445 0.844 0.515 0.690 empout1 0.562 0.441 0.842 0.410 empout2 0.585 0.373 0.875 0.448 empout3 0.279 0.487 0.670 0.378 empout5 0.538 0.720 0.843 0.564 empturn1 0.408 0.588 0.486 0.679 empturn2 0.505 0.448 0.464 0.836 empturn3 0.363 0.374 0.394 0.760 empturn4 0.295 0.549 0.377 0.708 empturn5 0.526 0.509 0.415 0.852 source: (author, 2023) the fornell-larcker criterion claims that if a construct achieves a higher square root of the ave than the correlations with other indicators, then the construct is considered discriminant valid (fornell & larcker, 1981). values in bold indicate the ave's squared root (table 4, see appendix). the correlations between the latent constructs are listed below the squared root of the international journal of human capital management, vol. 7 (1), june 2023 46 | p a g e ave. any construct for which the squared root of the ave is larger than the highest correlation with other constructs suggests discriminant validity. table 4 fornell-lacker criterion conflict employee absenteeism employee output employee turnover conflict 0.736 employee absenteeism 0.535 0.864 employee output 0.631 0.609 0.812 employee turnover 0.562 0.632 0.554 0.770 source: (author, 2023) the heterotrait-monotrait ratio of correlations and cross-loadings and fornell-larcker criteria were used to assess if an indicator is discriminant valid (htmt) (table 5). it is recommended as a more robust approach to assessing discriminant validity in variance-based sem (henseler et al., 2014). in the htmt, which is considered more robust, a final value close to one shows a lack of discriminant validity. in effect, discriminant validity exists if latent ratios are below the threshold value of 0.85 (kline, 2011) or 0.9 (gold, malhotra & segars, 2001). thus, the smaller the htmt ratio, the better indicators perform in discriminating among constructs that were not theoretically associated. in table 5, all the htmt values are below the threshold of 0.9 (gold, malhotra & segars, 2001), with most meeting the more stringent threshold of 0.85 (kline, 2011). based on htmt, it suggests that indicators significantly perform well in discriminating against unrelated constructs and loading high on the parent constructs. after the quality of the measurement model is established, the structural model is further evaluated based on collinearity diagnostics, significance test of hypothesised relationships, and explanatory and predictive po wer of the model. table 5 heterotrait-monotrait ratio (htmt) conflict employee absenteeism employee output employee turnover conflict employee absenteeism 0.537 employee output 0.648 0.726 employee turnover 0.592 0.748 0.675 source: (author, 2023) collinearity diagnostics in analysing the structural model, further model fit issues were first addressed. these included collinearity, structural model relevance and significance, effect size, the combined effect of the exogenous variables, and the predictive relevance of the path model. a basic test conducted before estimating the path model was for checking collinearity and spurious outcome in estimating path coefficients in the structural model. according to hair et al. (2017, 2019), many vif (variance inflation factors) values of 5 and above indicates a collinearity problem. sarstedt et al. (2019). suggest a more stringent criterion, where vif values close to 3 and lower are preferred. the examination of the vifs shows almost all values are below 3, as recommended by becker et al. (2015), except for the vif between circular economy finance and investment supply and international journal of human capital management, vol. 7 (1), june 2023 47 | p a g e financial readiness (5.515). table 2 (appendix) displays the measurement model's indicator reliability and internal consistency dependability. table 6 collinearity statistics (vif) conflict employee absenteeism employee output employee turnover conflict 1.000 1.000 1.000 employee absenteeism employee output employee turnover source: (author, 2023) empirical results the study aimed to investigate the influence of conflict on the performance of employees at cape coast technical university. to be able to achieve this purpose, the following specific objectives were pursued; conflict has a significant relationship with employees’ output in the cape coast technical university; conflict has a significant relationship with employees’ absenteeism in the cape coast technical university; conflict has a significant relationship with employees’ turnover in the cape coast technical university; figures 1 is a path model showing the effect of each exogenous construct on the target construct. further results, including t-values, p-values and biased-corrected bootstrapped confidence intervals, are shown in table 7. international journal of human capital management, vol. 7 (1), june 2023 48 | p a g e table 7 t-values, p-values and biased-corrected bootstrapped confidence intervals original sample (o) sample mean (m) standard deviation (stdev) t statistics (|o/stdev|) p values conf -> employee absenteeism 0.535 0.551 0.141 3.808 0.000 conf -> employee output 0.631 0.656 0.065 9.631 0.000 conf -> employee turnover 0.562 0.586 0.084 6.698 0.000 source: (author, 2023) discussion the first research objective was to investigate the effects of conflicts on employees' output. the study established that all the other types of conflict had adverse effects on employee output except co-worker conflict. the existing literature and theoretical discussions revealed that conflict affects employees' output. the implication is that the leaders or managers of the institution must develop strategies to minimise interpersonal, task-related and relationship conflicts within their organisations since these conflicts impact employee output negatively. relating the present findings to existing literature, this study support (einarsen et al., 2018; greg, 2010; shaukatet al., 2017; ajala, 2017), who, in their respective studies, found conflict to have adverse effects on workforce output in organisations. as regards research objective two, which sought to find out the effects of conflict on employee absenteeism. the results showed that apart from co-worker conflict, all the other types of conflicts account for frequent absenteeism of employees at the workplace. the implication is that conflict has a dysfunctional effect on employees and the organisation; therefore, organisational leaders must develop strategies to reduce interpersonal, relationship and task-related conflict. this will reduce the rate of employee absenteeism at the workplace. the result of the first two objectives suggests that using a ratio of 3:1, the study concludes that conflict negatively affects employee output and absenteeism. the findings supported the outcome of aronsson et al. (2021), lee & park (2011) and chimere-nwoji’s (2017) study, which reported that conflict had a significant relationship with employees' output and absenteeism. the implication is that increased relationship, task-related and interpersonal conflict within the organisation will decrease production and account for frequent employee absenteeism. however, the findings contradict min et al. (2020) study, which identified conflict as having functional and dysfunctional effects. some of the functional effects they identified indicate that conflict improves communication and enhances future relationships, and van den and beerens (2021) found task-related conflict advantageous to organisations. regarding objective three, co-worker and relationship conflict negatively affected employee turnover. however, task-related and interpersonal conflicts were not necessarily dysfunctional and may not result in employee turnover. this study has indicated that not all the conflict variables adversely affect employee output, absenteeism and turnover. therefore, the study establishes that minimum conflict may be desirable to enhance employee’s and organisational activities. notwithstanding, organisational leaders must institute measures to deal with conflicting situations immediately whenever they surface. this is because if conflict degenerates or escalates, it may result in dysfunctional consequences, which will mar the organisation's operations. international journal of human capital management, vol. 7 (1), june 2023 49 | p a g e conclusions the study concludes that conflicts influence employee absenteeism, output and turnover. conflicts create a feeling of uncertainty, resulting in frequent employee absenteeism, reduced output, and workforce turnover. the frequent conflict eventually affects an entire organisational performance. therefore, the study recommends that organisational leaders create systems where grievances can be quickly addressed. employees should also feel free to report issues in and around the work environment. when problems are presented, management should promptly act to forestall any unforeseen eventualities likely to impact employee performance, absenteeism and turnover negatively. again, management, from time to time, should organise seminars and training programmes and emphasise the need for peaceful co-existence among organisational members. the training will help minimise conflicts and their adverse consequences on organisational members at the workplace. implications of the study an implication for organisational leaders from the study is that workplace conflicts significantly affect employee output, absenteeism and turnover. each employee faces different conflicts that must be understood and solved. this implies that organizational leaders must appropriately design employees’ jobs to prevent duplications, foster peaceful collaboration, and encourage employees to trust each other in the workplace. this will reduce interpersonal, relationship and task-related conflict within the organisation. references adebile, o. a, & ojo, t. o. 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(2017). examining the linkages between relationship conflict, performance and turnover intentions: role of job burnout as a mediator. international journal of conflict management. international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 6 (1), june 2022 38 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 6, no. 1, june 2022, p 38 53 the effect of organizational culture, career development, remuneration, and job satisfaction on nurse performance in regional general hospital in batam embung fatimah city nelli roza human resource management postgraduate program, state university of jakarta email: nelliroza101201@gmail.com yetty supriyati postgraduate program, state university of jakarta email: yetti.supriyati@unj.ac.id kadir kadir uin syarif hidayatullah jakarta email: kadir@uinjkt.ac.id abstract the purpose of this study is to develop a model which states that nurse performance is mediated by job satisfaction which is supported by organizational culture, career development and remuneration which also pays attention to the relationship between career development variables and remuneration. this research was conducted at the embung fatimah regional general hospital, batam city using a survey method and involving 200 clinical nurses as respondents. data were collected using a likert scale and analyzed by using structural equation modelling (sem) in inferential statistics. the results of the research show that for the model reveal that organizational culture, career development, remuneration and job satisfaction have a direct positive effect on nurse performance. in addition, there was also a positive direct effect of career development and remuneration on job satisfaction, and the dominant direct effect of career development on remuneration (t-value = 12.01 > 1.96), but there was no direct positive effect of organizational culture on job satisfaction (t-value = 1.47 < .96). therefore, to improve the performance of nurses at the embung fatimah regional general hospital, batam more effectively through improving remuneration management, and implementing career development in accordance with applicable regulations compared to organizational culture. keywords: organizational culture, career development, remuneration, job satisfaction, nurse performance.. received: 16 february 2022 accepted: 5 april 2022 publish: june 2022 http://journal.unj.ac.id/unj/index.php/ mailto:nelliroza101201@gmail.com mailto:yetti.supriyati@unj.ac.id mailto:kadir@uinjkt.ac.id international journal of human capital management, vol. 6 (1), june 2022 39 | p a g e how to cite: roza, n., et.al. (2022). the effect of organizational culture, career development, remuneration, and job satisfaction on nurse performance in regional general hospital in batam embung fatimah city. international journal of human capital management, 6 (1), 38 – 53. https://doi.org/10.21009/ijhcm.06.01.4 introduction as an institution that produces health care technology products, hospitals are very dependent on the quality of medical and nursing services provided to patients. seeing this phenomenon, nursing services make a significant contribution to the image of the hospital. the reality in the field is that the performance of nurses is still low. based on previous research conducted by jha et al. (2013), provided preliminary evidence that adverse events due to medical care are a major source of morbidity and mortality globally. research by kim & bates (2013) shows that the level of nurse adherence to drug administration guidelines is still low. likewise, this incident also occurred in batam city hospital such as embung fatimah hospital, where according to the 2018 hospital quality pmkp report, there were 148 cases of medication errors and the batam city rsbp quality pmkp report there were also 5 patients who fell in the service. nursing (komite keselamatan pasien rumah sakit, 2011). this low performance can be seen from the assessment. to overcome this problem, it is necessary to measure the performance of nurses through self-assessment, peer assessment, and special assessment. by measuring the performance of nurses can improve the performance of nurses throughout the year, and the results of the evaluation can be used to determine appropriate actions to improve performance (wibowo, 2016); sinambela, 2021). the measuring tool used to obtain the expected results from the organization in this case the hospital is to apply a 360-degree assessment process. this process is carried out by evaluating himself and combining all feedback information, both superiors and co-workers (moeheriono, 2014). according to literature reviews, the factors that effect performance are organizational factors consisting of leadership, compensation, conflict, power, organizational structure, job design, organizational design, and career (wibowo, 2015). wirawan (2015) discovered that one of the external factors that effects the performance of human resources is organizational culture. organizational culture, such as rituals and values, has a significant impact on employee performance. as in the study of besral, panjaitan, & keliat (2014), practice nurses who have good ideas about their organization have been shown to perform better. nurses' implementation characteristics and their perception of organizational culture are related to performance. fiori, bollmann, & rossier (2015) found that individuals who are more adaptable to work have lower stress levels and higher job satisfaction. to achieve their career, all nurses must complete a continuing professional development (cpd) program. hariyati, igarashi, fujinami, susilaningsih, & prayenti (2017), research shows that there is a positive correlation between cpd and nurse satisfaction, where a better perception of cpd will increase nurse satisfaction. therefore, there are opportunities for improvement in the application of the nursing career system in hospitals in indonesian. berliana, siregar, & gustian (2018) stated that remuneration compensation has an effect on job satisfaction. meanwhile, yani, hamid, tutik, & hariyati (2018) show that improving the remuneration system has positive consequences in terms of nurse performance and subsequent health service quality. as the result of research from muthmainnah, hamid, & hariyati (2018) that an increase in the remuneration system has positive consequences on the performance of nurses and the quality of health services. similarly, many interesting factors contribute to the formation of nurse satisfaction. a study by al‐ahmadi (2009); lu, barriball, zhang, & while (2012) found that job satisfaction is of great concern to healthcare professionals around the world. this study found a strong link between work satisfaction and nursing performance. as such, many international journal of human capital management, vol. 6 (1), june 2022 40 | p a g e performance studies have been conducted, but to develop a model that suggests that career development, remuneration, and job satisfaction affect nurse performance. research on achievements is still interesting. in addition, the relationship between remuneration variables and job satisfaction needs to be considered. therefore, it is necessary to do research on how the performance of nurses in embung fatimah hospital, batam city, in terms of organizat ional culture, career development, remuneration, and job satisfaction. this study aims to analyze the nurse's performance model based on career development mediated by remuneration and job satisfaction. literature review nurse performance performance is a description of the level of achievement of program or policy implementation in realizing the goals, objectives, vision, and mission of the organization as outlined through the strategic planning of an organization (moeheriono, 2014). armstrong (2014), explains performance is the act of performing or doing something successfully, using knowledge or skills as opposed to just possessing it. then colquitt, lepine, & wesson (2015), a good employee in this case is a clinical nurse, meaning an employee who is good at certain job tasks included in his job description, whether the task is routine, requires adaptability, or creativity. still according to colquitt, lepine, & wesson (2015) explains that the best performance (good performance) can be seen in three categories consisting of 1) task performance, 2) citizenship behavior (ocb) and 3) counter productive behavior. sonnentag & frese (2005) stated “performance is highly important for an organization as a whole and for the individuals working in it. performance is very important for an organization as a whole and for the individuals who work in it.then greenslade & jimmieson (2011) introduced that service climate is associated with nurse-directed efforts towards special care and extra-role behaviors. in turn, the effort nurses make to predict their performance, as rated by their supervisor. finally, task performance was a significant predictor of patient satisfaction. this study shows that hospital management and nurses play a role in increasing patient satisfaction. by focusing on creating a climate for service, health care managers can improve nursing performance and patient satisfaction with care. nursing performance has been defined as a set of nursing activities or behaviors performed by nurses and directed towards the recovery and well-being of the patients assigned to them to care for the needs and expectations of the patients. nurse performance was developed based on task performance and contextual performance (sagherian et al., 2018). the latest development of performance appraisal technique is called 360-degree appraisal. this technique will provide better and more reliable data because it is cross-assessed by oneself, partners, and superiors (ilyas, 2012). 360-degree feedback assessment is a way to make the performance appraisal process more objective and provide a complete picture of employee competencies and performance levels (moeheriono, 2014). by the several definitions that have been put forward by the experts above, the researchers synthesized that the performance of clinical nurses is a description of the value of the level of achievement of a series of activities in carrying out nursing care services according to the level and details of clinical services. given authority, compared to the performance targets that have been set. organizational culture each form of organizational culture must be adjusted in advance and managed strategically so that it can be adhered to and supports the creation of an organizational identity. colquitt, lepine, & wesson (2015) stated that organizational culture as shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behavior of its employees. when employees feel that their values and personality match those of the organization, they experience higher levels of job satisfaction. according to ližbetinová et al., (2016), all organizations should have their own organizational culture, by which they behave and act in public. robbins & judge (2017), suggests international journal of human capital management, vol. 6 (1), june 2022 41 | p a g e organizational culture is a system of sharing meaning carried out by members that distinguishes an organization from other organizations. how employees perceive the characteristics of organizational culture. finally, culture acts as a behavioral mechanism that guides, shapes employee attitudes and behavior. organizational culture represents the perception of the members of the same organization to get a complete picture of the culture of an organization can be done by assessing an organization based on the characteristics of the organizational culture. the study of hsi chi et al., (2016) stated that the hospital organizational culture is centered around the idea that, “health care delivery systems must be concerned with understanding the implicit beliefs, values, and assumptions extant within the organization that ubiquitously motivate and shape the behavior of participating members. denison, nieminen, & kotrba, (2014) stated that the last instrument reviewed in the update was the denison organizational culture survey (docs). this instrument has been used in more than 30 published dissertations. the development of docs coincided with the development of theories linking four main cultural traits to organizational effectiveness, namely 1) involvement; 2) consistency; 3) adaptability; and 4) mission from several definitions that have been put forward by the experts above, the researcher synthesizes that a organizational culture is a pattern of shared basic values, beliefs and assumptions created by a particular group that can be learned, applied and continuously developed by the organization to motivate and shape the behavior of its members. career development career development can be synthesized as an effort made by the organization towards the career planning of its employees, which can be seen as a series of processes that will be passed by an employee with a series of stages, each of which is characterized by several development tasks, formation., succeed, and fulfil one's career (kaswan, 2014). career development is accomplished through self-assessment, work environment, job analysis, education, training, job search and acquisition, and self-employment experience. furthermore, nurse career development in indonesia is regulated in the regulation of the minister of health of the republic of indonesia number 40 of 2017 concerning the development of professional career paths for clinical nurses. career development is one of the processes to improve one's abilities, both individually and in organizations that have the goal of reaching the peak of the desired career (mulyadi, 2015). then, career development can be done personally, supported by the staffing department and supported by managers (gaol, 2014). thus, career development is a planning and implementation of a career plan that can be seen as a life process that involves individual employees. mc peck states a career plan about exploration, opportunity and change (marquis, b.l, & huston, 2010). every employee really expects career development to motivate them to work better. sinambela (2021) states that there are four levels of career needs for an employee to be taken in four age categories, through four stages of career development, namely: 1) the initial phase, which is oriented to two indicators, namely the position as a permanent employee or contract, 2) the first phase continuation oriented to the promotion indicator, 3) the retaining phase which is oriented to survival situations, 4) the retirement phase which is oriented to the strategic thinking indicator because everyone ends their job. furthermore, to measure the career development of nurses developed an instrument. a modified scale called the nurse career growth scale (cgns) is acceptable, valid and reliable for evaluating the career growth of nurses in chinese hospitals (j. liu et al., 2015). this scale measures three main factors (career goals, career capacity, and career opportunities) and shows that nurses' career growth differs in age, work seniority, and professional title. career management also seeks to put the right people in the right positions. the implementation of a professional nurse career path is an effort to develop the nursing profession and organize services in a better direction (suhartati, 2010). therefore, changes in heterogeneous career patterns result from changes in the nature of work, organizational structure, sociological contracts, workforce demographics, as well as broader economic factors (baruch & rousseau, 2019; biemann et al., 2012). international journal of human capital management, vol. 6 (1), june 2022 42 | p a g e from several definitions that have been put forward by the experts above, the researchers synthesize that nurse career development is a series of jobs assigned to nurses through professional career paths with a method designed to reward individual nurses for clinical expertise to improve performance and professionalism in their respective fields. remuneration in general, a. noe, r.hollenbeck, gerhart & m.wright (2014) compensation is defined as the provision of remuneration to employees, either directly in the form of financial money or indirectly non-financially. ivancevich (2007) distinguishes compensation into direct monetary compensation, including wages, salaries, benefits, incentives, health and employment insurance, compensation, pension contributions, and tuition assistance. it is also mentioned that there are nonfinancial rewards or non-financial rewards such as: praise, a sense of self-worth that can affect satisfaction (wibowo, 2016). pora (2011) states that remuneration is a form of remuneration or compensation received by employees/workers from employers for achievements given by workers in order to realize company goals. as is known, several companies have reported the development of the concept of competency-based pay system and performance-based. fujisawa & lafortune (2008) stated “the remuneration of gps and specialists is defined as gross (pre-tax) income from work, including taxes and social security contributions payable by the employee/self-employed worker,2 but excluding practice expenses for selfemployed doctors. income from work should normally include all types of payments (including bonuses, overtime compensation, "thirteenth month payments", etc.) received by employees”. based on the description of several descriptions of the concept above, it can be concluded that remuneration is the provision of remuneration received by nurses for the achievements given for their work, in the form of direct financial compensation and indirect or non-financial financial compensation in the form of salaries, performance allowances, remuneration incentives, health insurance and employment, pension contributions. job satisfaction colquitt, lepine, & wesson (2015) state that job satisfaction is a pleasurable emotional state resulting from the appraisal of one's job or job experiences. this theory is in line with the research of (puspitawati & atmaja, 2021), which implies that working conditions can cause stress depending on the condition of the employee. the salaries they earn do not match their workload, especially when working from home, and the working time of other employees reduces their level of satisfaction at work. however, due to the current covid-19 pandemic, employees feel that job satisfaction does not affect their performance. lu, barriball, zhang, & while (2012) nurse job satisfaction is defined as the extent to which a nurse fulfills herself or herself in the nursing profession. nurse job satisfaction is effectd by working conditions, organizational environment, job stress, role conflict, role perception and organizational work content and professional commitment. in addition, the working time of other employees reduces their level of job satisfaction. gibson, ivancevich, donelly & konopaske (2012) describes a reciprocal relationship between performance and job satisfaction. on the one hand, it is said that job satisfaction causes an increase in performance so that satisfied workers will be more productive. on the other hand, job satisfaction can also occur due to performance or work performance so that more productive workers will get job satisfaction. promoting autonomy, power to make decisions for change, social support, team cohesion, and strategies to reduce job stress can increase the job satisfaction of frontline nurse managers. innovative solutions such as co-management and targeted electronic and administrative resources require further investigation (penconek et al., 2021). promoting prosocial group behaviour, team building, coaching, and implementing wellness programs can increase social support, team cohesion, and well-being. examining the job satisfaction factors of nurse managers outside the acute care setting may provide further insight into the role that the practice environment plays in nurse manager job satisfaction. research results (widyani et al., 2019) international journal of human capital management, vol. 6 (1), june 2022 43 | p a g e the staempfli & lamarche, (2020) study stated that a review of 161 journal articles revealed 34 articles that met the inclusion criteria were included in the final analysis. ten dominant factors enabled workplace interventions, including six that did not reach consensus. these ten factors are presented in a practical model for implementation based on herzberg's two-factor theory and maslow's hierarchy of needs theory. conclusion: this model tells health care leaders how to understand job satisfaction pragmatically exclusively for ed nurses. several studies have used the mccloskey/mueller satisfaction scale (mmss) to measure nurse job satisfaction. when developing this original scale, mccloskey grouped three categories or domains, namely: 1) safety includes satisfaction with pay, benefits, and work schedules 2) social includes: maternity leave, child care facilities, supervisor support, and peer relations, and social opportunities with colleagues, 3) psychological includes job satisfaction, opportunities for further education, praise, recognition and superior control (tourrangeau et al., 2006). based on several descriptions of the concepts that have been described, it can be concluded that nurse job satisfaction is the extent to which a nurse describes positive feelings towards her work, resulting from the evaluation of characteristics. methodology the method used in this research is quantitative approach with survey method, and the technique analysed data using sem (structural equation modelling). the sampling technique used in this study is a stratified random sampling technique, so the sample in this research were 200 clinical nurses as respondents of the embung fatimah regional general hospital, batam. the profile of respondents consists of gender, namely female (77%), the majority had a diploma in nursing (71%), and the length of work ranged from 5 -10 years (63%). the data collect in this study using questionnaires with likert scale. result and discussion hypothesis testing to produce a measurement model from a simplified research model, the five first order cfas were combined from each of the research's latent variables. this simplified estimation of the measurement model produces a path diagram of the measurement model, as shown in figure 1. international journal of human capital management, vol. 6 (1), june 2022 44 | p a g e figure 1 research measurement model estimation results (standard solution) figure 1, the estimation results of the research measurement model can be seen from the indicators of the order 1 measurement model; all research latent variables have sfl > 0.50, meaning that all indicators of career development research variables, remuneration, job satisfaction, and nurse performance are valid indicators. furthermore, the estimation results of the coefficients of cr and ve show that the cr price is 0.70 and ve is 0.50. these results mean that all items are consistent and reliable in measuring each indicator of the research variables. from the print output and path diagram in figure 1, it can be seen that the goodness of fit indices (gofi), the results of the fit model test obtained p-value 1.0000 > 0.05, rmsea = 0.000 < 0.08. this means having a good overall model fit or based on data. structural model hypothesis testing figure 2. model estimation results (standard) international journal of human capital management, vol. 6 (1), june 2022 45 | p a g e figure 3 model estimation results (t value) furthermore, the results of the estimation of the path coefficient parameters for direct and indirect effects are presented in table 1. table 1. summary path coefficient and hypothesis direct effect test hypthesis path coefficient t-value t-table decision oc → nsprf 0.23 4.70 1.96 h0 rejected cdvlp→ nsprf 0.34 4.27 1.96 h0 rejected remuera→ nsprf 0.26 5.09 1.96 h0 rejected jobstfy→ nsprf 0.23 4.70 1.96 h0 rejected oc → jobstfy 0.10 1.47 1.96 h0 accepted cdvlp → jobstfy 0.42 4.88 1.96 h0 rejected remunera→ jobstfy 0.18 2.78 1.96 h0 rejected cdvlp →remunera 0.74 12.01 1.96 h0 rejected table 1 shows that of the eight research hypotheses, one research hypotheses were accepted, and seven research hypotheses were rejected. in addition, it will also analyse the indirect, and total effects of the latent variables of antecedent exogenous research, namely career development, on the performance of endogenous nurses and consequently, based on the printed output, the value of the three types of effects can be obtained, as shown in table 2. table 2. summary of indirect effect test hypthesis path coefficient t-value ttable decision oc → jobstfy → nsprf 0.022 1.4029 1.96 h0 accepted cdvlp → jobstfy → nsprf 0.0966 3.3852 1.96 h0 rejected remunera→jobstfy→nsprf 0.0414 2.3927 1.96 h0 rejected international journal of human capital management, vol. 6 (1), june 2022 46 | p a g e based on table 1, organizational culture indirect effect to job satisfaction. while, for table 2 shows that organizational culture indirect effect on nurse performance trough job satisfaction and its not significant result. overall, from the results of the study, it is known that the hypothesis has been answered. discussion direct effect of organizational culture and nurse performance the results of this study prove that organizational culture has a direct positive effect on the performance of nurses working at embung fatimah hospital in batam (t value = 4.70 > 1.96, path coefficient = 0.23), meaning h1 is accepted. the findings of this study support the results of research from hsi chi, hsiao, chang, ya ling, & tu, (2016) which shows that a good hospital culture leads to better individual performance than conventional training and also research from winasih et al., (2015) stated the strong organizational culture, which can improve the performance of nurses in dr. soetomo hospital. this finding is also in line with the results of research or concepts from colquitt, lepine, & wesson (2015) and (wibowo, 2016), although somewhat different from the opinion of kreitner (2014) which states that culture can affect the performance of human resources towards better or bad performance. this finding is similar to previous research from cha & sung (2020) and manojlovich & ketefian, (2001). cha & sung (2020) stated the active culture has a positive effect on performance. who work in a culture of having greater opportunities to take on greater responsibility for patients, as well as triggering innovative behaviors that improve performance. manojlovich & ketefian, (2001) explained that organizational culture predicted over 16% of the variance in nursing professionalism on the performance. a strong culture is the culture of an ideal organization that is widely embraced and clear in its delivery as well as cultural strength, thus affecting the intensity of behavior (vernadeth et al., 2020). in terms of hospital culture, it is an important factor that helps nurses in the process of learning culture in hospitals because can increase performance. hospitals should focus on establishing a culture that values, recognizes, and motivates employees to serve the public. direct effect of career development and nurse performance the results of this study showed that the career development has a direct positive effect and significant on nurse performance. the t statistical value is 4.27 > 1.96, path coefficient = 0.34 so that the career development life is directly able to increase nurse performance significantly. so, that the hypothesis h2 in this study is accepted. this shows that a good career development will increase the nurse performance of embung fatimah hospital. however, these results contradict research from pronajaya et al., (2021) stated that career development does not affect nurse performance. based on these results it can be explained that the higher the career development will affect the performance of nurses. this finding is in line with researches from saleem & amin (2013), nami nasution et al., (2018) and manggis et al., (2018). saleem & amin (2013) stated that employee performance increases along with better quality of career development which one of the forms of organizational support. nami nasution et al., (2018) stated that career development has a positive effect and significant on employee performance, career development can make employees more motivated to improve performance. by carrying out employee career development, the quality will certainly increase. manggis et al., (2018) also point out that career development has a positive and significant effect on . there are several reasons why career development can impact employee performance. one is the fact that career development programs that companies effectively support evoke awareness of the purpose of work and the reasons for diligence. career development for nurses is regulated by pmk no. 40 of 2017, and nurses undergo career placement suitable for their abilities through continuous professional development. direct effect of remuneration and nurse performance international journal of human capital management, vol. 6 (1), june 2022 47 | p a g e the results showed that the remuneration has a positive and significant direct effect on nurse performance. the t statistical value is 5.09 > 1.96, path coefficient = 0.26 so that the remuneration is directly able to increase nurse performance significantly. so, that the hypothesis h3 in this study is accepted. this shows that a good remuneration will improve the nurse performance of embung fatimah hospital. based on these results it can be explained that the higher the career development will affect the performance of nurses. this finding is in line with researches from novarini & imbayani, (2019) there is a positive and significant effect between rewards on employee performance. there is a significant relationship between reward and punishment on employee performance. researches of berliana, siregar, & gustian (2018), states that the remuneration given is considered appropriate enough that it can affect employee performance. because remuneration has a dominant effect on performance, employees need to be given appropriate remuneration by increasing other benefits in order to work more professionally. and also researches muthmainnah, hamid & hariyati (2018) shows that improving the remuneration system has positive consequences in terms of nurse performance and subsequent quality of health services. a well-managed remuneration system has the potential to increase motivation, productivity, nurse satisfaction, and even increase retention. direct effect of job satisfaction and nurse performance the results showed that the job satisfaction has impact direct effect on nurse performance. the t statistical value is 4.70 > 1.96, path coefficient = 0.23, which indicates there is a positive and significant direct effect of job satisfaction on nurse performance. so, that the hypothesis h4 in this study is accepted. this shows that a good job satisfaction will increase the nurse performance of embung fatimah hospital. based on these results it can be explained that the higher the job satisfaction will affect the performance of nurses. research by hua (2015) stated that nurses in chengde city were most satisfied with their co-workers and mostly dissatisfied with the work itself. in second-tier hospitals, nurses were more satisfied with workers, work-family balance and praise/recognition, while less satisfied with salary than those in third-tier hospitals. in addition, this study also supports research (kvist et al., 2012), which identifies seven subscales of job satisfaction: leadership, factors that require work, work environment, sense of community, work well-being, work motivation factors and participation in decision making. their study showed that the highest levels of job satisfaction stem from factors such as client feedback, having a suitable and challenging job, using one's skills at work, appreciation for one's own work and finding work that attracts teamwork. direct effect of organizational culture and job satisfaction the results showed that the organizational culture does not have a significant effect on the job satisfaction because the t statistical value is 1.47 < 1.96, it can be concluded that hypothesis 5 is not fulfilled. the path coefficient was 0.10, so it can be concluded that h1 is rejected. this shows that organizational culture has an indirect and insignifivant effect on job satisfaction. thus, a stronger organizational culture does not necessarily make the job satisfaction of the nurses better. sharma (2017), stated that organizational cultural values such as fairness, growth opportunities and organizational reputation have a positive effect on job satisfaction, while organizational traits such as aggressiveness have a negative effect on job satisfaction. based on these results it can be explained that the higher the career development will not affect the performance of nurses. this finding is in line with researches from this result contradicts research from winasih et al., (2015) and hazaveheil et al., (2019). winasih et al., (2015) stated the strong organizational culture, which can improve the job satisfaction of nurses. the research of hazaveheil et al., (2019) that the findings show that organizational culture and job satisfaction have an average score in the hospitals studied. treatment-oriented policies and vertical management in hospitals are important reasons that affect organizational culture and job satisfaction. and also research swathi, (2014), states that employee satisfaction plays an important role in increasing employee morale. employee satisfaction has a close relationship with organizational culture because it encourages the workforce to give their opinions and share their ideas regarding work. international journal of human capital management, vol. 6 (1), june 2022 48 | p a g e direct effect of career development and job satisfaction the results showed that the career development has a positive and significant direct effect on job satisfaction. the t statistical value is 4.88 > 1.96, path coefficient = 0.42 so that the career development is directly able directly to increase job satisfaction significantly. so, that the hypothesis h6 in this study is accepted. this shows that a good career development will increase the nurse job satisfaction of embung fatimah hospital. based on these results it can be explained that the higher the career development will affect the job satisfaction. this finding is in line with researches from ismail, madrah, aminudin, & ismail (2013), first, the relationship between career programming (ie, planning and management) and career development has a positive and significant relationship with job satisfaction. second, the relationship between career programming (ie, planning and management) and career development shows a positive and significant relationship with career commitment. furthermore, research by yarbrough, martin, alfred, & mcneill, (2017) shows a strong correlation between professional values and career development and job satisfaction. bela pertiwi, sri hariyati (2019), shows the results of her research that the impact of the career ladder system for nurses in hospitals are: (1) career advancement, (2) guidance development, (3) building an effective reward system, (4) development skills and education, and (5) task awareness. guidance development and career advancement have been shown to significantly effect the development of nurse competencies. the conclusion of the research is that mentorship and career advancement have the greatest impact on the implementation of the nurse's career ladder. nurse managers have an important role in increasing the application of career paths to increase nurse satisfaction. and also, shujaat, sana, aftab, & ahmed (2013) research in the banking sector is in line with this study they state that employee job satisfaction depends on career development opportunities in their respective organizations. in generals concluded that the banking sector in karachi provides career development opportunities. direct effect of remuneration and job satisfaction the results showed that the remuneration has a positive and significant direct effect on job satisfaction. the t statistical value is 2.78 > 1.96, path coefficient = 0.13, so that the renumeratin is directly able to increase job satisfaction significantly. so, that the hypothesis h7 in this study is accepted. this shows that a good remuneration will increase the job satisfaction of embung fatimah hospital. based on these results it can be explained that the higher the remuneration will affect the job satisfaction. this finding is in line with researches from putra et al., (2017) proves that career development has a positive and significant effect on nurse job satisfaction. work goals have a positive and significant effect on the performance of nurses. muthmainnah, hamid & hariyati (2018) shows that improving the remuneration system has positive consequences in terms of improving nurse performance and subsequent quality of health services. a well-managed remuneration system has the potential to increase nurses' motivation, productivity, job satisfaction, and even increase retention. muthmainnah, yetti, gayatri, & kuntarti (2019) has found a significant correlation between remuneration, work motivation and job satisfaction. nurses who are satisfied with the remuneration have 3 times the opportunity to display high work motivation. this study recommends hospitals to implement a remuneration system based on the decree of the minister of health no. 652 of 2010. mendes, lunkes, flach & kruger (2017), analyzed employee perceptions of the remuneration system in two large brazilian hospitals, one managed by the government and the other by private investors. their research findings indicate that the effect of fixed wages is different not only for employees in the two fields, but also in relation to public and private hospital management so as to increase job satisfaction. direct effect of career development and remuneration the results showed that the career development has a positive and significant direct effect on nurse performance. the t statistical value is 12.01 > 1.96, path coefficient = 0,74, so that the career development life is directly able to increase significantly. so, that the hypothesis h8 in this international journal of human capital management, vol. 6 (1), june 2022 49 | p a g e study is accepted. this shows that a good career development will increase the nurse performance of embung fatimah hospital. based on these results it can be explained that the higher the career development will affect the remuneration. this finding is in line with researches from the results of this study indicate that the better the career development by the company as well as compensation system implemented, the higher the employee's performance. furthermore, research by b. panjaitan et al., (2020) stated the result of this research showed that career development and conpensation influence the employee performance. the influence of career development and compensation toward employee performance is positive it means that the higher career development and compensation the higher the employee performance and it has mean indirect effect of organizational culture and nurse performance through job satisfaction the results this study showed that there was an indirect effect of the organizational culture on nurse performance through job satisfaction. the t statistical value is 1,40 < 1.96 means that the hypothesis h9 in this study is declared rejected. this shows that organizational culture can’t improve the nurse performance through job satisfaction of embung fatimah hospital. based on the analysis that has been done, this finding contradicts the results of the study of alotaibi et al. (2015), showed that organizational culture, leadership behaviour and job satisfaction are important determinants of teacher performance in junior high schools in sukabumi. this finding also contradicts research from farooqui & nagendra (2014) which shows that there is a relationship between organizational fit and job satisfaction and performance. indirect effect of career development and nurse performance through job satisfaction the results this study showed that there was an indirect effect of the career development on nurse performance through job satisfaction. the t statistical value is 1,40 < 1.96, which means that the hypothesis h10 in this study is declared accepted. the results of the analysis show that there is no significant effect between career development and nurse performance through job satisfaction embung fatimah hospital based on the analysis that has been done, this finding contradicts by onyishi, enwereuzor, ogbonna, ugwu, & amazue, (2019), which stated that the results of their research that psychological satisfaction of basic needs are positively related to career satisfaction and career commitment of nurses. career satisfaction is positively related to career commitment. career satisfaction mediates the relationship between satisfaction of basic psychological needs and career commitment. this finding also strengthens the research by shujaat, sana, aftab & ahmed (2013), which determined that there is a positive relationship between career development and job satisfaction of employees in the banking sector. career development is very important for an organization, because career is a need that must be continuously developed by the employees themselves (harris et al., 2015). indirect effect of remuneration and nurse performance through job satisfaction the results this study showed that there was a direct effect of the remuneration on nurse performance through job satisfaction. the t statistical value is 3,38 > 1.96 so that the remuneration indirectly affects nurse performance through job satisfaction. so that the hypothesis h11 in this study is declared rejected. the results of the analysis show that there is significant effect between remuneration and nurse performance through job satisfaction embung fatimah hospital. based on the analysis that has been done, the results of this study are in line with the opinion of colquitt, lepine & wesson (2015), which states that performance is mediated by individual mechanisms such as job satisfaction, stress, motivation, trust, justice & ethics and learning decision making. when viewed from the performance indicators, it can be seen that performance is related to feedback in this case remuneration mediated by job satisfaction. this finding also strengthens the results of research by muthmainnah, hamid & hariyati (2018), which shows that an increase in the remuneration system has positive consequences in terms of nurse international journal of human capital management, vol. 6 (1), june 2022 50 | p a g e performance and the quality of subsequent health services. a well-managed remuneration system has the potential to increase nurse motivation, productivity, satisfaction, and even increase retention. in addition, it also strengthens, muthmainnah, yetti, dewi gayatri, & kuntarti (2019) whose research results using logistic regression tests reveal that there is a significant interaction between remuneration and job satisfaction. research limitations there are still a number of variables that affect the performance of the nurses that were not used in this study such as the variables competency, the work environment, leadership style. commitment, training, motivation, and level of education. due the time and place limitations, the variables of organizational culture, career development, remuneration, job satisfaction and nurse performance. another limitation in this study is that nurse performance is measured based on the perception of the hospital nurses, the last limitation is the number of variables that must be added. conclusion these findings reveal that nurse career development directly affects nurse performance, job satisfaction, and remuneration. let's look at three positive direct effects of career development. the dominant effect of career development is on remuneration, which is more than double the effect of career development on performance and job satisfaction at embung fatimah hospital batam. implementation of a good nurse career development, based on permenkes no. 40 of 2017 concerning the development of professional career paths for nurses (ministry of health, 2017), will encourage high-performing nurses. this finding also shows that remuneration has a direct positive effect on nurse performance and other findings from this study also show that job satisfaction has a direct effect on nurse performance. in addition, it was found that there is no effect of remuneration on job satisfaction. the findings of this study reveal that there are direct and indirect effects through the intervening variable or mediation as for the mediating variables, job satisfaction, and remuneration. so it can be concluded that job satisfaction and remuneration successfully mediate the effect of career development and performance. these findings reveal that nurse career development directly affects nurse performance, job satisfaction, and remuneration. let's look at three positive direct effects of career development. it was found that the dominant effect of career development is on remuneration, which is more than once the effect of career development on performance and job satisfaction at embung fatimah hospital batam. based on permenkes no. 40 of 2017 concerning the development of professional career paths for nurses at the ministry of health (2017), this finding also shows that remuneration has a direct positive effect on nurse performance and other findings from this study also show that job satisfaction has a direct effect on nurse performance. in addition, it was found that there is no effect of remuneration on job satisfaction. the findings of this study reveal that there are direct and indirect effects through the intervening variable or mediation as for the mediating variables, job satisfaction, and remuneration. so it can be concluded that job satisfaction and remuneration successfully mediate the effect of career development and performance. references a.noe, r., r.hollenbeck, j., gerhart, b., & m.wright, p. 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(2017). professional values, job satisfaction, career development, and intent to stay. nursing ethics, 24(6), 675–685. https://doi.org/10.1177/0969733015623098 international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 6 (1), june 2022 54 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 6, no. 1, june 2022, p 54 65 analysis of human capital lecturer factors in the process of achieving the vision of higher education uus mohammad darul fadli buana perjuangan university karawang email : uus.fadli@ubpkarawang.ac.id citra savitri buana perjuangan university karawang email : citra.savitri@ubpkarawang.ac.id budi rismayadi buana perjuangan university karawang email : budi.rismayadi@ubpkarawang.ac.id abstract the purpose of this study is to identify the factors of lecturer human capital that play a role in the process of achieving the vision of the university's vision. this study uses a quantitative approach, collecting data using a questionnaire to 166 lecturers from universities in karawang regency, west java. data analysis used factor analysis and cluster analysis – hierarchical dendrogram. the results of the factor analysis show that the lecturer human capital components that make up the achievement of the university's vision consist of four groups, namely core components, supporting components, processing components and outcomes components, while the results of the hierarchical-dendrogram analysis inform that the process of achieving the university's vision starts from two aspects. the main aspects of lecturer human capital are lecturer education and lecturer skills. this research is still in the study of identifying intellectual capital which is explained to individual university lecturers (lecturer human capital) with a small sample area, so it still needs to be developed in a wider aspect of lecturer intellectual capital and its relationship with other indicators that can support the achievement of the university's vision. overall high. the results of this study greatly contribute to explaining the potential of human capital as an intangible asset of higher education and the process of its formation, so that universities can understand how to develop lecturers' human capital so that its potential can be utilized for the development of higher education as a whole. received: 28 march 2022 accepted: 29 april 2022 publish: june 2022 http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 6 (1), june 2022 55 | p a g e how to cite: fadli, u. m. d., et.al. (2022). analysis of human capital lecturer factors in the process of achieving the vision of higher education. international journal of human capital management, 6 (1), 54 – 65. https://doi.org/10.21009/ijhcm.06.01.5 introduction the directorate general of higher education (dikti) of the republic of indonesia (2020) reports that the number of higher education institutions in indonesia in 2020 is 4,593 institutions, consisting of 1,190 diploma education and 3,403 academic educational institutions. the number of study programs is 29,413 institutions consisting of 3,426 diploma study programs and 25,987 academic study programs. then the number of lecturers was 312,890 people while the number of registered students reached 8,843,213 people. the role of lecturers in universities is very important. without university lecturers, they will not be able to carry out their duties as higher education institutions. lecturers are professional educators and scientists with the main task of transforming, developing, and disseminating science, technology, and art through education, research, and community service. lecturers are required to have pedagogic competence, personality, social, and professional competence. universities have different potentials and abilities in ensuring the qualifications and competencies of their lecturers. the problem that often arises, especially in universities organized by public (private) institutions, is the fulfillment of pedagogic competence and professional competence, especially for lecturers with doctoral education. this happens because of differences in financing capabilities, available time, opportunities, range of locations and motivations. the high cost has caused many lecturers who are pursuing their doctoral studies to have to stop midway because of the lecturer's ability to win scholarships both domestically and abroad. lecturers are the main human capital in driving the wheels of higher education. in addition to having the core task of organizing education, research and community service, lecturers also have additional duties to manage universities, occupying various important positions as organizational leaders both administratively and managerially, which of course must carry out various management functions. theodore, w. schultz in 1960 was the originator of the theory or basic concept of human capital. he delivered his speech entitled investing in human capital in front of economists and officials who are members of the american economic association. this concept basically assumes that humans are a form of capital or capital like other forms of capital, such as machines, technology, land, money, and materials. humans as human capital are reflected in the form of knowledge, ideas, creativity, skills, and work productivity. in contrast to other forms of capital which are only treated as tools, human capital can invest itself through various forms of investment in human resources (hr), including formal education, informal education, work experience, health and nutrition and transmigration (fattah, 2004). higher education human resources consist of lecturers and education staff. investment in human resources in higher education is very important and plays a very important role in improving competence, experience, work culture, discipline, motivation, health and various knowledge which in turn will be able to create higher education resources that are healthy and skilled, productive and competitive. human capital development and development does not directly improve organizational performance but will have an impact on basic aspects in the form of work motivation, work culture, discipline and other organizational competencies such as the results of research conducted by toole and czammitzki (2007); kamukama and htayi (2010) state that human capital does not directly affect organizational performance, but must be supported by organizational compet ence. international journal of human capital management, vol. 6 (1), june 2022 56 | p a g e other studies have shown that human capital does not have a direct effect on organizational performance, but is mediated by innovation (dakhli and clercq, 2003; popescu and diaconu, 2008). while chang et al. (2006) found that human capital (social and intellectual capital) had no significant effect on organizational performance, but innovation had an effect on performance at the hsinchu science park and the tainan science park in taiwan. another determinant of performance is organizational learning, that universities have expertise in creating, retrieving and transferring knowledge, and modifying their behavior to reflect new knowledge and experiences. by continuing to carry out organizational learning, it is hoped that universities can improve their performance (baldrige national quality program, 2010). competitive universities can be identified from the high awards given by the community in the form of accreditation from the national accreditation board for higher education (ban-pt) as superior universities or accreditation a, or marked by the number of students studying there, high productivity of higher education in the form of results. research, innovation, community service and its benefits for the government and the surrounding environment. it is understood that lecturer human capital is the main element that is able to drive the organization's business processes (fadli et al, 2020). this study aims to identify the factors of lecturer human capital that play a role in the process of achieving the vision of the university's vision. literature review 1. human capital human capital is one of the parts studied in intellectual capital. intellectual capital research and human capital began to develop since the 1960s. intellectual capital is an individual's potential that is not seen as a source of future value creation (viedma, 2007). stewart (1997) defines intellectual capital as intellectual material that can create company property, consisting of components of knowledge, information, intellectual property, experience, and others. while bontis (2002) describes intellectual capital in a more detailed concept of collective knowledge capital embedded in human resources, organizational processes and network relationships in creating corporate value. thus it can be understood that intellectual capital is intellectual material owned by individuals or collectives in an organization that can create value. cortini and benevene (2010) explained that the components of intellectual capital include aspects of individual innovation capacity, patents that have been created by employees, and various existing knowledge of employees (tacit knowledge), as well as collaboration and interaction between employees. 2. lecturer human capital lecturer human capital (lhc) is part of the intellectual capital of lecturers which has long been recognized as an important factor for individual productivity. the notion of human capital as individual capital has been studied extensively by several previous studies such as schultz (1961) and becker (1962), now increasingly being identified as a factor influencing the competitiveness of companies (bartel, 1989; senker and brady, 1989). howell and wolff, 1991). human capital is a widely used concept with complex and varied definitions. in certain contexts it only means the result of the educational process (ie obtaining formal education), while in other circumstances it can include a wider range of investments that have the potential to affect the welfare and productivity of the community, company, and nation. (mincer, 1996). human capital is an invisible asset (itami 1987). the human capital perspective is the main factor that can drive intellectual capital as a creator of corporate value (göran roos et al, 2001). likewise with universities, the presence of lecturers is a key success factor that will move the wheels of organization and the journey of higher education to carry out the tridharma and produce values to achieve the vision it carries. international journal of human capital management, vol. 6 (1), june 2022 57 | p a g e the lecturer's definition of human capital in this study was adapted from the definition of human capital as the creator of corporate value. lecturer's human capital is all competencies possessed by lecturers who are born from birth and are added to various competencies that lecturers have acquired during their life, in the form of knowledge, skills, various knowledge and behaviors that can create value for the college where the lecturer works. the dimension of lecturer's measurement of human capital refers to the dimension of human capital. afiouni (2013) explains the dimensions of human capital in five main components, namely (1) the cognitive component, consisting of aspects of knowledge, skills and abilities (ksa); (2) behavioral component, consisting of willingness and ability to socialize asf; (3) fit component, consisting of alignment of components (1) and (2) with strategic imperatives; (4) the flexibility component, consisting of the ability to adapt to different business strategies; and (5) the measurement component, by assessing the contribution of human resources to value creation. meanwhile, ployhart and kim (2014:381) measure human capital in individual capacity or unit level (collectively) based on ksao (knowledge, skills, abilities, and other characteristics). 3. higher education vision the vision is made to answer three important questions of the organization (cortés-sánchez, 2017): what business the organization is doing, what the organization should be doing, and where the organization wants to be in the future. the vision consists of a guiding philosophy that includes goals and core beliefs, and real hopes for the future (collins and porras, 1991), and jones (1960). a strong business vision will help organizations predict the future, change and innovation, and improve employee efficiency (yalçın, 2005). the vision of a good university should have been equipped with clear indicators of achievement of the vision, namely the plan for achieving accreditation, the quality of lecturers' intellectual capital, the quality of the ‘tridharma he’; graduate success; output quality and stakeholder assessment (fadli et al, 2020). from the above study, the concept of measuring lecturer human capital in the process of achieving the university's vision will be based on four sources of human capital competence, namely (1) knowledge; (2) skills; (3) ability; and (4) other sources of competence. methodology this study uses a quantitative approach, multivariate analysis which will explain the indicators that play a role in developing lecturers' intellectual capital in an effort to develop lecturer competencies. the research locus consisted of all universities in karawang regency, both state universities and private universities. the research sample was lecturers and education staff at the research locus. the research data was collected through questionnaires from ordinal scale data, so that before the analysis was carried out the transformation would be carried out into interval data. there are two analytical methods used, namely factor analysis and cluster hierarchical analysis dendrogram. factor analysis is used to classify indicators that have a close role and reduce indicators that have less role (watkins, 2021). the analytical tool used for factor analysis is spss 2023, with the following working steps: 1) data transformation from ordinal data to interval data; 2) calculating kmo, bartlett’s test and anti-image; 3) performing the first stage component matrix analysis followed by rotation if the loading factor < 0.5 and not homogeneous 4) perform component matrix analysis in the next stage until the data is declared homogeneous, 5) explain the components of the matrix formed and their respective roles according to the research theme by taking into account the initial eigenvalues and the total variance explained. international journal of human capital management, vol. 6 (1), june 2022 58 | p a g e the cluster analysis used is hierarchical cluster analysis (ding and he, 2004) and honda, notsu, and ichihashi (2010), which is followed by a dendrogram analysis by calculating the proximity of the data characteristics of each indicator (everitt et al, 2011). the grouping of lecturers' human capital is done by using a hierarchical clustering method using the euclidean distance, and the euclidean distance is calculated by the formula: where = (х1, 2,…, ) and y = (y1, y2, …, y) are vectors of variable values from two observations. one of the most effective methods for conducting clustering is the ward method for assessing the distance between clusters. ward's method minimizes the number of squares for each pair of clusters that can be formed at each step. for the visualization of the results of the cluster analysis, it will be continued horizontally (кruhlov and tereshchenko, 2020). the working steps used for hierarchical cluster analysis and dendrogram analysis used spss 2023. 1) transformation of ordinal data into interval data; 2) determine the analysis model on classify – hierarchy cluster 3) define the agglomeration and range solutions for the 2 to 4 clusters you want to form. 4) setting the plot on the dendrogram 5) activate the cluster method in the ward's method combo result and discussion 1. respondent identity the results of the analysis revealed that 166 respondents came from 5 universities in karawang. this large number of samples already meets the requirements for multivariate analysis (hair et al, 2014) so that factor analysis and cluster analysis can be carried out for this study. most respondents came from singaperbangsa university karawang (51.2%) and buana perjuangan university karawang (41.6%). the majority of respondents are permanent lecturers (87.95%), while the rest are dpk lecturers (1.2%) and nidk lecturers (1.2%). table 1: identity of respondents respondent identity amount % college name 1. university 2. academy 154 12 92.8 7.2 lecturer status 1. permanent lecturer 2. dpk lecturer 3. nidk 4. teaching staff 146 2 2 87.95 1.20 1.20 sum 166 100 2. factor analysis factor analysis in this study is intended to look for factors that can explain the relationship or correlation between various independent indicators of human capital of university lecturers. the analysis begins by examining the kmo and bartlett's test scores. (table 2). the results of the first analysis showed the kmo value of 0.850. this value is greater than the required 0.5 with a significance of 0.00. this provides information that the processed data has met the minimum sample adequacy requirements for each indicator in factor analysis. kaiser international journal of human capital management, vol. 6 (1), june 2022 59 | p a g e (1970) and guttman (1954) explain that the kmo value between 0.8 to 1.0 indicates an adequate number of samples. anti-image correlation analysis plays a role in examining the partial correlation of each indicator. the results of the preliminary analysis show that there are 2 (two) indicators with an anti-image value < 0.50 (artworks and obedience indicator) so that these two indicators need to be reduced gradually, starting with the indicator with the smallest anti-image value. after two reductions, the kmo bartlett's test increased by 0.861, this value was greater than the kmo before it was reduced. the final result shows that all indicators have an anti-image correlation greater than 0.5. a large correlation value indicates a high ability to form a homogeneous indicator group (кruhlov and tereshchenko, 2020). the results of the matrix component analysis show that the process of grouping lecturer human capital indicators for achieving the university's vision at an early stage is still not homogeneous, so rotation is necessary. the results of the rotational analysis of 7 iterations provide information on the initial eigenvalues to form 4 metric components with rotation sums of squared loadings having total variance explained cumulative reaching 78.264%. table 2: analysis of kmo, bartlett's test and anti-image correlation measurement indicator before reducing after reducing kaiser-meyer-olkin measure of sampling adequacy .850 .861 bartlett’s test of sphericity approx. chisquares 6,641e3 6,081e3 df 378 325 sign .000 .000 anti-image correlation lecturer education 0,942 0,94 lecturer functional position 0,826 0,839 lecturer competence 0,839 0,848 field of science 0,855 0,852 technical knowledge 0,927 0,923 skills 0,888 0,887 attitude 0,913 0,924 honesty 0,783 0,792 emotional intelligence 0,799 0,852 innovation 0,918 0,938 career 0,632 0,618 individual ability 0,905 0,907 group ability 0,824 0,814 organizational ability 0,901 0,895 work experience 0,839 0,855 motivation 0,889 0,896 flexibility 0,802 0,803 loyalty 0,901 0,902 commitment 0,829 0,84 creativity 0,876 0,885 entrepreneurship 0,734 0,771 research result 0,802 0,796 community service results 0,875 0,863 international journal of human capital management, vol. 6 (1), june 2022 60 | p a g e publication works 0,866 0,863 design works 0,848 0,846 leadership 0,815 0,818 artworks 0,495* obedience 0,492* * reduced (indicator of artworks and obedience) this provides information that from the 4 metrics component that is formed, it will be able to provide information as much as 78.264% of all lecturer human capital factors of universities in indonesia. this confirms what has been explained by analysis (rummel, 1970) that factor analysis is useful for finding unobserved factors, reducing data, and extracting all unique factors (pater and lewandowska, 2015) in this case lecturer human capital higher education indicator . in the first iteration process, the composition of the component metrics members is still not perfect, so rotation is necessary. the results of the extraction method with principal component analysis and rotation method with varimax with kaiser normalization followed by rotation converged in 7 iterations form 4 main components. figure 1: component metrics lecturer human capital high education the results of this analysis show that the role of lecturer human capital in achieving the university's vision comes from 4 main components, namely: first, the core component, formed from 4 characteristics of lecturer human capital with the highest coefficient being lecturer entrepreneurship (0.814) and the lowest from lecturer education characteristics (0.593) ( figure 1). second, the supporting component is formed from 4 characteristics of lecturer's human capital with the highest lecturer career coefficient (0.777) and the lowest lecturer motivation characteristic (0.610); third, the process component, formed from 8 characteristics of lecturer's human capital, with the highest coefficient being the lecturer's emotional intelligence (0.828) and the lowest from the lecturer's innovation characteristics (0.590); and fourth, the output component, formed from 10 characteristics of lecturers' human capital with the highest coefficient coming from the role of lecturers in producing research work (0.857) and the lowest contribution from lecturer leadership (0.558). the four components of the factors formed have the characteristics of knowledge, skills, abilities and behaviour, so that each component can be named a core group, supporters, processes and outputs of human capital lecturers as the main characteristics to achieve the vision of higher education in the future. this supports the results of arifin's research (2017) that the vision and mission of the organization to compete in the future must be integrated with human capital development. international journal of human capital management, vol. 6 (1), june 2022 61 | p a g e 3. cluster dendrogram analysis the agglomeration schedule analysis (table 3) explains that the process of forming human lecturer capital for the achievement of university vision from all analysed indicators is divided into two large groups with 25 stages of formation. the formation occurs starting from the indicator that has the lowest distance closeness which shows the closeness of the characteristics to the farthest distance in the covariance matrix. table 3: cluster formation process lhc to achieve he vision agglomeration schedule stage cluster combined coefficient s stage cluster first appears next stage cluster 1 cluster 2 cluster 1 cluster 2 1 1 12 9.609 0 0 20 2 22 23 23.015 0 0 19 3 9 10 50.064 0 0 6 4 24 25 77.929 0 0 13 5 7 8 108.903 0 0 14 6 9 16 142.696 3 0 15 7 4 20 178.187 0 0 13 8 17 18 215.328 0 0 17 9 14 26 253.077 0 0 14 10 2 3 293.874 0 0 16 11 6 15 335.251 0 0 15 12 13 19 377.347 0 0 19 13 4 24 428.152 7 4 18 14 7 14 480.322 5 9 16 15 6 9 535.159 11 6 17 16 2 7 600.218 10 14 20 17 6 17 673.976 15 8 22 18 4 5 758.321 13 0 21 19 13 22 855.691 12 2 24 20 1 2 963.939 1 16 21 21 1 4 1082.238 20 18 23 22 6 11 1201.709 17 0 24 23 1 21 1392.135 21 0 25 24 6 13 1586.157 22 19 25 25 1 6 2050.982 23 24 0 furthermore, from the graph (figure 2), it can also be analysed that the 25 stages of data agglomeration are finally summarized into 3 main stages, namely the formation of cluster 1, the formation of cluster 2 and the merging of cluster 1 and cluster 2. a. clustering formation 1 the process of forming cluster 1 goes through 6 stages of agglomeration. from the agglomeration process, it can be seen that in cluster 1 the most important thing is the education of lecturers who animates all indicators in cluster 1. b. clustering formation 2 the process of forming cluster 2 occurs through 6 stages of agglomeration. broadly speaking, cluster 2 produces human capital lecturers who have the skills to carry out their duties as university lecturers. international journal of human capital management, vol. 6 (1), june 2022 62 | p a g e c. formation of the merger of cluster 1 and cluster 2 the merging of the characteristics of cluster 1 and cluster 2 occurs after the formation of all clusters of human capital lecturers in cluster 1 and cluster 2. from the agglomeration analysis it is explained that the third stage is the merging of the education group of lecturers from cluster 1 and the group of lecturers' skills from cluster 2. the end of cluster 1 is cantered on the characteristics of lecturers' education, while in cluster 2 all indicators are cantered on the characteristics of lecturers' skills. thus, it can be concluded that lecturer education is the main factor in producing lecturer's human capital skills in building higher education. at each stage there is a merger of the characteristics of the lecturer human capital indicator through the process of proximity or the most similar of its covariates (everitt et al, 2011), so that the lecturer education indicators are understood to have characteristics that are closely related to the individual abilities of lecturers which will affect the group consisting of lecturer academic positions. (jad), competence, attitude, honesty, organizational and leadership skills, and groups consisting of scientific publication design, scientific, creative and technical fields. the knowledge possessed by the lecturer will also play a role in influencing the entrepreneurial ability of the lecturer. lecturer proficiency indicators have characteristics that are closely related to work experience that will play a role in influencing the group, namely emotional intelligence, innovation, and motivation, then with flexibility and loyalty groups, which in turn will play a role in determining the future career of lecturers. lecturers in developing groups, namely research, community service, group abilities and lecturers' commitment to work. the hierarchical grouping method in establishing the role of he vision's lecturer human capital began to be formed from the simplest, single link, also known as the closest neighbour technique. it was first described by florek et al. (1951) and later by sneath (1957) and johnson (1967), the distance between indicators as the closest pair of characteristics (everitt et al, 2011) as a pair of lecturer human capital indicators consists of one indicator in each cluster which is considered as the process of each indicator lecturer on human capital in achieving the university's vision. conclusion this research resulted in three main studies, namely research indicators, the factors that formed and the process of forming the human capital of university lecturers. the number of initial indicators studied to understand the concept of human capital for lecturers in this study was 34. the results of the validity analysis turned out to be only 28 indicators that could be used for further research and in the analysis of these factors were reduced again to 26 indicators that can explain the results of this study. higher education human capital lecturers who can achieve the vision of higher education are divided into four main sources. all of the formed factor components have the characteristics of knowledge, skills, abilities and behavior and are named core components, supporting components, processing components and output components. the core component consists of core indicators in achieving the university's vision. the supporting component consists of additional indicators, the processing component consists of process indicators that will carry out higher education business processes, while the output component consists of lecturer human capital indicators that are able to produce university outputs that are expected in the future. the results of this analysis recommend that universities be able to focus on fostering the education and skills of lecturers to achieve the vision of superior tertiary institutions, as the results of the dendrogram analysis inform that the process of lecturer human capital in achieving the vision international journal of human capital management, vol. 6 (1), june 2022 63 | p a g e of superior universities leads to two main clusters as the cause, namely education. lecturers and lecturer skills. lecturer education has a role in building the individual abilities of lecturers, lecturer academic positions (jad), competencies, attitudes, honesty, organizational skills, leadership, scientific publications, design works, scientific fields, creativity in technical knowledge and building lecturer entrepreneurship. indicator. lecturer skills play a role in building work experience, emotional intelligence, innovation, and motivation, flexibility in work, loyalty, career, research, community service, group skills and lecturer commitment to work. references afiouni, f. 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(2005). küçük ve orta ölçekli işletmelerde yeniden yapilanma stratejileri. ankara: nobel yayınevi. isbn 978-605-9663-06-9. international journal of human capital management, vol. 6 (2), december 2022 120 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 6, no. 2, december 2022, p 120-135 the implications of transformational and transactional leadership on organizational commitment asrarudin management department, faculty of economics, institut bisnis dan informatika kosgoro 1957, jakarta, indonesia asrarudinmau@gmail.com abstract this research is a literature review that examines various literatures on the implication transformational and transactional leadership. the purpose of this research is to find out the implications of transformational and transactional leadership on organizational commitment; similarities and differences behaviors of transformational and transactional leadership towards organizational commitment. the method used in this research is integrative literature review which assesses, criticizes, and synthesizes different literatures to create new theoretical framework. this research finding shows that transformational and transactional leadership have implications on the commitment of each employee to the values and goals of the organization. transformational leadership builds long-term relationship while transactional leadership builds short-term relationships with subordinates based on shared goals and rewards are given when subordinates are able to achieve goals and vice versa sanctions are given if the goals cannot be achieved. creative and innovative behavior is not the main thing but status quo is important. keywords: organizational commitment, transformational leadership, transactional leadership received: 19 june 2022 accepted: 20 december 2022 publish: december 2022 how to cite: asrarudin. (2022). the implications of transformational and transactional leadership on organizational commitment. international journal of human capital management, 6 (2), 120135. https://doi.org/10.21009/ijhcm.06.02.10 http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 6 (2), december 2022 121 | p a g e introduction leadership is a very fundamental area of interest for every organization, an organization without an effective leader is like a plane without a pilot, a leader without an organization is like water without a container. leaders and organizations are two sides of a coin, they need each other and cannot be separated. various research results show that effective leadership can inspire subordinates and improve performance (mirsultan & marimuthu, 2021). in principle, leadership transmits values to provide opportunities for all human elements fairly and equitably to develop their competencies in order to be able to improve individual and organizational performance. many leadership theories discussed by scientists and presented in various literatures, but basically shared leadership is seen as a meta-theory of leadership. shared leadership is built on the philosophical assumption that everyone is able to share the burden and responsibility of leading (kleefstra, 2019). in today's post-modern business world, organizations face several dynamic problems. organizations need leaders not only have competence but also the willingness and motivation to learn and adapt to changes in the external environment. modern world is characterized by very fast changes and increasingly competitive society. organizations must have the capacity to adapt to the changing environment to achieve competitive advantage. innovative leadership roles are needed to deal with the uncertainty of the changing organizational environment. the inability to innovate raises the risk of organizational failure to achieve the desired goals. therefore, leaders must be able to create a climate of innovation to increase competitiveness and organizational sustainability (alharbi, 2021). organizations are forced to search for effective and innovative leaders to be able to adapt to a new, highly dynamic work environment. transformational leadership is able to develop an innovative culture and significantly influences the achievement of employee performance and commitment to organizational values (agha et al., 2019). the domain of transformational leadership is increasing the maturity and motivation of subordinates through inspiration and interaction between leaders and subordinates which aims to build mutual trust and motivation (lai, 2019). another leadership style that is interesting to examine is the transactional leadership style. this leadership style is not contradicted with the transformational leadership style but complements and reinforces each other. theories about transactional leadership styles can be found in various leadership literatures, such as (mwakajila & nyello, 2021) that transactional leadership style is oriented towards subordinate compliance and expects rewards. this research is a conceptual-theoretical study of transformational and transactional leadership and their implications on organizational commitment. the references adopted are upto-date research results in the field of human resources management and human capital regarded as a very strategic element in every organization, both government organizations and private organizations (kamase & gani, 2020). human resources is the main driver of effectivity and efficiency of organizations. no matter how sophisticated the organization's technology is, the competence of human resources or human capital, especially soft competence plays a very fundamental role to increase the productivity and competitiveness of the organization. the level of employee commitment is a critical factor for the sustainability of the organization. to function effectively, the organization must be able to retain qualified workers who are committed to the values and goals of the organization (ahmed et al., 2021). thus, commitment of human resources is the key word to achieve organizational productivity and competitiveness in the current digital era. (benazir & iqbal, 2015) reveals that commitment of human resources to organizational values is a determinant factor, not only productivity and loyalty but also customer satisfaction, organizational reputation and stakeholder values. the commitment of human resources to the values and goals of the organization is not born but is made facilitated by leadership style. in this context, leadership style is an umbrella for the formation of the commitment of the human element to sustainable organizational values and goals. international journal of human capital management, vol. 6 (2), december 2022 122 | p a g e transformational and transactional leadership styles in an organization have a strategic role and very essential to further studied. human resource studies continue to undergo transformation along with the findings and practices of researchers and practitioners in the field of human resources. in this context, organizational commitment is one of the explicit and implicit features and energies of the workforce that has strategic meaning for large and small-scale organizations. some experts provide an understanding of organizational commitment, such as (raman, 2021) writes that organizational commitment as affiliation, self-identity and workforce involvement in organizational values and goals and is a determinat factor for effectiveness, productivity and performance. organizational commitment is the psychological bond of each individual to the vision and mission of the organization (nishanthi & perera, 2020). leadership has a very vital role in the achievement of individual and team organizational performance (alnesr & ramzani, 2019). leadership style has relationship with the formation of individual commitment to organizational values and goals, transformational leadership has relationship with workforce commitment to organizational effectiveness and productivity (nishanthi & perera, 2020). other researchers also found that workforce commitment affects organizational performance and productivity (meeme julius m’lingera & kiende hellen guantai, 2020). in addition, transformational and transactional leadership also have relationship with individual commitment to the organization (djamaludin & ali, 2019). based on the above description, this research attempts to answer (1) does conceptually and theoretically transformational leadership have implications on organizational commitment? (2) does conceptually and theoretically transactional leadership have implication on organizational commitment? and (3) do conceptually and theoretically transformational and transactional leadership have similarities and differences behaviors of towards organizational commitment? literature review organizational commitment winning the competition between enterprises is very much determined by the commitment of workers in the organization. how to mobilize the commitment of workers to increase productivity and organizational performance requires the right leadership competencies. many research results reveal that employee commitment has a positive effect on organizational performance (zhao & sheng, 2019). organizational commitment has at least three components: normative, instrumental and emotional (seco & teixeira, 2019). the concept of organizational commitment is a concept that has recently been frequently studied by management scientists for the interest of knowledge enrichment on human behavior. it is a very decisive element for performance and productivity to push organizational competitiveness. this is why each individual in an organization should have commitment to work collectively to achieve organizational goals and obejective. without individual and collective commitment the organization is faced with potential failure. it is so precious commitment is regarded as the heart of the organization (butali & njoroge, 2020). commitment indicates an emotional bond and loyalty to the organization (zeuch, 2016) while (waheed akhtar et al., 2017) writes that organizational commitment is a strong individual self-identity and loyalty to organizational values and goals. individual commitment to organization is a leadership stylefacilitated behavior change. organizations strive consistently and continuously to increase individual commitment as persistent efforts to improve work efficiency and productivity (aksoy et al., 2018). in principle, commitment is a characteristic, trait or personality that influences organizational behavior in the decision-making process at various management levels (ziapour et al., 2017). organizational commitment is an individual's attitude towards organizational values and emotional ties to achieve organizational goals (az, 2017). organizational commitment can international journal of human capital management, vol. 6 (2), december 2022 123 | p a g e increase individual participation in the decision-making process and demonstrate essential behaviors to assess individual intentions towards achieving organizational targets (az, 2017). organizational commitment consists of three dimensions: affective commitment, continuous commitment and normative commitment, mayer and allen (1991) rewritten (rusu, 2013). affective commitment is the most consistent element and has a significant effect on organizational outcomes. a similar view is expressed by (syafi, 2019) that affective commitment is a form of emotional involvement in organizational values and changes. meanwhile (gulluce et al., 2016) defines affective commitment as an emotional commitment that integrates with the organization. affective commitment is not passive loyalty to the organization (seco & teixeira, 2019). the second dimension of organizational commitment is continuance commitment. mayer and allen in (az, 2017) define continual commitment is consideration of costs when leaving the organization. continuity commitment as a perception of financial and non-financial costs if leaving the organization (hamidi et al., 2017). furthermore (henderson & manag, 2019) defines continuance commitment as a high opportunity cost when leaving the organization. considerations of financial or non-financial cost and benefits determine whether or not someone leaves the organization. (nishanthi & perera, 2020). the last dimension is normative commitment as a sense of responsibility of the workforce towards the organization (butali & njoroge, 2020). thus, normative commitment is a labor bond to the values and goals of the organization based on a sense of responsibility and feelings of obligation as an inseparable part of the organization. hence, organizational commitment is a positive attitude and psychological bond of each individual towards the goals and values of the organization. the relationship of each individual with the organization can be harmonious and productive if each individual provides support, care and positive contribution to the development and sustainability of the organization and on the other hand the organization provides proportional benefits commensurate with the quality of life of each individual. in this sense, people and the organization have mutually beneficial relationship. transformational leadership leadership has a vital role in the process of forming organizational commitment, competitiveness and sustainabilily of the organization. the role of the leader is very strategic in every organization, both government and private organizations. for that reason, leaders have the competence and integrity to be able to instill vision, mission, trust, commitment, and values in every individual in the organization. to achieve these goals, leadership style is very decisive. leadership is the process by which individuals/leaders influence the behavior and actions of others to achieve desired goals (paraskevi et al., 2021). leadership as an effort to involve others to complete work in an effort to achieve goals (nair et al., 2021). to achieve organizational goals requires the right leadership style, one of which is a transformational leadership style. the transformational leadership was introduced by james mcgregor burns in 1978. burns analyzes the ability of leaders to understand employee inspiration for commitment and ethics. (seco & teixeira, 2019). since then, there has been a lot of literature and research examining transformational leadership that proposes various concepts, including (kazmi & naaranoja, 2013) defining transformational leadership as the ability to transform the ability of the workforce, team performance and the company's potential to achieve the expected results. tung (2016) cited by (agha et al., 2019) states that transformational leadership can develop an innovative culture and is a very decisive factor for organizational performance. transformational leadership is an effort to empower subordinates or others to complete tasks innovatively and creatively and not to be status quo (elshanti, 2017). transformational leadership as the ability to internalize organizational cultural values to all individuals in the organization that can provide mutual benefits between individuals and the organization consistently and sustainably (asrarudin et al., 2020). transformative leaders put forward the values of togetherness and partnership between leaders and their subordinates. reciprocal-productive relationships like this are mutually beneficial emotional international journal of human capital management, vol. 6 (2), december 2022 124 | p a g e relationships. interactive relationships with subordinates or other people build mutual trust, loyalty, inspire, develop commitment, and self-control to push organizational performance (dargahi, 2017). there are three ways to improve organizational performance through transformational leadership roles (chen & peng, 2017): first, the adaptability and speed of the organization to respond to changes in the external environment; second, using strategic innovations that are beneficial for organizational development; and third, encouraging workers to find creative ways to solve organizational problems. this is why, transformational leadership is a leader who can form a strong group identity; enhance cooperative relations; and a role model for all individuals to establish harmonious relationships, mutual respect and care among group members in order to be a productive group. for that purpose, transformative leader should understand the needs, values, and aspirations of each individual to form harmonious and productive relationships between individuals to achieve organizational goals and values. this leadership style empowers and engages subordinates in creative and innovative processes that promote growth and change rather than maintaining the status quo (mohamed & otman, 2021). in fact, this leadership builds individual interests with collective interests to achieve transcendental goals through increasing morale, motivation and performance. transactional leadership leadership style is a manifestation of a leader's behavior in carrying out his leadership. transactional leadership style is one of the interesting leadership styles to be studied conceptuallytheoretically. leadership style in this study is defined as a relatively consistent pattern of behavior in motivating, directing and influencing others to achieve the desired goals. there are several factors that can influence a person's leadership behavior, including cultural background, education, and the situation (djamaludin & ali, 2019). transactional leadership is the leader's ability to understand and fulfill subordinates’ needs after completing the task (chiang & wang, 2012). other researchers (hamstra et al., 2014; lai, 2019) defines transactional leadership as a reciprocal relationship between leaders and subordinates in which the leader expects shared goals to be achieved and subordinates expect rewards in return to job performance. while (kateb & ramanathan, 2019) reveals that transactional leadership is the ability to provide tangible and intangible benefits to subordinates in returns to performance. in this case the leader motivates subordinates with a positive or negative behavioral approach to achieve the shared goals. positive behavior is the award or recognition by the leader to subordinates for the achievement of agreed targets while negative behavior is a sanction or punishment given to subordinates for failure to achieve goals. another perspective (mugizi et al., 2019) transactional leadership is also called managerial leadership style, in this case the leader emphasizes compliance with the agreement to obtain rewards and punishments. thus, transactional leaders work according to the rules, procedures, and norms that apply in the organization. in other words, this style of leader forms relationships with subordinates based on short-term interests. transactional leaders in principle use various incentives to increase the motivation of subordinates, rewards and punishments are performance instruments. the focus of this leadership style is discipline and task completion. this leadership style is the chain of command where the leader becomes dominant, empathy, creativity and innovation are not essentials (alharbi, 2021). transactional leadership style behavior is determined by two components, namely management-by-exception (active) and contingent reward (mwakajila & nyello, 2021). management-by-exception is a practice in controlling and monitoring activities by leaders to achieve desired outcomes while contingent reward is a managerial activity in providing incentives based on the results achieved. these two components are very influential on the performance of individuals and organizations that push organizational competitiveness. international journal of human capital management, vol. 6 (2), december 2022 125 | p a g e methodology this study is qualitative research and the method used is integrative literature review which systematically analyzing, evaluating, and synthesizing relevant scientific research results on transformational and transactional leadership and their implications on organizational commitment to find a solid basic for development of sciences, technology and the development of new theories (snyder, 2019). data collection data and information in this research are adopted from various national and international scientific journals published from 2012 to 2021 about transformational and transactional leadership and organizational commitment. data analysis this research examines the literature on the concepts, theories and research results on transformational leadership, transactional leadership styles and organizational commitment which is partially analyzed and evaluated to find out the implications of transformational and transactional leadership on organizational commitment. evaluating in this study is defined as a process of assessing, selecting, criticising, and supporting the attributes of transformational and transactional leadership and their implications on organizational commitment. while analysis in is defined as an effort to compare, equate, differentiate various concepts and theories on transformational and transactional leadership and their implications on organizational commitment. result and discussion relationship between transformational leadership and organizational commitment organizational commitment and leadership style are important and decisive factors (alnesr & ramzani, 2019). leadership is an integral part of the work environment that can influence the attitudes and behavior of workers in any organization (belias et al., 2015). in other words, leadership behavior has a strategic role for effectiveness and efficiency at all levels of organizational management. leadership attitudes and behaviors have a very broad impact on productivity, performance and competitiveness of the organization. to form organizational commitment requires the right leadership style. transformational leaders are role models for their subordinates (schmitt et al., 2016). transformational leaders are considered as charismatic leaders who are able to direct and influence subordinates to achieve the organization's vision and mission (choi et al., 2016). a relevant view is also put forward by (mugizi et al., 2019) that transformational leaders can increase self-confidence, workforce expectations and change behavior to strengthen commitment to organizational values and goals. transformational leadership emphasizes the relationship between leaders and subordinates on the basis of moral, inspirational and trustworthiness to achieve common goals. james mcgregor and bernard m. bass (1985) cited by (choi et al., 2016) reveals that there are four dimensions as characteristics of transformational leadership: idealized influence; inspirational motivation; intellectual stimulation; and individualized consideration. each dimension has different meaning and way of influencing other people or subordinates. idealized influence describes that the leader is considered as a role model, motivator and can build relationships with other people or subordinates on the basis of trust and mutual respect (meeme julius m’lingera & kiende hellen guantai, 2020). inspirational motivation is the leader's ability to motivate others to achieve the expected goals. in this case, the leader has the capacity to clearly explain the vision, mission of the organization (bayram & dinç, 2015). intellectual stimulation international journal of human capital management, vol. 6 (2), december 2022 126 | p a g e shows that transformative leaders provides challenges and introduces creative and innovative ways to complete a job with an unusual effective method (abouraia & othman, 2017). individualized consideration, in this principle the leader provides trust and mutual respect between the leader and subordinates. leaders provide direction or coaching, mentoring and attention to others or subordinates (pongpearchan, 2016). based on the concept review, it is necessary to clasify functional attributes, accompanying attributes and implications of transformational leadership as follows: table 1. attributes of transformational leadership functional attributes accompanying attributes implications/impact idealized influence trust build creativity, innovation, and courage to think and get the job done differently vissions all employees have the same long-term goals shared risk collegial work, failure to achieve targets is not merely a failure of subordinates mutual respect initiative, responsibility and participation in solving problems can be built integrity honesty, fairness, transparency and accountability are the basis of the relationship between leaders and subordinates inspirational motivation committed to objectives leaders and subordinates work together to achieve goals role model fostering subordinates' trust in the leader and building the authority of the leader enthusiastic encourage enthusiasm and curiosity of subordinates communication build mutual understanding, cooperation, solidarity, empathy, and responsibility intellectual stimulation rasionality transfer of knowledge and skills to subordinates to solve problems effectively and efficiently individual consideration attention to individuals cultivate recognition and trust in the leader problem solving solutive approach to problems does not depend merely on the leader, developing creative and innovative behavior to solve problems or minimize risk listening subordinates feel valued and recognized for their existence, performance, productivity and loyalty mentoring difficulties or obstacles experienced by subordinates can be managed empowering the potential of subordinates is developed and managed to increase productivity and performance notes: analyzed from cited resources the table of functional attributes and accompanying attributes of transformational leadership above shows that the functional attribute of idealized influence has five accompanying attributes, each of which has implications. accompanying attribute of trust has implications for creativity, innovation and the courage to think differently from leader to complete tasks. mutual trust is a very strong glue between leaders and subordinates that fosters a sense of belonging, loyalty, discipline and commitment of subordinates to the values and goals of the organization. accompanying attribute of vision has implications on the common goals of all in the organization, being able to unite all human resource competencies to form a unified force in achieving the long-term goals of the organization. accompanying attribute of shared risk has implications for collegiality and solidity in work, not blaming each other if targets fail to be achieved. thus, creating a conducive work environment to build courage, self-confidence, creativity and innovation of subordinates carrying out their obligations is increasingly awakened, not overshadowed by the fear of being penalized if they are unable to achieve their goals. international journal of human capital management, vol. 6 (2), december 2022 127 | p a g e accompanying attribute of mutual respect has implications for the courage to take the initiative, responsibility and cooperation to complete tasks and obligations, understand each other's strengths and weaknesses and build positive synergy in team work to produce the desired outcome. accompanying attribute of integrity has implications on being honest, fair, transparent and accountable as the principle of the relationship between leaders and subordinates. the principle of integrity sustains productive relationships and builds long-term sustainable commitments. the functional attribute of inspirational motivation has 4 accompanying attributes, each of which has an implication. accompanying attribute of commitment to goals has implications for productive collaboration and positive synergy between leaders and subordinates to achieve organizational goals. such collaboration lasts for a long time as long as the organization exists. accompanying attribute of role model has implications for the growth of leadership authority because subordinates regard the leader as a role model. in this context, the policy or direction of the leadership is considered a collegial decision, respected and obeyed by subordinates to guarantee it can run effectively. the consistency of a mutual trust relationship between the leader and subordinates breeds subordinates' compliance and loyalty to collegial policies which in principle creates a long-term commitment of subordinates to the values and goals of the organization. accompanying attribute of enthusiasm has implications on the spirit of subordinates to be curious about changes in the internal and external environment of the organization. this encourages initiative and quick response to find way out to resolve the possible negative impact of the changes to ensure the effectiveness of policies in a sustainable effort towards the achievement of organizational goals. accompanying attribute of communication indicates that communication is an effective medium for establishing productive trusting relationships, mutual understanding, cooperation, solidarity, empathy, and responsibility which have implications for ongoing commitment to organizational values and goals. the functional attributes of intellectual stimulation consist of three accompanying attributes. accompanying attribute of rationality shows that the productivity of a trusting relationship between leaders and subordinates is characterized by the transfer of knowledge, skills, and transformative behavior to increase the competence of subordinates to complete their tasks effectively and efficiently. accompanying attribute of personal attention shows that every individual in the organization gets the same treatment on the principles of fairness and transparency, thereby creating mutual trust. accompanying attribute of solving problems has implications on the solutive approach to problems, not merely depending on the leader, developing creative and innovative behavior in solving problems or minimizing risk. the functional attribute of individual consideration has three accompanying attributes. accompanying attribute of listening indicates that the leader has the ability to hear and appreciate initiatives, criticisms, and input from subordinates which has implications on productivity, loyalty, and commitment to organizational values and goals. accompanying attribute of mentoring means that the leader has competencies to overcome subordinates’ obstacles in an effort to complete tasks effectively and efficiently to achieve organizational competitiveness. accompanying attribute of empowering indicates that the leader utilizes the competencies of each individual in the organization to achieve productivity and performance. based on the review, transformational leadership has implications on the commitment of each individual to the values and goals of the organization, building mutually beneficial emotional relationships between leaders and subordinates, developing the intellectual abilities of subordinates and leadership regeneration as a moral agent. commitment to organizational values and goals is long-term and sustainable rather than short-term goal-oriented. this finding is in line with research results (mohamed & otman, 2021) confirming that transformational leadership is a significant resource international journal of human capital management, vol. 6 (2), december 2022 128 | p a g e that can affect organizational commitment and performance as well as (mango, 2018) reveals that the outcome of transformational leadership is achieving workforce commitment and performance. some of the research results above show that transformational leadership is a leadership model that can change the management of internal organizational resources and placing the productive behavior of human resources as essential to improve performance and commitment. this perspective is in line with statement of (liu et al., 2015) that transformational leadership is the behavior of leaders who build interactive relationships on the basis of strong mutual trust and shared values. it is further explained that this reciprocal relationship on the basis of this partnership provides opportunities for subordinates to think creatively in solving problems based on intellectual stimulation. relationship between transactional leadership and organizational commitment as described in the theoretical framework that the role of leadership is very essential to achieve organizational goals. behavioral theorists explain that leadership behavior is not the leader's property (knowledge and skills) but emotional attribute that determines the success and effectiveness of leadership (sahin g & k, 2016). it was further explained that one of the most important leadership roles is the emotional role whose purpose is to meet the social and psychological needs of the workforce. transactional leadership is a leadership style based on a reward and punishment approach. transactional leadership assumes that the workforce has low self-motivation or even no self-motivation at all. therefore, rewards or incentives play an important role in building work motivation as stated by (mugizi et al., 2019) that rewards (incentives) are the main motive for achieving goals and punishment as a motive for compliance. the main characteristic of transactional leadership is the reciprocal relationship between the leader and subordinates on the basis of mutual agreement. the leader determines the goals to be achieved, if the workforce is able to achieve the goals then he or she will be rewarded and vice versa if the goals are not achieved he or she will be punished (rodrigues & ferreira, 2015). transactional leadership has implications for commitment to task values, not commitment to organizational values and goals (mwakajila & nyello, 2021) but nevertheless can affect individuals, group and organizational performance. the commitment of the workforce to the task is short-term based on the agreement between the leader and subordinates. this collective agreement ends when the goals or objectives assigned by the leadership have been achieved. because the relationship between the leader and subordinates is transactional, the result oriented becomes the main focus, the greater the incentives or recognition given by the leader, the higher the commitment and loyalty of subordinates (mugizi et al., 2019). thus, if the incentives or rewards given are low then the commitment and loyalty of subordinates are also low or in other words the level of commitment is determined by the amount of incentives promised/given. (alharbi, 2021) argues that transactional leadership can increase enthusiasm and motivation, but empathy, creativity and innovation are difficult to develop. this concept is in line with the research results by asiimwe et al., (2016) and dzomonda et al., (2017) rewritten by (mwakajila & nyello, 2021) that transactional leadership has positive and significant effect on business performance but has no effect on business performance corporate finance where creativity and innovation are indispensable. reciprocal relationship between leaders and subordinates can increase productivity and motivation but empathy, creativity and innovation do not get adequate proportion (alharbi, 2021). bass & avolio (1997) quoted by (rana et al., 2016) mentions that there are three components of transactional leadership: (1) contingent reward, defined as an award or incentive given by the leader to subordinates in return to achievement; (2) active management by exception which mean that continuous control or supervision of subordinates to make sure targets can be achieved; and (3) passive management by exception which indicates that leadership involvement is needed when subordinates experience hardship or mistakes in completing tasks. based on the international journal of human capital management, vol. 6 (2), december 2022 129 | p a g e review, it is important to categorize functional attributes, accompanying attributes, and implications of transactional leadership as follows: table 2. attributes transactional leadership functional attributes accompanying attributes implications/impact contingent reward reward and punishment reward is provided if the target is achieved and penalty is given if workforce fails to achieve the target. committed only to short-term tasks rather than adherence to organizational values and goals. result oriented doing various ways and sometimes can ignore ethics incentives the bigger the incentive, the higher the motivation active management by exception direct control strict supervision to ensure shared goals can be achieved short-term oriented continuity of work and the negative impact of achieved goals are not concerns of management creativity is not priority thinking and behaving creatively is not the main priority leaders and subordinates hard to develop the leader's relationship with subordinates on the basis of a short-term agreement leaders could be bottleneck the creativity and courage of subordinates do not develop well passive management by exception leader intervenes if needed involvement of the leader is needed only when subordinates are not able to complete the work or do not achieve the target higher risk of job security then the greater failure to reach the target notes: analyzed from cited resources table 2 shows that transactional leadership has three functional attributes: contingent reward, active management by exception and passive management by exception. contingent rewards have three accompanying attributes: reward and punishment, result-oriented, and incentives; active management has five accompanying attributes: direct control, short-term goals, creativity is not a priority, leaders and subordinates are difficult to develop, and leaders become bottlenecks; and passive management has one accompanying attribute: leader involvement when needed. accompanying attributes of reward and punishment have implications in which incentive is provided if the subordinate is able to achieve the goals and conversely sanctions is given if the goals cannot be achieved. this has more impact on the commitment of subordinates to the organization, subordinates are only committed to their duties and responsibilities given by the leader. accompanying attributes of results-oriented indicates that subordinates are motivated to work hard to be able to achieve the goals/targets who sometimes ignores ethical and aesthetic to avoid sanctions. this condition has an impact on the implications of subordinates' short-term commitment to the organization. accompanying attributes of incentive has implications on motivation, the greater the incentives promised by the leader, the higher motivation and vice versa the fewer incentives, the lower motivation of subordinates to achieve goals. accompanying attributes of direct control has impact on the psychological pressure of subordinates in carrying out their obligations which potentially curb creativity and innovation development. such work environment does not support the courage of subordinates to take initiative and risks to cope with the challenges. accompanying attributes of short-term goals have implications for the relationship between leaders and subordinates in accordance with shared goals and ignores the negative impact international journal of human capital management, vol. 6 (2), december 2022 130 | p a g e of achieving the goals. such relationship does not have implications for the long-term commitment of leaders and subordinates to the organization. accompanying attributes of creativity is not a priority has implications for restraining creative and innovative thinking in completing tasks-maintaining the status quo is important. accompanying attributes of leaders and subordinates are difficult to develop. in this sense creative and innovative behavior is not a priority sos is difficult to develop because of direct supervision by leaders. accompanying attributes of leader becomes bottleneck, this is because the leader control subordinates directly in carrying out their duties, status quo is more important than creativity. accompanying attributes of leadership involvement when needed, in this case the leader intervenes in a job when subordinates make mistakes. the leader does not provide consistent and continuous advocacy to complete the task that can constrain transfer of knowledge and technology. it can be concluded that transactional leadership builds short-term relationships with subordinates based on shared objectives. rewards or incentives are given when subordinates are able to achieve goals and vice versa sanctions are given if the goals or objectives cannot be achieved. such relationships creativity and innovation are not the priority but status quo is important. based on the description of functional attributes and accompanying attributes above, it can be concluded that transactional leadership builds short-term relationships with subordinates based on shared goals and objectives. rewards are given when subordinates are able to achieve goals and vice versa sanctions are provided if the goals or objectives cannot be achieved. suvh relationships, creative and innovative behavior are not the main thing but status quo is important. therefore, the transactional leadership style has implications for short-term tasks rather than longterm commitment to organizational goals and values. this finding is reinforced by research results, among others (zhu et al., 2012) that transactional leadership implies a commitment to the value of the task rather than a commitment to organizational values and goals. however, it can affect individual, group and organizational performance. the commitment of the workforce to the task is short-term based on the agreement between the leader and subordinates. this agreement ends when the goals or objectives assigned are achieved. being relationship between leaders and subordinates is transactional, the result-oriented becomes the main focus, the greater the incentives or recognition given by the leadership, the more commitment and loyalty of subordinates will be (mugizi et al., 2019). this concept is in line with research results of asiimwe et al., (2016) and dzomonda et al., (2017) recited by (mwakajila & nyello, 2021) revealed that transactional leadership has a positive and significant effect on business performance but does not affect the company's financial performance in a challenging business environment where creativity and innovation are needed. other researcher (alharbi, 2021) argues that transactional leadership can increase morale and motivation but empathy, creativity and innovation are difficult to develop. based othe description indicates that the transactional leadership has implications for short-term tasks rather than long-term commitment to organizational goals and values. transformational and transactional leadership with organizational commitment leadership behavior and trust are very fundamental attributes for the workforce commitment to organizational values and goals. leadership is defined as the ability to motivate, direct, guide, support, and influence the activities of subordinates to achieve the expected goals (rodrigues & ferreira, 2015). transactional and transformational leadership are different conceptually but related each other and uncontradictory. transactional leadership is based on a reward and punishment approach and transformational leadership based on emotional binding. how to influence and motivate subordinates to achieve goals is determined by the behavior of the leader (hamstra et al., 2014). transformative leaders influence subordinates intellectually to see challenging future with new international journal of human capital management, vol. 6 (2), december 2022 131 | p a g e perspectives while transactional leaders influence subordinates based on shared goals (hamstra et al., 2014). in this case transformational leadership is the behavior of leaders who are able to develop the intellectual competence of subordinates while transactional leadership is the ability of leaders to build compliance based on mutual agreements. northouse (1997) cited by (djamaludin & ali, 2019) reveals that the purpose of transformational and transactional leadership is the effectiveness of managing activities to increase commitment and avoid turnover. (mugizi et al., 2019) provide a different perspective that transformational leadership places mutual relationship, transforming subordinates into leaders as moral agents while transactional leadership builds relationships with subordinates according to the principle of mutual benefits based on contracts. different view is expressed by barbuto (1997) who is quoted by (mohamed & otman, 2021) that relationship between transformative leaders and subordinates increases morale and motivation while transactional leaders establish a status quo relationship with subordinates. transformational leadership is more effective than transactional leadership, but these two leadership styles have the same principle, namely changing human behavior (bush, 2018). table 3 below presents the similarities and differences between transformational and transactional leadership behaviors. table 3. similarities and differences of transformational and transactional leadership notes: analyzed from cited resources table 3 indicates that both transformational and transactional leadership have the same behaviors: influencing, motivating, guiding, and managing activities effectively to achieve organizational goals. however, transformational leadership has behavioral differences with transactional leadership. transformational leadership influences and directs subordinates towards future changes and challenges. in this case, subordinates are motivated to be able to adapt to changes in the internal and external environment of the organization which are sometimes unpredictable while transactional leadership is motivated to achieve shared goals along with the premise that if subordinates are able to achieve goals then they will be given rewards and on the contrary sanctions are given if they fail achieve the goal. transformational leadership seeks to develop intellectual competencies to be able to adapt to the development of the very dynamic internal and external environment of the organization. it is expected that subordinates will be able to take advantages of advances in communication and information technology to improve organizational capabilities and competitiveness. in other words, transformational leadership builds mutually beneficial relationships, futuristic, and has the transformational leadership behaviors vs transactional leadership behaviors similarities behaviors differences behaviors transformational and transactional leadership transformational leadership transactional leadership motivating and guiding subordinates to achieve goals directing and guiding subordinates to observe future changes directing and motivating to achieve the shared goals manage activities effectively to increase commitment, productivity, and performance develop the intellectual potential of subordinates increase short-term productivity building mutually beneficial relationships build relationships based on shared goals creating leader as moral agent increase motivation and productivity international journal of human capital management, vol. 6 (2), december 2022 132 | p a g e ability to anticipate future changes while transactional leadership seeks to encourage and develop the ability of subordinates to increase productivity. thus, transactional leadership is oriented towards the achievement of shared goals and changes in the present rather than in the future. another different behavior is that the transformational leadership has the ability to create leader as moral agent. creating leaders who carry out their leadership based on ethics and become role models for everyone while transactional leadership has the ability to influence subordinates to have high motivation to increase productivity based on short term-oriented. conclusion this research concludes that transformational leadership has implication on the long term and sustainable commitment of each individual to the values and goals of the organization, building mutually beneficial emotional relationships between leaders and subordinates, developing intellectual abilities of subordinates and creating leaders as moral agent; transactional leadership builds short-term relationships with subordinates based on shared goals. rewards are given when subordinates are able to achieve the goals and vice versa sanctions are given if the goals or objectives cannot be achieved. such relationships creative and innovative behavior are not the priority but status quo is important; both transformational and transactional leadership have the same behaviors: motivating, guiding, and managing activities effectively to achieve organizat ional goals; and transformational leadership seeks to develop intellectual competence of subordinates to be able to adapt to the development of the internal and external environment of the organization which is very dynamic, build mutually beneficial relationships, futuristic and has the ability to anticipate future changes while transactional leadership seeks to encourage and develop the abilities of subordinates to increase productivity based on short-term goals-oriented. references abouraia, m. k., & othman, s. m. 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(2017). correlation between personality traits and organizational commitment in the staff of kermanshah university of medical sciences in 2015. annals of tropical medicine and public health, 10(2), 371–376. https://doi.org/10.4103/1755-6783.208725 international journal of human capital management, vol. 6 (2), december 2022 56 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 6, no. 2, december 2022, p 56-68 the influence of emotional intelligence, organizational culture and team work on employee performance at the royale krakatau hotel, cilegon ranthy pancasasti pascasarjana universitas sultan ageng tirtayasa email: ranthy@untirta.ac.id aries pratama putra pascasarjana universitas sultan ageng tirtayasa fitri nuraisah pascasarjana universitas sultan ageng tirtayasa sofwah khalqiyah pascasarjana universitas sultan ageng tirtayasa abstract employee performance is a problem that needs attention to the organization, because employee performance will affect the quality of the organization in facing competition along with the times. therefore having quality human resources (employees) is needed so that organizational goals can be achieved and can improve employee performance in an organization. emotional intelligence, organizational culture and teamwork in previous studies can improve employee performance. the purpose of this research is to analyze a model that is expected to improve employee performance by involving emotional intelligence, organizational culture and teamwork. the novelty in this research is that there has not been any previous research that discusses emotional intelligence, organizational culture and teamwork on employee performance at the royale krakatau hotel, cilegon. the limitation of this study is only to analyze the influence of emotional intelligence, organizational culture and teamwork on employee performance at the royale krakatau hotel, cilegon. the research method is quantitative using a questionnaire with an ordinal scale of 10 points and the sampling technique is done by simple random sampling. the number of samples used was 120 employees to test the four (4) predetermined hypotheses. the structural equation model-partial least square (sem-pls) model was used to test the statistical significance of the path coefficient. the findings of the study explain that emotional intelligence has a positive but not significant effect on employee performance, organizational culture has a positive but not significant effect on employee performance, emotional intelligence has a positive and significant effect on organizational culture, emotional intelligence has a positive and significant effect on teamwork, organizational culture has a positive and significant effect on teamwork, teamwork has a positive and insignificant effect on employee performance. http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 6 (2), december 2022 57 | p a g e keywords: emotional intelligence, organizational culture, teamwork and employee performance. received: 15 october 2022 accepted: 29 november 2022 publish: december 2022 how to cite: pancasasti, r., et.al. (2022). the influence of emotional intelligence, organizational culture and team work on employee performance at the royale krakatau hotel, cilegoninternational journal of human capital management, 6 (2), 56-68. https://doi.org/10.21009/ijhcm.06.02.5 introduction employee performance is a problem that needs to be considered by the organization, because employee performance will affect the quality of the organization in facing competition along with the times. therefore having quality human resources (employees) is needed so that organizational goals can be achieved and can improve employee performance in an organization. the problems that are currently developing are phenomena in the field which indicate that there are various factors that affect employee performance at the royale krakatau hotel, namely emotional intelligence, organizational culture, and team work. along with this, the factors of organizational culture, emotional intelligence and team work are things that really need attention, their influence can be directly felt in terms of employee performance. table 1 customer complaint data for the royale krakatau hotel for the 2021 period month complaint total room f&b engineering januari 17 18 26 61 februari 12 23 25 60 maret 17 37 23 77 april 22 30 18 70 mei 36 22 13 71 juni 15 33 21 69 juli 18 22 20 60 agustus 22 9 12 43 september 16 15 13 44 oktober 17 18 21 56 november 22 12 18 52 desember 28 23 4 55 source: sales & marketing the royale krakatau hotel, 2022. based on table 1.1, it can be seen that changes in the number of fluctuating complaints mean that the services provided are less stable so that there is still a spike in the number of complaints indicating an employee performance problem. international journal of human capital management, vol. 6 (2), december 2022 58 | p a g e in order to provide the best service for customers, the management of the royale krakatau hotel, cilegon implements a strategy for implementing organizational culture within the company, namely by implementing the values that have been determined by the company to be shared by all members in the company. these values are used as standards or benchmarks by members to optimize and increase the productivity of the royale krakatau hotel company. the applied corporate culture is ikhlas culture (integrity, creative, reliable, loyal, accountable, synergy). to evaluate the implementation of the ikhlas culture, every year the royale krakatau conducts a culture internalization survey for every employee who works to measure the understanding and application of culture within the company. table 2 cultural internalization index 2020 & 2021 no cultural internalization index aspect 2020 2021 1 integritas 4.58 4.37 2 kreatif 4.53 4.38 3 handal 4.63 4.49 4 loyal 4.59 4.45 5 akuntabel 4.53 4.45 6 sinergi 4.56 4.46 index mean 4.57 4.43 source: hrd the royale krakatau hotel 2022. based on the explanation in table 1.2 of the cultural internalization index above, it can be seen that there has been a decline in the entire internalization index of cultural values from 2020 to 2021. this is because employees feel that the internalization of the company's cultural values has not been fully implemented. literature review emotional intelligence according to salovey and meyer in debora (2019) emotional intelligence is part of social intelligence, including the ability to categorize social emotions, including the ability to observe other people, and use that information to direct thoughts and actions. reynolds and miller in debora (2019) state that emotional intelligence can be interpreted as the ability to assess, express feelings appropriately, the ability to understand emotions, and the ability to regulate emotions which are useful for supporting emotional and intellectual development. goleman in arifin (2020) defines that emotional intelligence is a person's ability which consists of various abilities to be able to motivate oneself, endure frustration, control impulsive needs or impulses, not exaggerate pleasures or distress, be able to manage reactive needs, keeping it stress-free, not crippling the ability to think and the ability to empathize with others, as well as the principle of trying while praying. goleman also added that emotional intelligence is the other side of cognitive intelligence which plays a role in human activities which include self-awareness and impulse control, persistence, enthusiasm and self-motivation as well as empathy and social skills. emotional intelligence is more aimed at recognizing, understanding and realizing emotions in the right portion and efforts to manage emotions. international journal of human capital management, vol. 6 (2), december 2022 59 | p a g e according to ranthy et all (2021) emotional intelligence is defined as the ability or skill to control oneself, have high enthusiasm and perseverance, be able to motivate oneself to do something, and be able to interact well with others. organizational culture organizational culture is the values that guide human resources in carrying out their obligations and also their behavior in the organization. these values will provide answers whether an action is right or wrong and whether a behavior is recommended or not. according to fahmi (2017: 117) organizational culture is the result of the process of fusing the cultural and behavioral styles of each individual previously brought into a new set of norms and philosophies, which have energy and group pride in dealing with something and certain goals. organizational culture are the values that guide human resources in carrying out their obligations and behavior within the organization, hari (2019:4). furthermore, according to robins and judge (in sulaksono hari, 2015: 2) organizational culture is a system that is shared by all members of the organization that distinguishes one organization from another. organizational culture is the basis for orientation for employees to pay attention to the interests of all employees. then according to saiful (2018: 34), organizational culture is the basic philosophy of the organization which includes shared beliefs, norms and values that become these characteristics about how to do things in the organization. the indicators used in this study are integrity, creative, reliable, loyal, accountable, and synergy (corporate value the royale krakatau hotel, 2019) teamwork priskilla & santika (2019) stated that teamwork is the most important thing in an effort to improve the quality of performance and avoid miscommunication that can occur between employees and leaders. in addition, teamwork needs to be trained with aspects that are tailored to the company. a team is a group of people based on ability, working together and complementing each other to achieve the same goal (hanafi, 2016). team work produces coordination, so a team must make a good and effective contribution to an organization or company (silvani & triatmanto, 2017). one of the ideas put forward by pandelaki (2018), teamwork is carried out by several employees who have the same goals and strategies in achieving company targets. kelemba et al. (2017) revealed that through teamwork, employees within the company were able to share a lot of knowledge and experience. teamwork is an activity carried out by a number of people within a company (wulandari et al., 2020). the indicators used in this study are participatory leadership, responsibility, goal alignment, intensive communication, future focus, task focus, talent deployment, quick response (priskilla & santika, 2019). employee performance organizational success is determined by the performance of the human resources within the organization. in organizations it is necessary to increase the effectiveness of employee performance in order to create good work units within the organization. performance is the result of work in quality and quantity that can be achieved by an employee in carrying out his main duties and functions as an employee in accordance with the responsibilities assigned or given to him. according to hasibuan (2013) in mulyadi (2015), performance (achievement) is a result of work achieved by a person in carrying out the tasks assigned to him based on skills, experience, and sincerity. international journal of human capital management, vol. 6 (2), december 2022 60 | p a g e according to edison et al. (2016), performance is a process that refers to and is measured over a certain period based on predetermined conditions or agreements. in addition, according to wibowo (2016), performance is the value of a series of worker behaviors that contribute, both positively and negatively, to the completion of organizational goals. then according to kasmir (2016), performance is the result of work and behavior that has been achieved in completing the tasks and responsibilities given within a certain period. from the several definitions of performance above, it can be concluded that human resource performance is work performance or work results (output), both quality and quantity produced by a person in a certain time in carrying out his work in accordance with the responsibilities given. mangkunegara (2017: 67) argues that employee performance is the result of work in quality and quantity achieved by an employee in carrying out his duties in accordance with the responsibilities given to him. the indicators used in this study are quality of work, quantity of work, timeliness, effectiveness, independence, robbins (2019: 260). figure 1 research model source: processed in research, 2022 based on the description that has been explained in the framework of thought and previous research, the researcher can draw the design hypothesis as follows: h1: the better the emotional intelligence, the more employee performance will increase h2: the better the organizational culture, the higher the employee performance h3: the better the emotional intelligence, the better the organizational culture h4: the better the emotional intelligence, the better the teamwork h5: the better the organizational culture, the better the teamwork h6: the better the teamwork, the more employee performance will increase methodology the population in this study were all employees who worked at the royale krakatau hotel cilegon with 135 employees. the author takes the number of samples using a minimum limit of 5 x the number of indicators, 5 x 24 = 120 samples have also been fulfilled. where it is stated that for multivariate analysis the recommended number of samples is at least 5 times the estimated parameters as stated by ferdinand (2014: 185), sekaran in haryono (2017: 61). based on information from the two sources, the authors determine the number of samples to be distributed as many as 120 samples. methods of data collection in research by collecting questionnaires distributed to employees. and data analysis method with structural equation modeling (sem). international journal of human capital management, vol. 6 (2), december 2022 61 | p a g e result and discussion before testing the hypothesis, it is necessary to conduct a validity test to show how well a technical instrument or process measures a concept. in this study the validity test was carried out by looking at the values of convergent validity and discriminant validity. this validity test was used to test the measuring instrument used in this study, namely measuring the questionnaire used in this study. the following are the results of the validity test which can be seen in the image below: figure 2. outer model validity test source: processed in research, 2022 from figure 2 above, all variables from each indicator are > 0.60 so that they can meet the validity criteria. according to ghozali and latan (2015: 74) an indicator is declared valid if it has a loading factor value > 0.60. when all the loading factor values meet the requirements where the value is required > 0.60 so that the test can proceed to the next stage. apart from looking at the value of the loading factor, convergent validity can also be seen from the average variance extracted (ave) value which must be greater than 0.50 (ghozali & latan., 2015: 74). in this model the ave value of each variable is above 0.50 as shown in table 3 as follows: table 3 average variance exctracted (ave) variable average variance exctracted (ave) emotional intelligence 0.777 organizational culture 0.739 teamwork 0.761 employee performance 0.717 international journal of human capital management, vol. 6 (2), december 2022 62 | p a g e source: processed in research, 2022 in this model the ave value of each variable is above 0.50 and meets the criteria of convergent validity (validity). the conclusion is that all the variables in this study are valid because they meet discriminant validity. reliability test results after conducting the validity test, the next step is the reliability test. this reliability test was conducted to prove the accuracy, consistency and precision of the instrument in measuring variables. to measure the reliability of variables can be done in two ways, namely with crombach's alpha and composite reliability or what is often called dillon goldstein's rule of thumb which can be used to assess the reliability of variables that is above 0.70 (ghozali. i & latan. h, 2015: 75-77 ). the results of the reliability test can be seen in table 4 below: table 4 construct reliability dan validity variable cronbach’s alpha composite reability emotional intelligence 0.927 0.946 organizational culture 0.929 0.944 teamwork 0.954 0.962 employee performance 0.901 0.927 source: processed in research, 2022 from table 4 above the results of the reliability test show that crombach's alpha and composite reliability of all variables have values above 0.70. thus it can be concluded that all variables are reliable or fulfill the reliability test. structural model test results (inner model) after the research model passes the measurement test, it is necessary to carry out further testing, namely the inner model to find out the magnitude of the relationship (engagement) between the variables stated in the hypothesis. the first test of the inner model or structural model is carried out by looking at the r-square value presented in table 5 below : table 5 r square variable r square r square adjusted teamwork 0.962 0.961 organizational culture 0.751 0.749 employee performance 0.126 0.103 source: processed in research, 2022 international journal of human capital management, vol. 6 (2), december 2022 63 | p a g e from the table above it is known that the r-square value in the teamwork model is 0.962 which means that it is included in the strong category, organizational culture is 0.751 which means that it is included in the strong category and employee performance is 0.126 which means that it is included in the weak category. these results also mean culture organizations are influenced by emotional intelligence, teamwork and employee performance by 75%. the r square value of the teamwork variable is affected by 96.2%. test result testing the direct effect hypothesis in this study was carried out by looking at the acquisition of t statistics and p values. the t statistics and p values in smartpls are carried out through a bootstrapping process on models that have been declared valid and reliable. the results of the hypothesis are declared accepted if the value of t statistics > t table (1.960) or p values <0.05. these results can be seen in table 6 below: tabel 6 construct reliability dan validity hypothesis path coefficient original sample t statistic p value h1 emotional intelligence -> employee performance 0.246 0.405 0.000 h2 organizational culture -> employee performance 0.096 0.376 0.707 h3 emotional intelligence -> budaya organisasi 0.867 19.298 0.000 h4 organizational culture -> teamwork 0.210 3.282 0.001 h5 emotional intelligence -> teamwork 0.793 13.087 0.000 h6 teamwork -> employee performance 0.022 0.031 0.975 source: processed in research, 2022 from table 6 above the results of the bootstrapping test with smartpls 3.29 can be explained as follows: hypothesis 1: emotional intelligence has no significant positive effect on employee performance at the royale krakatau hotel cilegon. from these conclusions based on the p value of 0.686 ≥ 0.05. this means that the higher or lower the emotional intelligence, it does not affect performance. hypothesis 2: organizational culture has a positive and not significant effect on employee performance at the royale krakatau hotel cilegon. from these conclusions based on the p value of 0.707 ≥ 0.05. this means that the higher or lower the emotional intelligence, it does not affect performance. international journal of human capital management, vol. 6 (2), december 2022 64 | p a g e hypothesis 3: emotional intelligence has a positive and significant effect on the organizational culture of the royale krakatau hotel cilegon. from these conclusions based on the p value of 0.000 ≤ 0.05. this means that the higher the emotional intelligence, the better the organizational culture. hypothesis 4: emotional intelligence has a positive and significant effect on teamwork at the royale krakatau hotel cilegon. from these conclusions based on the p value of 0.000 ≤ 0.05. this means that the better the emotional intelligence, the teamwork will increase. hypothesis 5: organizational culture has a positive and significant effect on teamwork at the royale krakatau hotel cilegon. from these conclusions based on the p value of 0.001 ≤ 0.055. this means that the higher emotional intelligence, it will further improve employee performance. hypothesis 6: teamwork has a positive and insignificant effect on employee performance at the royale krakatau hotel cilegon. from these conclusions based on the p value of 0.878 ≥ 0.05. this means that the higher or lower teamwork, it does not affect performance. as for proving whether teamwork can be an intervening variable that mediates the effect of emotional intelligence and organizational culture on employee performance. in other words, mediation is related to how exogenous variables (emotional intelligence and organizational culture) can affect endogenous variables (employee performance). the results of the indirect effect test are presented in table 4.6 below: tabel 7 spesific indirect effect indirect effect original sample (o) sample mean (m) standard deviation (stdev) t statistics (|o/stdev|) p values emotional intelligence -> organizational culture -> employee performance 0.083 0.079 0.239 0.349 0.727 organizational culture -> teamwork -> employee performance 0.005 -0.004 0.147 0.031 0.975 emotional intelligence organizational culture -> teamwork -> employee performance 0.004 -0.002 0.129 0.031 0.975 emotional intelligence teamwork -> employee performance 0.017 0.037 0.574 0.03 0.976 emotional intelligence -> organizational culture -> teamwork 0.182 0.174 0.061 2.994 0.003 sumber: diolah dalam penelitian, 2022 based on the provisions above, the following are the results of the indirect effect: international journal of human capital management, vol. 6 (2), december 2022 65 | p a g e 1. indirect effect 1: shows that emotional intelligence through organizational culture has no positive and significant effect on employee performance because the tstatistic value (0.727) < ttable (1.96) and p value (0.005) > α (0.05). 2. indirect effect 2: shows that organizational culture through teamwork has no positive and significant effect on employee performance because the t statistic value (0.031) < t table (1.96) and p value (0.975) > α (0.05). 3. indirect effect 3: shows that emotional intelligence through organizational culture and teamwork has no positive and significant effect on employee performance because the t statistic value (0.031) <t table (1.96) and p value (0.975) > α (0.05). 4. indirect effect 4: shows that emotional intelligence through teamwork has no positive and significant effect on employee performance because the t statistic value (0.03) <t table (1.96) and p value (0.976) > α (0.05). 5. indirect effect 5: shows that emotional intelligence through organizational culture has a positive and significant effect on teamwork because the t statistic value (2.994) > t table (1.96) and p value (0.003) < α (0.05), meaning that good emotional intelligence will improve organizational culture, so teamwork will increase. conclusion by paying attention to the analysis and discussion in the previous chapter regarding the influence of emotional intelligence, organizational culture, and team work on employee performance at the royale krakatau hotel cilegon, the following conclusions can be drawn: 1. emotional intelligence has no effect on employee performance because tstatistic (0.418) < ttable (1.96) and p value (0.676) > α (0.05). with a path coefficient value of 0.246 which means that emotional intelligence has an effect of 24.6% on employee performance. this means that the better the emotional intelligence, the higher the employee performance of the royale krakatau hotel cilegon 2. organizational culture has no effect on employee performance because tstatistic (0.353) < ttable (1.96) and p value (0.724) > α (0.05). with a path coefficient value of 0.096 which means organizational culture has an effect of 9.6% on employee performance. this means that the better the corporate culture, the higher the employee performance at the royale krakatau hotel cilegon. 3. emotional intelligence has an influence on organizational culture because tstatistic (19.588) > ttable (1.96) and p value (0.000) < α (0.05). with a path coefficient value of 0.867 which means that emotional intelligence has an effect of 86.7% on organizational culture. this means that the better the emotional intelligence, the organizational culture at the royale krakatau hotel cilegon is increasing. 4. emotional intelligence has an influence on the teamwork arena statistic (12.362) > ttable (1.96) and p value (0.000) < α (0.05). with a path coefficient value of 0.793 which means that emotional intelligence has an effect of 79.3% on organizational culture. this means that the better the emotional intelligence, the greater the teamwork at the royale krakatau hotel cilegon. 5. organizational culture has an influence on teamwork because (3.099) > ttable (1.96) and p value (0.002) < α (0.05). with a path coefficient value of 0.210 which means organizational culture has an effect of 21% on teamwork. this means that the better the international journal of human capital management, vol. 6 (2), december 2022 66 | p a g e organizational culture, the teamwork at the royale krakatau hotel cilegon will increase. 6. teamwork has no effect on employee performance because tstatistic (0.353) < ttable (1.96) and p value (0.976) > α (0.05). with a path coefficient value of 0.022, which means that teamwork has an effect of 2.2% on employee performance. this means that the better the teamwork, the employee performance of the royale krakatau hotel cilegon will increase. suggestion theoretical suggestions it is suggested that other researchers can conduct further research related to emotional intelligence, organizational culture, and team work on employee performance. for further researchers, they can add other variables that can affect work performance such as work motivation, work environment, job satisfaction, leadership style and other variables that can affect employee performance. managerial advice  the results of this study prove that emotional intelligence can improve employee performance at the royale krakatau hotel cilegon. because of this, it is recommended to increase the indicator that gets the lowest index value on emotional intelligence so that employee performance can increase by increasing social skills so that employees are able to communicate effectively with others both verbally and nonverbally according to existing situations and conditions.  the results of this study prove that organizational culture can improve employee performance at the royale krakatau hotel cilegon. because of this, it is recommended to increase the indicator that gets the lowest index value on organizational culture so that employee performance can increase by increasing the creative culture so that employees always provide ideas (innovations) & concrete actions for the progress of the company, and open themselves to new insights and knowledge .  the results of this study prove that teamwork can improve employee performance at the royale krakatau hotel cilegon. because of this, it is recommended to increase the indicator that gets the lowest index value on teamwork so that employee performance can increase by increasing intensive communication, through clear and directed communication will help team members to know goals, targets, procedures, tasks and responsibilities each.  the results of this study prove that employee performance is good enough so it is suggested to increase the indicator that obtains the lowest index value on employee performance so that employee performance can increase by increasing the ability to work together (teamwork), through solid teamwork and mutual respect, will improve employee performance references alviani, l., & nuvriasari, a. 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(2016). pengaruh budaya organisasi dan gaya kepemimpinan terhadap kerjasama tim (studi pada karyawan pabrik gondorukem dan terpentin sukun perum perhutani kesatuan bisnis mandiri industri gondorukem dan terpentin ii, ponorogo). jurnal administrasi bisnis (jab)|vol. 37 no. 2 wulandari, n. l., sumadi, n. k., & swara, n. n. a. (2020). pengaruh self esteem, empowerment, dan teamwork terhadap kepuasan kerja karyawan pada pt. bpr tish di gianyar. jurnal widya manajemen, 2(1), 89-99. yani, a. s., & istiqomah, a. (2016). pengaruh kecerdasan intelektual dan kecerdasan emosional terhadap kinerja karyawan dengan profesionalisme sebagai variabel intervening (studi empiris terhadap pt. jne service center utara 1) 115 115 the effect of information systems, communications and career development to commitment in maritime higher education institute jakarta rosmayana aman jaya maritim academic janna.69ftr@gmail.com abstract this study aimed to determine the effect of system information, communications and career development of commitment to lecturer maritime higher education institute of jakarta. this study uses a quantitative approach with survey methods and data analysis techniques using correlation analysis and path analysis (path analysis).discussion: affordable population in this study is a lecturer in maritime higher education institute of jakarta with samples of 108 lecturer in technique proportional random sampling of each program of study maritime higher education institute of jakarta.the results showed that: (1) there is a direct positive influence on the commitment of information system; (2) there is a direct positive influence on the commitment of communication; (3) there is a direct positive influence on the commitment of career development; (4) there is a direct positive influence on information systems, communications, and career development together against of commitments. keywords: information system, communication, career development and commitment development of indonesian human resources will be the key to success in national development because humans are actors, implementers as well as development targets that will determine the success or failure of national development implementers in all fields. one such area is the field of education. education provides a view to looking into the future. education is an investment for the future of the nation and can be designed to prepare qualified, qualified, and moral human resources. jakarta high school of sciences (stip) as an echelon ii work unit within the ministry of transportation based on presidential decree no. 42 of 2000 on the school of shipping science and regulation of the minister of transportation number: km.68 of 2009 on the organization and working procedures of sekolah tinggi ilmu sayar has the task of organizing an academic education and / or vocational program in the field of shipping sciences, so stip is an educational and training institution that conducts training with the characteristics of producing graduates who have high competence with academic or vocational degree and have a strong physical and physical supportive attitude, discipline , responsibility and high integrity to his profession. the process of marine education and training can be run when there is input in the form of candidate cadets and student officers from the community, shipping companies and government agencies. to produce quality output and competitiveness, it requires the training component in the form of: curriculum, faculty (lecturer), teaching aid (learning media), 116 learning method and budget. from the above description of the most important and dynamic is the teaching staff (lecturer). in law no. 14 of 2005 on teachers and lecturers of chapter i pasa 1 verse 2 which reads as follows: lecturers are expressed as professional educators and scientists with the main task of transforming, developing and disseminating science, technology and the arts through education, research, and community service. in relation to this research, the results of pre-survey conducted in the field showed that research on stip lecturers' commitment in teaching and learning activities at cadets and training participants still showed at the level that can not be achieved as expected. the problem is as follows: most of the lecturers of stip jakarta have not been optimally developed their career, the result of preliminary survey conducted by the researcher there are approximately 30% data lecturer stip jakarta lecturers lack understanding of existing information system and exist, low communicate lecturers (oral and written), not yet the development of career development lecturers, lack of professionalism of lecturers, thus greatly hampering the increasing commitment of lecturers in carrying out their duties.communication between lecturers and cadets in teaching and learning activities is not in accordance with the semester learning plan (rps) and syllabus, due to the lack of lecturers face the rapid development of instructional media, technology and international and national regulations, resulting in commitment in the implementation of the main task is still less. most of lecturers stip jakarta still do not understand about information system either internally (simulator / laboratory) and external network (network in the form of email and website) or in other words lack of understanding about information technology which resulted communication with cadets in learning substandard and well informed national and international imo information regulations.to that end, lecturers should always try to develop their competencies in a sustainable way to be able to adjust to the demands of the dynamics of the development and the needs of education. professional career development of lecturers can be done through education, study, research, scientific forum, communication forum, information technology, and other supporting activities, so as to increase the lecturer's commitment in carrying out its main task in order to produce professional and highly competitive seafarers. so the researcher took the title of research as follows "influence of information systems, communication, and career development towards the commitment of lecturers at marunda jakarta school of marine science". researchers hope that the results of this study can provide suggestions and follow-up steps in maintaining the career development of lecturers to always be quality and quality so as to produce professional seafarers according to national and international regulations. commitment robbins (2016: 419), dkk states, "unified commitment is characterized by the dedication to the team's goal and a willingness to extend the extraordinary amount of energy to achieve them. members of an effective team exhibit intense loyalty and dedication to the 117 team and are willing to do whatever it takes to help their team succeed ". based on the above concept, a united commitment is characterized by dedication to the team's goals and willingness to deliver a tremendous amount of workforce to achieve team goals. effective team members show intense loyalty and dedication to the team and are willing to do anything to help their team succeed.colquitt, jeffery a. lepine, and wesson (2013: 63) states, "organizational commitment is defined as the desire on the part of an employee to remain a member of the organization. organizational commitment influences whether an employee stays a member of the organization (is retained) or leaves to pursue another job (turns over) ". based on the above concept, organizational commitment is defined as the desire on the part of the employees to remain a member of the organization. organizational commitment influences whether employees remain members of the organization (retained) or abandoned to pursue other work (more turns). l. daft states "commitment since all ideas are put on the table, people can ultimately achieve genuine purchases around important goals and decisions." the meaning of this concept, commitment because all the ideas put on the table, people can finally achieve the original purchase around important goals and decisions. from the description above commitment is a self-relation to duties and obligations that can be responsible and responsive, innovative attitude toward the development of science and technology.based on the description of some of the above concepts can be synthesized commitment is the attitude of your loyalty to perform tasks voluntarily without coercion by exploring your potential and ability in performing important tasks. with indicators: (1) loyalty, (2) volunteer to perform tasks, (3) explore potentials. information systems r. kelly rainer et al (2013: 25) states an information system collects, processes, stores, analyzes, and disseminates information for a particular purpose. as in the fourth edition of the book as follows "an information system collects, processes, stores, analyzes, and disseminates information for a specific purpose". according to kenneth c. loudon and janne p. laudon (2016: 48) in his book states as follows: "an information system can be defined technically as set of interrelated components that collect (or retrieve), process, store, and distribute information to support decision making and control in an organization ". according to the concept, an information system can be defined technically as a set of interconnected components that collect (or retrieve), process, store, and distribute information to support decision making and control within an organization. brian k. williams and stacey c sawyer (2015: 430) stated "an information system is a combination of people, hardware, software, communication devices, and databases that process data and information for a specific purpose". so the definition of an information system is a combination of people, hardware, software, communication devices, and databases that process data and information for a particular purpose. according to gabriele piccoli (2012: 28), information systems are formal, sociotechnical, organizational systems designed to collect, process, store, and distribute 118 information, as in his book: "information systems are formal, sociotechnical, organizational systems designed to collect, process , store, and distribute information ". based on the description of some of the concepts described above can be synthesized information systems can be defined technically as a set of interrelated components that collect (or retrieve), process, store and distribute information to support decision making and control within the organization. with indicators: (1) a set of components (information technology equipment), (2) managing information (collecting, processing, distributing, storing), (3) decision makers, (4) control. communication in the opinion of richard west / lyn h. turner (2014: 5), "communication is a social process in which employers establish and interpret meaning in their environment." according to the above concept, communication is a social process whereby individuals use symbols to construct and interpret meaning in their environment. em griffin (2015: 6), et al, also stated, "communication is a relational process not only because it takes place between two or more persons, but also because it effects the nature of the connections among the people". according to the concept, communication is a relational process not only because it takes an object between two or more people, but also because of the nature of the relationship between people. according to angelo kinicki and brian k. williams (2016: 478), "communication is the transfer of information and understanding from one percent to another". so what is meant by the concept, communication is the transfer of information and understanding from one person to another. based on the descriptions of some of the concepts described above can be synthesized communication is a process of transmitting meaningful information from one party to another through mutual interaction whereby individuals by using symbols that are understood can build and interpret meaning in their environment. with indicators: (1) transmission process, (2) meaningful information, (3) use of symbols. career development career development according to i komang ardana, ni wayan mujiati and i wayan mudiartha utama (2012: 117), "career development is a personal improvement that a person undertakes to achieve a career plan and improvement by personnel deployment to achieve a work plan accordingly with the path or ladder of the organization ". career development by leslie w. rue, nabil a. ibrahim and lloyd l. byars (2016: 198), "career development is an ongoing, formalized effort by an organization that focuses on developing and enriching the organization's human resources in light of both the employee's and the organization's needs ". according to the above concept, career development is an effort with a forward and formal approach by organizations that focus on developing and enriching human resources in sustainable organizations for better and more focused in the career development of employees and organizational needs. 119 mondy and martocchio (2016: 234) states the following: "according to the above concept, career development is an approach formal organization used by the organization to ensure someone with the qualifications and experience available at the time of need. according to widodo (2015: 112), career planning and development, "career planning, is a process whereby a person chooses career goals and career path that will be taken to achieve that goal. while career development is the development activities of personnel in order to fulfill the career plan chosen. career planning and development provides a very important support to the smooth running of an organization ". from some of the above conceptual descriptions, it can be synthesized that career development is the process of enhancing, developing one's skills through a series of human resource stages through a series of activities with a formal approach that contribute to exploring a person's career with appropriate qualifications and experience appropriate to organizational goals, available when needed with indicators (1) skills improvement, (2) qualifications, (3) experience, and (4) needs. method this research uses quantitative approach with survey method and data analysis technique using correlation analysis and path analysis. before performing correlation analysis and path analysis should be analyzed descriptive, normality test, and significant test of regression and regression linieritas test. number of variables as many as 4 (four), namely information siatem (x1), communication (x2), career development (x3), and commitment (y), where research in stip jakarta. the affordable population in this study is the lecturer of the school of shipping sciences (stip) jakarta, amounting to 148 lecturers with a sample of 108 lecturers by technique propotional random sampling from each stip jakarta study program. result and discussion positive direct influence career development (x3) on commitment (y) the results of the fourth hypothesis analysis resulted in the finding that career development had a direct positive effect on commitment. based on these findings it can be concluded that commitment is directly affected positively by career development. increasing the career development of lecturers will result in the commitment of lecturers in carrying out their main tasks more effectively. the results of this study are consistent with the opinions of some experts including william j. rothwell, ph.d., dr. peter chee, and jenny ooi (2016: 87-88) put forward his theoretical, "career planning and career counseling efforts. by investing in career-related issues, organizational leader of demonstrate care for workers. that builds an employment brand that displays the commitment that is authentic in helping individuals to maintain up-to-date skills in the face of changing employment conditions. that commitment, in turn, creates a foundation on which to build engagement and retain talented people ". 120 positive direct influence of information system (x1) on commitment (y) the results of the fifth hypothesis analysis provide findings that the information system has a direct positive effect on commitment. thus it can be concluded that commitment is directly affected positively by the information system. increased lecturer's understanding of information systems as learning media and technology will lead to increased commitment of lecturers in carrying out its main tasks. the results of this study are consistent with the opinion of some of the experts are charles wl hill's opinion, gareth r. jones and melissa a. schilling (2015: 132-133) put forward his theoretical, "similarly, the theory behind internet-based retailers such as amazon.com is that replacing physical stores and their supporting personnel with online virtual store and automated ordering and checkout processes allow a company to take significant costs out of the retailing system. cost savings can also be realized by using web-based information system to automate many internal companies activities, from managing expense reimbursements to benefits planning and hiring processes, thereby reducing the need for internal support personnel. a company's infrastructure that is, its structure, culture, style of strategic leadership, and control systemdetermines the context within which all other value creation activities take place. it follows that improving infrastructure can help a company increase its efficiency and lower its cost structure. above all, an approach infrastructure can help foster a companywide commitment to efficiency, and promote cooperation between different functions in pursuit of efficiency goals. for now, it is important to note that strategic leadership is important in building a companywide commitment to efficiency. the leadership task is to articulate a need for a company to focus on improving efficiency. it is not enough to improve the efficiency of production, or of marketing, or of r & d in a piecemeal fashion. achieving superior efficiency requires a company to be articulated by general and functional managers. a further leadership task is to facilitate the cross-functional cooperation needed to achieve superior efficiency. for example, designing product that is easy to manufacture requires that production and r & d personnel communicate; integrating jit systems with production scheduling requires close communication between materials management and production; and designing self-managing teams to perform production tasks require close cooperation between human resources and production. keep in mind that achieving superior efficiency is not something that can be tackled on a function-by-function basis. it requires an organizationwide commitment and an ability to ensure close cooperation between functions. top management, by exercising leadership and influencing the infrastructure, plays a significant role in this process ". direct positive influence communication (x2) on commitment (y). the results of the sixth hypothesis analysis resulted in the finding that communication had a positive direct effect on commitment. based on the findings, it can be concluded that commitment is directly influenced by positive communication. increased communication smoothness between lecturers with cadets, lecturers with lecturers and lecturers with management will lead to increased commitment of lecturers in carrying out its main duties. the results of this study is consistent with the opinion of some experts of which 121 are the opinions of katherine adams and gloria j. galanes (2012: 22) put forward his theoretical, "the way you interact with other group members succeed or fail and whether your group outcomes are winners or train wrecks. therefore, you must pay attention to your communication in groups meets the standards of ethical behavior we present here. in a small group, ethical behavior concerns members' willingness to communicate, treatment of fellow members, treatment of information, and commitment to the group ". positive direct influence of information systems (x1), communication (x2), supervision (x3) on commitment (y) the results of the fourth hypothesis analysis resulted in the finding that the information system, communication, and career development together had a direct positive effect on commitment. based on these findings it can be concluded that commitment is directly affected positively by the information system, communication, and career development together. increasing the information system, communication, and career development of lecturers together will result in increased commitment of lecturers in carrying out its main tasks. in this case, if one or all indicators of the information system, communication, and career development together with one or more indicators of commitment are to be found, there will be a positive relationship. it is therefore suspected that there is a positive influence of information systems, communication, and career development together towards commitment. this means that the higher the information system, communication, and career development the higher the commitment of the lecturer of sekolah tinggi ilmu sailing. this is also supported by the results of research written by faulinda ely nastiti, husniati mafatihus solehah with the title alignment of information systems to meet business and research objectives written by f andi budi p, patricia dhiana paramita, and heru sri wulan with the title of the influence of career development and communication to employee commitment that impact on work productivity (case study employee at cv tirta minerva semarang). conclusion based on the results of processing and data analysis and hypothesis testing can be summarized as follows; (1) information systems have a positive direct effect on commitment; (2) communication has a direct positive effect on commitment; (3) career development has a direct positive effect on commitment; (4) information systems, communication, and career development together have a direct positive effect on commitment. refrences adams, katherine, and gloria j. galanes, communication in group: application and skills, mcgraw-hill, new york, 2012 barret, deborah j.. leadrship 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theory, mcgraw-hill, new york, 2015. hill, charles w.l., gareth r. jones, and melissa a. schelling, strategic management, cengage learning, singapore, 2015. i komang ardana, ni wayan mujiati, dan i wayan mudiartha, manajemen sumber daya manusia, graha ilmu, yogyakarta, 2012. ivancevich, jhons m., robert konopaske, and michael t. matteson, organizational behavior & management, mcgraw-hill, new york, 2014. kinicki, angelo and brian k. williams, management: a practical introduction, mcgrawhill, new york, 2016. leonard, edwin c., jr; supervision: concepts and practices og management, south-wastern cengage learning, usa, 2010. loudon, kenneth c. dan janne p. laudon. management information system. pearson education ltd, harlow, 2016. mondy, r. wayne and joseph j. martocchio, human resource management, pearson education limited, edinburgh gate, harlow, 2016. piccoli, gabriel. essential of information systems for managers. jhon wiley & son, danvers, 2012. reiner, r. kelly dan casey g. cegielski. introduction to information systems. edisi ketiga, jhon wiley & sons, danvers, 2011. robbins, stephen p. and mary coulter. management, pearson education limited, london, 2016. rothwell, william j., ph.d., the leader’s daily in tallent management, mcgraw-hill, new york, 2016. rue, leslie w. et al, human resource management, mcgraw-hill education, new york, 2016. west, richard and lyn h. turner, introducing communication theory, analysis and application, mc graw-hill, new york, 2014. 123 widodo, eko suparno, manajemen pengembangan sumber daya manusia, pustaka pelajar, yogyakarta, 2015. williams, brian k., dan stacey c. sawyer, using information technology, mcgraw-hill, new york, 2015. international journal of human capital management, vol. 6 (2), december 2022 32 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 6, no. 2, december 2022, p 32-40 the effect of customer trust and product diversity on shopee users repurchase intention with customer satisfaction as a moderating variable ari soeti yani program studi manajemen, universitas 17 agustus 1945 jakarta email: arisoetiyani@gmail.com isma maisarah program studi manajemen, universitas 17 agustus 1945 jakarta email: ismamaisarah4739@gmail.com abstract this study aims to test and analyze the effect of discounts and sales promotion on repurchase intention with customer satisfaction as a moderating variable. the population in this study used a sample of 344 respondents who were users of the shopee application aged 18-28 years. the data collection technique uses simple random sampling by spreading research questionnaires in the form of google forms through social media. the data processing method in this study is to use smartpls with the aim of testing hypotheses. the results of this study show that customer trust has a positive and significant effect on repurchase intention, product diversity has a positive and significant effect on repurchase intention, customer satisfaction has a positive and significant effect on repurchase intention, customer satisfaction is significant and can moderate the effect of customer trust on repurchase intention, customer satisfaction has a significant effect on repurchase intention and can moderate the effect of product diversity on repurchase intention. this research recommends to shopee if you want to increase consumer repurchase interest, then it is possible to be able to further increase the sense of customer trust, because some respondents to this study stated that shopee has not fully provided quality products so that the products purchased are not in accordance with expectations, but this can be minimized by checking and ensuring that each product is worthy of being traded. shopee is also expected to maintain the level of product availability, so that consumers can feel satisfied and return to shopping. keywords: customer trust, product diversity, repurchase intention, customer satisfaction. received: 18 october 2022 accepted: 29 november 2022 publish: december 2022 how to cite: yani, a.s, & maisarah, i. (2022). the effect of customer trust and product diversity on shopee users repurchase intention with customer satisfaction as a moderating variable. international journal of human capital management, 6 (2), 32-40. https://doi.org/10.21009/ijhcm.06.02.3 http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 6 (2), december 2022 33 | p a g e introduction technology in the era of globalization keep going experience advancements that make the internet more growing in every line life public specifically in field business or the usual called with e-commerce. coordinating ministry field economy say that transaction e-commerce in indonesia in the first quarter of 2022 reached rp108.54 trillion or up 23% year-on-year / yoy (techinasia, 2022). one of the most frequent e-commerce used is shopee. shopee is an online shopping site in indonesia and is a platform that offers experience safe and easy online shopping as well as with system efficient payments. research done by snapcart year 2022 with method on line followed by 1,000 respondents from aged 20-35 years, spread across various areas in indonesia. in between three type of ecommerce platform , results research show selected shopee as an e-commerce platform most often used 78 % of consumers chose shopee, followed by tokopedia 20%, and lazada 2% (sindonews, 2022). based on the data above, this show that progress shopee in leading e-commerce platform in indonesia happened because height interest buys repeat consumers. buying interest repeat is interest-based purchase on experience purchases that have been conducted in century ago (ali hasan, 2018). research results before state that interest buy repeat influenced by customer trust (ardianto et al., 2020; prathama & sahetapy, 2019; yusuf, 2020). consumers return to make transactions at shopee because of a sense of trust in all possible risks that occur, such as transaction data security, returns of damaged goods and others. if the level of risk is high, consumers will be more careful in giving trust, and vice versa, if the level of risk that occurs is low, consumers will give high trust to transact (yusuf, 2020). in addition to being influenced by consumer trust, repurchase interest is also influenced by product diversity. product diversity has a positive and significant effect on repurchase interest(arsyanti & astuti, 2016; mufida et al., 2021; wijaya & sanusi, 2021) the more complete the product variants owned by shopee, the more satisfied consumers will feel and make them to buy products at shopee again. customer satisfaction can also affect repurchase interest, based on previous research, customer satisfaction has a positive and significant influence on repurchase interest (agustina & julitriarsa, 2022; albi et al., 2022; maharany et al., 2021). in this study, researchers again wanted to test the influence of consumer confidence and product diversity on repurchase interest. the difference from the previous study is that the object of this study focuses on the shopee application, and the research subject that the researcher used was shopee application users aged 18-28 years, and there have been no studies that place the variable of customer satisfaction as a moderating variable that moderates the influence of consumer confidence and product diversity on repurchase interest. this will be the latest discussion in this study and will complement the previous research. so, it is hoped that this research will make a significant contribution in the field of marketing. refers to theoretical understanding and the results of previous research. so, researchers are interested in conducting a study entitled "the influence of customer trust and product diversity on repurchase intention with customer satisfaction as a moderating variable". literature review theory of reasoned action the grand theory on which this research is based is the theory of reasoned action (tra) which assumes that humans behave in a conscious way, considering the available information and also considering the implications of the actions carried out. in this theory, intention is a factor that influences the occurrence of an action. intention is influenced by two factors, namely personal factors and social influence. both factors positively influence the intentions of individual behavior that positively cause behavior (wibowo, 2021). theory of reasoned action (tra) says that a person will do an act if they view the deed as positive and believe that others want to do it. international journal of human capital management, vol. 6 (2), december 2022 34 | p a g e (wibowo, 2021). using this theory, this research was made systematically to determine the repurchase intention. thus, customer trust and product diversity with customer satisfaction affect the repurchase intention, so it can be seen from the results of previous research and form a hypothesis. the effect of customer trust on repurchase intention trust is the main determinant of repurchase (sullivan & kim, 2018). consumer trust has a significant effect on repurchase intention (prathama & sahetapy, 2019). there is an influence and significant trust in repurchase interest. the higher the product trust by customers in terms of reliability, honesty, care, and credibility of the online shopping transaction, the higher the interest in repurchase (ardianto et al., 2020). consumer trust has a positive and significant effect on consumer repurchase interest in e-commerce (yusuf, 2020). based on previous research above, it forms the h1 hypothesis: customer trust affects repurchase intention. the effect of product diversity on repurchase intention product diversity affects consumers repurchase interest, diverse products will be in demand by many consumers by selling a variety of products consumers feel interested in buying the goods they need (mufida et al., 2021). there is a positive and significant influence between product diversity and repurchase intention. this shows that the higher and increasing variables of product diversity, the repurchase intention of consumers increases (wijaya & sanusi, 2021). based on previous research above, forming the h2 hypothesis: product diversity affects repurchase intention. the effect of customer satisfaction on repurchase intention customer satisfaction has a significant positive effect on repurchase intention (agustina & julitriarsa, 2022). customer satisfaction has a positive and significant influence on repurchase interest, this proves that the higher the level of customer satisfaction, the higher the repurchase intention (maharany et al., 2021). customer satisfaction has a positive and significant effect on repurchase intention, customer satisfaction can give rise to repurchase interest. that is, the higher the level of customer satisfaction, the higher the level of repurchase interest (albi et al., 2022). based on previous research above, it forms the h3 hypothesis: customer satisfaction affects repurchase intention h3: satisfaction customer take effect to repurchase intention. moderation of customer satisfaction on the effect of customer trust on repurchase intention previous research stated that trust has a positive and significant effect on consumer satisfaction, consumer satisfaction has a positive and significant effect on repurchase interest (anggara & santosa, 2019). trust has a positive effect on customer satisfaction and repurchase interest, and customer satisfaction has a positive effect on repurchase interest (saidani et al., 2019). customer trust and satisfaction affect repurchase intent (antwi, 2021). it was found that online consumer satisfaction is the main driver of trust, repurchase and customer trust is revealed to be the main driver of repurchase intention (al-adwan et al., 2022). based on the results of the partial hypothesis test, the satisfaction variable has a significant influence on repurchase interest. based on previous research above, it forms the h4 hypothesis: customer satisfaction has an effect and can moderate the influence of trust on repurchase intention. moderation of customer satisfaction on the effect of product diversity on repurchase intention international journal of human capital management, vol. 6 (2), december 2022 35 | p a g e product diversity gives customers the flexibility to choose, thus impacting their satisfaction (lombart et al., 2018). consumer satisfaction has a partial mediation effect between product diversity variables on repurchase interest (alvian & prabawani, 2020). the results of the indirect influence test show that product diversity variables have a positive and significant influence on repurchase interest mediated by consumer satisfaction (rainy & widayanto, 2020). the satisfaction felt by customers is on the basis of alternatives to the products provided (desara et al., 2021). based on previous research above, it forms the h5 hypothesis: customer satisfaction has an effect and can moderate the influence of product diversity on repurchase intention. methodology the approach used by researchers is a quantitative method, namely a research method whose analysis is emphasized on numerical data (numbers) which is then processed by statistical methods. the results obtained are the significance of the relationship between the variables studied (azwar, 2010). this study used a sample of research from shopee application users aged 18-28 years. the number of samples taken was 314 respondents. the number of indicators of the studied variable is 18. this study has two independent variables (x), one dependent variable (y), and one moderation variable (z). first, the variable customer trust (x1), customer trust is the willingness of consumers to take all risks in a product because of the expectation of obtaining positive results (wangdra, 2022). this variable consists of four indicators, namely reliability, honesty, care, and credibility (zafitri, 2021) second, the variable product diversity (x2), product diversity, a set of types of products and goods offered by a particular seller to buyers (putri & gunawan, 2021), product diversity consists of five indicators, namely, product size, product type, product material, product design, product quality (faradila et al., 2022). third, the moderation variable is customer satisfaction (z), satisfaction is the feeling of whether or not the customer is happy from a product that is received with the expected (sasongko, 2021), this variable consists of five indicators, namely the fulfillment of expectations, the absence of complaints, satisfaction with performance, satisfaction with benefits, satisfaction with quality. and one dependent variable is repurchase intention (y) which consists of four variables, namely, transactional interest, referential interest, preferential interest, exploratory interest (arsyanti & astuti, 2016). (arsyanti & astuti, 2016). the data collection technique used was to use a questionnaire, where the researcher asked a number of questions that were in accordance with the indicators of each variable studied using a likert scale of 1 to 5 to respondents whose criteria had been determined. this study uses smartpls sem (partial least square – structural equation modeling) software to process data and prove research hypotheses. pls analysis consists of two sub-models, namely the measurement model (outer model) and the structural model (inner model). measurement models are carried out to assess the validity and reliability of the model. meanwhile, the structural model is carried out to find out the strength of estimation between latent and construct variables. (romadhan et al., 2019) result and discussion this study used a selected sample of 314 respondents from among shopee application users with 200 female respondents (63.7%) and men totaling 114 people (36.3%). the age of respondents in this study is based on research criteria, namely the age of 18-28 years. as for the products purchased at shopee, as many as 50% of respondents chose fashion products, 20% chose cosmetic tools, 13.5% chose home appliances, 10% chose food and beverages, and the remaining international journal of human capital management, vol. 6 (2), december 2022 36 | p a g e 6.5% chose electronic goods. and 300 people (95.5%) shop at shopee 1-3 times per month and the remaining 14 people (4.5%) shop more than 3 times per month. the data quality test in this study uses partial least square (pls) analysis, which is a structural equation model (sem) equation model with an approach based on variance or component based structural equation modeling. the software used is smartpls (partial least square). table 1. output pls construct reability and validity cronbach's alpha rho_a composite reliability ave decision x1 0.851 0.896 0.888 0.613 accepted x2 0.864 0.865 0.902 0.649 accepted y 0.833 0.838 0.882 0.601 accepted z 0.932 0.957 0.948 0.786 accepted z x x1 -> y 1.000 1.000 1.000 1.000 accepted z x x2 -> y 1.000 1.000 1.000 1.000 accepted based on the table above, the results of the validity test carried out by comparing the square root of the average variance extracted (ave) have a result greater than 0.5 which means that the validity test has met the criteria and is declared good. then the indicators used in this study are valid and have met convergent validity. the results obtained are also that the values of cronbach’s alpha and composite reability have results greater than 0.7, which means that the reability test is declared reliable and meets the criteria. the structural model test or inner model shows the relationship or strength between the constructs used using 3 criteria, namely r-square, f-square, and estimation for path coefficients. r-square results are strong. the result of the f-square value for the independent product diversity (x2) variable is 1.189, so it can be concluded that the latent variable has a strong influence on the structural level. furthermore, the results of the estimation for path coefficient used to see the signification of the influence between variables have significant results for all hypothesis testing. the following are the results of testing the research hypothesis: table 2. hypothesis testing original sample sample mean standard deviation t statistics p values decision x1 -> y 0.103 0.107 0.033 3.132 0.002 accepted x2 -> y 0.788 0.770 0.085 9.299 0.000 accepted z -> y 0.329 0.333 0.092 3.557 0.000 accepted z x x1 -> y -0.234 -0.229 0.059 3.975 0.000 accepted z x x2 -> y 0.368 0.352 0.073 5.047 0.000 accepted based on the results of the hypothesis test above, it can be described as follows, the hypothesis of the results of hypothesis one (h1) data analysis above shows a t-statistics value of 3.132 or more than the t-table value of 1.96. thus, it is stated that customer trust has a significant positive influence on repurchase intention. this means that the higher the level of trust felt by consumers, the more consumers' desire to return to buying will increase. the results of this study are in line with the research of sullivan & kim. (2018), primary & sahetapy. (2019), ardianto et al. (2020) and yusuf. (2020), which shows that customer trust has a positive and significant effect on repurchase interest, it can be concluded that the first hypothesis (h1) is accepted. international journal of human capital management, vol. 6 (2), december 2022 37 | p a g e proving the second hypothesis (h2), product diversity proved to have a positive and significant effect on repurchase intention with a t-statistics value of 9.299. this shows that the more diverse the types and variants of products offered, the more interest in repurchasing consumers will increase in shopping, because consumers tend to prefer products that provide a variety of color, type and size variants. thus, the evidence of this study is in line with the research conducted by wijaya & sanusi. (2021), mufida et al. (2022) who stated that product diversity has a positive and significant effect on repurchase intention. so, it can be concluded that the second hypothesis (h2) is accepted. proving the third hypothesis (h3), customer satisfaction had a positive and significant effect on repurchase intention with a value of t-statistics 3.557. by creating customer satisfaction in obtaining goods that match expectations, consumers will feel a good relationship with shopee and make them again will make repurchases. the results of this study support and complement the previous research conducted by agustina & julitriarsa. (2021), maharany et al. (2021), and albi et al. (2022) which show that customer satisfaction has a positive and significant effect on repurchase intention. then it can be concluded that the third hypothesis (h3) is accepted. the fourth hypothesis proof (h4), shows that the original sample value is – 0.234 and the sample mean – 0.229 so that it is declared a negative value, then the moderation of customer satisfaction weakens but is significantly the influence of customer trust on repurchase intention. this negative influence can be explained that the greater the level of customer satisfaction that arises when shopping, it will probably lead to a decrease in consumer repurchase interest. however, there are things that can be done in order to increase customer satisfaction, namely by increasing customer trust by being responsible if there is damage that occurs to the product and other things related to customer trust. this is felt to be necessary in order to strengthen customer satisfaction and cuctomer trust given by shopee against repurchase intention. thus, this research evidence can support and complement previous research conducted by (al-adwan et al., 2022; anggara & santosa, 2019; antwi, 2021; dzaki & zuliestiana, 2022; saidani et al., 2019). then it can be concluded that the fourth hypothesis (h4) is accepted. proving the fifth hypothesis (h5), moderation of customer satisfaction has a significant effect and can moderate the influence of product diversity on repurchase intention. a person's interest in re-shopping in the same place comes from customer satisfaction that is able to moderate product diversity towards repurchase intention. the more the level of stock availability and the type of product, the more satisfied customers will be, which will make them come back to shop. thus, the evidence of this research can support and complement previous research that has been carried out by (alvian & prabawani, 2020; desara et al., 2021; lombart et al., 2018; rainy & widayanto, 2020). then it can be concluded that the fifth hypothesis (h5) is accepted. the results of this study are worth discussing related to the results of the coefficient of determination. the coefficient of determination is usually used as a basis in determining the influence of free variables on bound variables. the formula used is: kd = r2 x 100%. based on the data processing in this study, r2 was obtained, which was 0.701. from the value of the coefficient of determination (r2) 0.701 which means that e-service quality and e-wom to repurchase intention contributed 70.1% while the remaining 29.9% was influenced by other factors outside this study. conclusion this study provides evidence on the influence of customer trust and product diversity on repurchase intention with customer satisfaction as a moderating variable. the results of this study show that customer trust has a positive and significant effect on repurchase intention. product international journal of human capital management, vol. 6 (2), december 2022 38 | p a g e diversity has a positive and significant effect on repurchase intention. customer satisfaction has a positive and significant effect on repurchase intention. customer satisfaction weakens but is influential and can moderate between customer trust and repurchase intention. customer satisfaction is able to strengthen and can moderate between product diversity and repurchase intention. this study has limitations, namely the respondents who became a sample of only shopee application users aged 18-28 years. this research recommends to shopee if you want to increase consumer repurchase interest, it is advisable to be able to further increase the sense of customer trust, because some respondents of this study stated that shopee has not fully provided quality products so that the products purchased are not in accordance with expectations, but this can be minimized by checking and ensuring that each product is worthy of being traded. shopee is also expected to maintain the leve l of product availability, so that consumers can feel satisfied and return to shopping. for subsequent researchers, it is expected to expand the sample because in this study the sample used was only users of the application aged 18-28 years and added the variable of customer expectations as a moderating variable to complement the model that affects customer trust and product diversity towards repurchase intention. expectations can be a customer's estimate of what he will get when buying a product. expectation is the view that expectation is the initial standard that customers make before making a purchase. customer expectations need to be considered by shopee in order to know and analyze the expectations that customers want. references agustina, a., & julitriarsa, d. 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(2020). pengaruh kualitas pelayanan, kualitas produk dan kepercayaan konsumen terhadap minat beli ulang di e-commerce shopee. universitas muhammadiyah surakarta. zafitri, b. f. (2021). pengaruh kualitas layanan, kepercayaan dan harga terhadap kepuasan importir asiacommerce. media akuntansi dan perpajakan indonesia, 3(1). theory of reasoned action the grand theory on which this research is based is the theory of reasoned action (tra) which assumes that humans behave in a conscious way, considering the available information and also considering the implications of the actions carried out. in thi... the effect of customer trust on repurchase intention trust is the main determinant of repurchase (sullivan & kim, 2018). consumer trust has a significant effect on repurchase intention (prathama & sahetapy, 2019). there is an influence and significant trust in repurchase interest. the higher the product... the effect of product diversity on repurchase intention product diversity affects consumers repurchase interest, diverse products will be in demand by many consumers by selling a variety of products consumers feel interested in buying the goods they need (mufida et al., 2021). there is a positive and signi... the effect of customer satisfaction on repurchase intention 23 self-efficacy: staircase to the intention of employees’ turningover johansyah anwar,* r. madhakomala** state university of jakarta r.madhakomala@unj.ac.id johansyahanwar@gmail.com abstract the aim of this study is to explore and to analyze the impact of self efficacy to employees, mostly considered as those performing ones who have their own certain level of self efficacy, and its effect to turnover intention.attempting to assess the influence of self efficacy on the intention of individuals to leave the organization, it is observed that individuals having high level of self-efficacy, though reveal in such a positive effect in their cooperation to attain the objectives of the organization, appears to be one among the reasons why they intend to leave the organization and to look for entering a new one.the writer has put his best effort to identify the main implications of self efficacy of employees and following up to increase the level of motivation to more perform in such an efficient and effective manner, and at the same time to minimize employee turnover. it is all for the sake of retaining those employees with high level of self efficacy for the well-being of the organization to achieve its sustainable corporate competitive advantage. keywords: self efficacy, employee turnover intention. the era of globalization requires a speedy pace of change in the highly competiting economy. it places a high premium on efficiency and innovation, which merely depends on human capital in an organization. it is not only to produce goods and services in such a manner to satisfy and improve the lives of users, but also to providing jobs and enhancing workers’ quality of life. they are employees who produce goods and services, they are employees who invent and create machineries, and they are employees who have to change themselves by learning and experience. they are employees who may change the world. they are human capital, who from time to time have to face and to cope with challenges. challenges from ever angle of social and technological development would much affect to someone’s feeling in terms of prediction whether he (or she) is able or not able to perform a certain task. it is a prediction of how he is able to efficiently and effectively organize and execute courses of required action for a productive accomplishment of a task or job . the prediction which appears to be his personal judgement that he can do the task, job, or assignment. this belief is the so-called self-efficacy. ivancevich and konopaske (2013, p. 222) briefly define that self efficacy is the belief that one can perform well in a given situation. robbins and judge refer self-efficacy to an individual’s belief that he or she is capable of performing a task (2011, p. 251). lam helena (2012, p. 15) introduces bandura’s referring self-efficacy as people’s belief about their capabilities to produce designated levels of performance that exercise influence over events that affect their lives. nuzsep almigo et al (2014, p. 528) stipulate the definition of baron and byrne that self efficacy is an individual assessment of the ability or competence to perform a task, achieve a goal, and produce something. and as to show relation to someone’s living, nuzsep mailto:johansyahanwar@gmail.com 24 almigo also stipulates the definition by schultz that self efficacy is individual feelings towards adequacy, efficiency, and or ability to cope with life. to resume, self efficacy is someone’s belief and feeling of confidence that he (or she) is able to take chance of the opportunity given and to cope with the task, pictures in accordance with his capability to come out with accountable performance; all which is taken into form prior to his commencement of the task. it pictures how self-efficacy features someone’s perception of doing something which may be more positive than the real track of how to accomplish the task. it is more about what he believe in his ability to coordinate and orchestrate his skills and practices, which are demanded in the accomplishment of the task. albert bandura (2002, p. 2) describes that people make causal contributions to their own psychological functioning through mechanism of personal agency. among the mechanism of agency, none is more central or pervasive than people’s belief of personal efficacy. individuals with self efficacy will conduct their activities to perform in accordance with behavioral process and expected outcome. quoting william and stokes, concessa and egwakhe (2012, p. 5) infix that people regulate and distribute effort in accordance with behavioral process and expected income. both conclude that as a result, behavior is predicted and determined from internalized beliefs than from the actual consequences of actions. bandura (2002, p. 3) again describes that the findings of diverse causal tests, in which efficacy beliefs are systematically varied, are consistent in showing that such beliefs contribute significantly to human motivation and attainments. lunenburg (2011, p. 2) quotes kanter that think of self-efficacy as a kind of self-confidence and quotes brockner that self-efficacy is a specific version of self esteem. jacob cherian and jolly jacob (2013, p. 81) quote that there has been a great deal of evidence which has linked the importance of employee self efficacy and his performance including the ability to adapt to advanced technologies in the workplace like internet or software (hill et al., 1987), ability to cope with current changes in career plan (stumpf et al, 1987), ability to generate new ideas and grow to managerial level (gest, 1989), ability to perform better as a team (wood et al., 1990), and ability to acquire more skills (mitchell et al., 1994). cherian and jacob also quotes lent et al that self efficacy actually refers to people’s judgement of their capabilities to organize and to execute courses of action required attaining designated types of performance. it is then very clear enough that self-efficacy is not only a matter of feeling or belief of having capability to perform, it also covers as showing someone’s ability to organize and execute performance. this is the outmost positive picture of self efficacy. it reflects the psychological mechanism in the innerside of individuals to move forward and execute, including where needed, to avoid or not to take any action; all those for the best accomplishment of the job, task, or assignment. ballout (cherian and jacob, 2013, p.83/ballout, 2009) examined the impact of self efficacy on employee career development. the study identified that self efficacy and career commitment were positively linked adn impacted employee performance. kellet, et.al. (cherian and jacob, 2013, p. 83/kellet et.al., 2009) studied the impact of collective efficacy and self efficacy on performance of an employee and his career development was identified. the results of the study indicated that collective efficacy rather than self efficacy had a direct impact on task performance of an employee and his career development. liu et.al. (cherian and jacob, 2013, p.84/liu et.al., 2010) examined the ssociation between leadership, self efficacy, and employee satisfaction. the results indicated that self efficacy of a leader mediates the relationship between leadership and employee satisfaction and performance. 25 self efficacy, intrinsic motivation, and job satisfaction were factors that were studied by alusula in 2011 in order to investigate their influence on industrial workers performance in order to discover a way to increase employees’ productivity in nigeria industrial settings. the research study’s results indicated two things. the first identified that self efficacy, intrinsic motivation, and job satisfaction will predict the job performance of industrial workers. the second presented the idea that each of these variables will predict the job performance of workers (cherian and jacob, 2013, p. 84). it is good to take a special notification that self efficacy has its influence on job sataisfaction. performance and career development as studied by kellet et.al. may improve the employees’ sense happiness and well-being, which lead employees to job satisfaction by performing well and developing well. while liu et.al. released their indication that self efficacy mediates the reationship between employee satisfaction and peformaance, alusula’s study indicated on side-back that job satisfaction will predict the job performance. level of self efficacy may boost through an impression of a successful efforts demonstrated by work colleagues, raising the motivation to do better as well. assuring someone by verbal persuasion that he is capable to attain a certain performance would positively affects self efficacy; however, this type of assurance requires a harmony in the relation and communication between supervisors and subordinates. emotional cues would be taken into account conviencing self efficacy. the feeling of over-loading assignment, complication due to lack of information, or regard an under-standardized task with disdain; are sources of a negative impact to self efficacy.self efficacy is an assurance beyond a shadow of a doubt based on past performance together with high level of motivation, that someone personally believe in his capability to accomplish a certain assignment or task as required. believing something to be true can make it really true. self efficacy is nothing but a belief. a belief of someone’s ability to accomplish a task, a job, or an assignment; however with an expectation of better effect in his or her lives. it is a reflection of what someone believes in his capabilities. nonetheless, it is worth to take note on the events that affect their lives and expected outcome. as lunenburg (2011, p. 1) quotes albert bandura, self efficacy has powerful effects on learning, motivations, and performance, because people try to learn and perform only those tasks that they believe they will be able to perform successfully. the great effect of this learning process will lead to higher degree of self efficacy, automatically will lead to enthusiastism of additional responsibility; by which, at the end of the day, to be more valued by the organization through recognition, advancement, additional remuneration, and better working conditions. this process of learning actually motivates to perform better and better, as employees will keep trying to learn and to perform tasks or jobs that they y are sure they are able to successfully perform. this is how self efficacy is detected among employees to be its importance as it grows. as lunenburg quotes bandura (2011, p. 2/bandura, 1997), self efficacy affects learning and performance in three ways: (1) self efficacy influences the goals that employees choose for themselves. employees with low levels of self efficacy tend to set relatively low goals for themselves. conversely,an individual with high level of self efficacy is likely to set high personnel goals. research indicates that people not only learn but also perform at levels consistent with their self efficacy beliefs. (2) self efficacy influences learning as well as the effort that people exert on the job. employees with high level of self efficacy generally work hard to learn how to perform new tasks, because they are confident that their efforts will be successful. employees with low level of self efficacymay exert less effort when learning and performing complec tasks, because they are not sure the effort will lead to success. and (3) self efficacy influences the persistence with whivh people attempt new and difficult tasks. employees with high level of self efficacy are confident that they can learn and perform a specific task. thus, they are 26 likely to persist in their efforts even when problems surface. conversely, employees with low self efficacy who believe they are incapable of learning and performing a difficult task are likely to give up when problems surface. it is a more important influencing factor for employees as they will be motivated in ways they believe will arrive to the outcomes – as result to what they have been performing – that are self-satifying. motivation is enhanced when employees perceive they are performing skillfully and becoming more competent. lack of success may come; however, will not necessarily lower self efficacy if individuals beleive they still can perform better by putting more effort, using effective strategies, or by being more efficient in some ways of doing things. tai (cherian and jacob, 2013, p. 83/tai, 2006) identified the impact of training framming on the motivation and self efficacy of employees. the findings indicate that supervisor training was found to impact employee self efficacy and motivation and ultimately, affected their reaction, learning, and transfer motivation. nevertheless, this study did not take into account some contectual determinants including post training accountability and organizational climate which is a limitation which needs to be achnowledged. self efficacy is definitely important when it plays on the sense of control over employees behavior, their thoughts and feelings for performing, success, and happiness. when they behave as able to control their performing the tasks, when they look at the world seems predictable and controllable, and when they believe they are able to undergo any forseen challenges; this is the point of the essential feeling of happiness and sense of well-being, which gradually but sure keep growing and demanding. so does self efficacy need to constantly grow, which in return, will positively affect the organization. sometimes employees are able to overcome difficult problems in their performing the tasks, maybe sometimes they need professional help to guide them how to perform which eventually to guide them how to behave in the pursuit of happiness and well-being. as quoted before, employees with self efficacy generally work hard to learn how to perform new tasks, because they are confident that their efforts will be successful. the effect of this learning process will lead to higher degree of self efficacy, automatically will lead to enthusiastism of additional responsibility. at the end of the day, additional responsibility will drag the employees to be more valued by the organization through recognition, advancement, additional remuneration, and better working conditions, and eventually for the feeling of happiness and sense of well-being. lunenburg (2011, p. 2) quoted bandura who has identified the four principal sources of self efficacy: (1) past performance, (2) vicarious experience, (3) verbal expression, and (4) emotionale cues. as the first source of self efficacy, experience of succeeding on job-related tasks as past performance would provide more confidence to perform similar tasks in the future assignment by employees having high level of self effcacy compared to those experiencing unsuccessful performance in the past. vicarious experience as the second source of self efficacy is the way how employees look at their coworkers succeed in performing a special tasks, may boost self efficacy. according to bandura, vicarious experience is most effective when you see yourself as similar to the person you are modeling. the third source is the way of persuading and convincing other people that they have the ability to accomplish a certain particulartask, namely the verbal persuasion. it is a sort of believing something to be true can really make it true. in pactice, subordinates can perform at a higher level of performance when their managers feel confident that they perform. however, according to eden as quoted by lunenburg (2011, p. 3) the power of persuasion would be contingent on the leaser’s creditability, previous relationship with the employees, and the leaser’s influence in the organizations. 27 the fourth source is emotional cues. lunenburg (2011, p. 4) described that a person who expects to fail at some task or finds something too demanding is likely to experience certain psychological symptoms; a pounding heart, feeling flushed, sweaty palms, headaches, and so on. he further described that the symptoms vary from individual to individual, but if they persist may become associated with poor performance. bandura (2002, p. 3) said that the findings of divese causal tests, in which efficacy beliefs are systematically varied, are consistent in showing that such belief contribute significantly to human motivation. it clearly shows that self efficacy pictures the inner condition of individual as (1) believe of capable in accomplishing a special task or job, (2) believe to manage the time consumed, (3) believe of capable to undergo any mistake in the operational process, to make adjustment and to gain experience, (4) enjoy in doing the task or job and at the same time, expecting more challenging task or job, and (5) ensure himself that accomplishing the task or job is number one despite of relationship with superiors or peers. whether related or not related to self-efficacy, the process of employee turning over has been one of the most widely researched organizational phenomenon. the writer reviewed literatures published in the period from the year 2000 until 2014. in the world of increasing unemployment rate, numerous companies are still seeking and searching for new employees; and a lot of performing categorized employees with high level of self efficacy are intending to leave their present employers assuring themselves to be able to look for and to join a new organization. this is an indication that even in a growing unemployment rate, those with high level of efficacy are still around to move from one organization to another without any sticky problem. this employee turnover intention is the miserable part of the human resource management, provided it does not pay a very special recognition to those well-performing employees with high level of effcicacy. landry (2003, p. 9) quotes warshaw and davis that intention refers to the degree to which a person has formulated conscious plans to perform or not to perform some special future behavior. he furthur quotes that intention involves making a behavioral commitment to perform or not to perform an action whereas expectation is one’s estimated likelihood of performing the action even a commitment has not been made. fishbein and ajzen (1975, p. 288) write that they have defined intention as a person location on a subjective probablity dimension involving a relation between himself and some action. a behavioral intention, therefore, refers to a person’s subjective probablity that he will perform some behavior. they both continue to explain that intentions involve four different elements: the behavior, the target object at which the behavior is directed, the situation in which the behavior is to be performed, and the time at which the behavior is to be performed. summing it up, intention is the individual inner-side component which influences the possibility of taking up a certain action. this is the individual’s inner sense of assurance which set up his attitude and then after, turn up into passion for the implimentation of happiness and well-being in daily life. employee turnover is defined by amstrong (2012, p. 241) as the rate which people leave an organization. he further decribed that it can desruptive and costly. it is understandable as any leaving employee out from an organization may negatively affect the operation of the organization and needs replacement. recruitment would take place which means nothing but an additional spending for the organization to select and recruit and in the next step, to train new comers. noe, et.al. (2010, p. 460) said as follows. every executive recognizes the need for satisfied, loyal customers. customers provide financial resources that allow the company to survive. however, not every rxrutive understands the need to generate satisfactionand loyalty among employees. yet, retention rates among employees are related to retention among customers. 28 leigh branham (2012, p. 38-201) explained that there are seven hidden reasons why employee leave: (1) job was not as expected, (2) mixmatch between job and person, (3) too little coaching and feedback, (4) too few growth and advancement, (5) feeling unrecognized, (6) work lif imbalance, and (7) lack of trust and confidence in senior leaders. from the company point of view, any release of employee is a loss. williams (2005, p. 503) states that employee turnover is the loss of employees who voluntarily choose to leave the company. it is so often that the cause of employee turnover intention are not always remuneration or work life, the confident belief that they are qualified to achieve higher job requirement plays more role in it. this confident belief is the self-efficacy. prior to decide leaving the organizations, generally those turning-over employees have the intention which they might have been considering in ample time. employee turnover intention is the desire of individuals to leave the organization and to move to another organization upon their own will; and of course, before they actually take the action to leave. kim and stoner (2008, p. 5-25) said that turnover intentionoccurs when the employee seeks other employment. vogelzang (2008, p. 7) quoted arnold and feldman that turnover intention is the final cognitive variable immediately and having a direct causal impact on turnover. jessica (2007, p. 12) quoting tan and tan wrote that turnover intention is considered as a conscious and deliberate willingness to leave the organization. study reveals as harnoto (2009) quoted himself that indications of employee turnover intention are: (1) adsentism increased, (2) lazy, (3) operational actions against the operating procedures, (4) complaints increased, and (5) moving out of positive behavior. this is an issue of the talents. unlike tangible assets, companies cannot own employees, who are free to quit at well. the risk of employee turnover is the problem, since companies may lose their most citical assets, if they are dissatisfied, underpaid, or even unmotivated. moreover in many cases, competing rivals raid troubled companies to hire away their best talents. any opening vacancy in other organizations may be look as a way to pursue career opportunities, which mostly would be additionally intended to look for increase in remuneration. talents who in their contributing to their employers, are categorized as having high level of self-efficacy. maintaining talents with high level of self-efficacy would be one of the wise policies to avoid turnover and eventually, to sustain the companies’ competitive advantageous. nevertheless, it is good to recognize that most of the time, individuals with self-efficacy won’t innovate. they don’t want to put new ideas, of which they will shoulder the blame when the promising ideas fail to make it. method this study is based on quantitative method by path analysis at the object of study, pt anabatic technologies tbk in jakarta. it was a direct ground survey by questioners to collect respons it is to understand the impact of self efficacy to employee turnover intention. it took two months survey in december 2015 until january 2016, which was comprehensively conducted in the offices. information obtained from the object of study that the latest turning over in 2014 shows an extremely high of thirty percent out of the total employees. utilizing the slovin formula by simple random sampling, out of 525 employees, study was conducted among 230 employees hypotezing that self efficacy has its positive direct impact to employee turnover intention. the questioners were considerd valid and reliable as priorly tested. respondents were given 30 questionairs for each of self efficacy and employee turnover intention. 29 result it reveals that self efficacy has a positive direct impact to employee turnover intention, saying that any increase in the level of self efficacy may positively and directly affecting the increase of employee turnover intention.this result of study is in line with the result of study conducted by troutman, burke, and beeler (p. 71) that the results of the current study indicates that self efficacy, assertiveness, stress are significant contributors to intention to turnover. the writer conducted a study at a publicly-listed information technologies and systems company, pt anabatic technologies tbk, jakarta, dealing in the era of growing technological information. it is considered hiring mostly skilled and well-trained employees attached with levels of self-efficacy. established in 2002 with 70 employees, it is presently hiring more than 525 employees. as a matter of fact, the company is experiencing a high level of employee turnover in the last four years (see table 1). table 1. annual employee position year released total turnover 2011 65 297 22% 2012 84 415 20% 2013 120 514 23% 2014 156 525 30% source: pt anabatic technologies tbk a growing percentage of employee turnover exposed an increase of eight percent in four years, which significantly comes to one third of the total employees. it was furthur noted that most of the releasing employees are the well performing ones with high level of self-efficacy. this intention of moving out may be recogniized and indicated by: (1) absentisim rate of employees which increases with what ever reason, and (2) low spirit which tends to exhibit laziness, assuming their expectation that they may enjoy more benefits from a new company. a theoritical understanding of how organizations or companies are able to retain employees despite of financial facets are: (1) improve satisfaction with supervision by raining and selecting people to provide learning opportunities, promote employee participation, provide recognition, and to be fair, (2) improve and increase satisfaction by managing group demography and social activities to create teambased work environment, (3) enhance satisfaction with promotion by structuring career paths so that assignments are offered as rewards, and (4) the work itself, which is particularly important to professionals who often seek autonomy and input, something that may be inexpensive to provide. a strong culture may help a firm cope with both the threat of turnover and information dilemmas. in case of turnover, once employee are acculturated, it may be very hard for the to find a match at rival firms. thus, firm with strong or high commitment cultures tend to experience low turnover rates. (burton and spender, 2013). a recapitulation of exit interview in eight months (see table 2) while this study was conducted reveals that “joining other company” ranks the highest reason and “unexepected pay” ranks the second from the lowest. it was further noticed that all these releasing employees were immediately employed by other companies. although “joining other company” seems to be a least step of releasing from the 30 company, it is quite sure enough that there might be numerous reasons of leaving which have been to be an unspoken during the interview. table 2. recapitulation of exit interview reason of leaving oct nov des jan feb mar apr mei 2014 2014 2014 2015 2015 2015 2015 2015 unexpected pay 3 2 2 0 2 4 5 1 management & treatment problem 3 3 2 0 3 4 4 1 joining other company 1 5 2 4 5 5 4 1 fulfillment for family and society 2 6 4 0 0 5 5 1 location convenience 1 1 2 0 0 2 2 0 total 10 17 12 4 10 20 20 4 source: extracted from monthly exit interview report pt anabatic technologies tbk it was not a surprise at all when their previous supervisors and colleagues commented that all those exiting employees were categorized as well-performing and highly-performing employees whom considered as having high level of self efficacy at their time of service. adiditionally to support the study with pt anabatic technologies tbk in jakarta, at the same time similar study was conducted at a production and editing house, tuner corporation in jakarta, which hires people mostly with thorough knowledge of photography and computer-work. the company has an average range of fifty employees, who have to work with high level of competency and integrity. working overtime is an obligation to meet customers’ scheduling together with innovation to create something special and new in the program which would be appealing for customers; thus demonstrating the employees’ high level of self-efficacy. nevertheles, this company suffers a rate of emplyee turnover at forty percent in 2013 and 2014. it presently turns out that twenty four out of fifty two employees are intending and working to move out to another companies. when asked for the reason why such intention appears to be in their mind, twenty one out of twenty four of them said that they were looking for more knowledge to learn and seeking for more challenges that they might overcome to attain more valuable knowledge. three out of twenty four responded that they were looking for better remuneration. on top of that, competing rivals of tuner corporation are straightening their eyes toward those employees. knowing how exellent the employees of tuner corporation have been performing their jobs, competing rivals of this company are offering more and more sweeteners to attract them. mathisen & bronnick (2009, p. 21-29) quotes bandura that self-efficacy is best achieved by combining the development of knowledge of ules and strategies for the person’s actual area of interest, while being self-assured that they can use these rules and strategies well. thus improvements in selfefficacy result from the cognitive processing of information about one;s capability provided by performance success or failure. this is the process which strongly inspires and arouses individual’s secure 31 feelings that he is able to ovecome any obstacle in the accomplishment of an assignment or task. a positive self-efficacy will act as a dominant determinant to show off the performance as required. conclusion it is observed that people are normally motivated in ways they believe will come to outcomes that are providing satisfaction for lives. thus it becomes necessary to look out, seek, and identify the practical outcomes related to improving someone self efficacy. it is not only to motivate for the improvement of further performance, nor for additional pay; it is principally for the creation of strong loyalty to the organization or company. as they work on and accomplish task or assignment, they need and require information regarding how well they have been doing. regardless of pay or praise, this information influences their level of self-efficacy which increases their learning process and further fulfillment. this is the important sense of sense of self-efficacy for learning which is essential to motivates individual to keep learning from time to time. high level of self-efficacy only will not produce maximum performance, unless attached with requisite skills, knowledge, successful past performance, and satisfaction for lives. however, present employer has to enhance employees’ satisfaction by which is related to the job itself and to the lives of the employees. it is also useful to achnowledge the role of learning and training. most studies resulted in the confirmation that creative self efficacy can be developed through both learning and training. providing specific and credible feedback are also expected to raise motivation and self efficacy. simply telling employees “good job” is not apt to have much effect unless they clearly understand which aspects of performance are good. avoiding the negative impacts of self efficacy to employee turnover intention may be assisted and supported by: (1) implementing the policy of life-time learning organization, which is directly related to the development of human resource, (2) increasing positive communication between superiors and subordinates, (3) increasing the way of coaching and mentoring, especially when it comes to a challenging task or job, (4) increasing the way of mentoring to harmonize the non-technical operationalrelated task or job, and (5) providing appeciation to those higly performing employees. it is advisable for organizations to put their best effort to maintain and improve the levels of self efficacy, not only for the sake of the organizations to attain their goals and to achieve the level of organizational sustainability by their competitive advantage, but also for the sake of developing human resource in the organizations. references abdul rahim, muhamad hamim bin, chasing the elusive chasing the elusive work-li fe balance, singapore, partridge publishing house, 2014 amstrong, michael, amstrong’s handbook of human resource management practice, 12th edition, london, uk, ashford colour press, 2012 anabatic technologies, pt. jakarta, prospektus, 2015 anonim, work life balance, 2nd edition, lexington, usa, iland business pages, 2013 32 bandura, albert, self-efficay in changing societies, cambridge, uk, the press syndicate of the university of cambridge, 2002. branham, leigh, the seven reasons employees leave: how to recognize the subtle signs and act before its’s too late, 2nd edition, new york, amacom, a division of american management association, 2012 burton, alan-jones & j-c. spncer, the oxford handbook of human capital, oxford, uk, oxford university press, 2013 cherian, jacob & jolly jacob, impact of self efficacy on motivation and performance of enployees, abu dhabi university, abu dhabi, uae, published by canadian center of science and education, international journal of business and management vol 8, no 14, 2013 concessa, riassa and johnson a. egwakhe, self-efficacy and entrepreneurial tendecy: the views from rwanda, saarbrucken, germany, 2012 dedeng, abdul g., “modul manajemen strategis”, stie, purwakarta, 2010 gibson, james l., james h. donelly, jr., john m. ivancevich, & robert konopaske, organizations: behavior, structure, processes, 14th edition, singapore, mcgraw hill companies, inc., 2012 lam, tara helena: the role of self-efficacy in information-seeking behavior. saarbrucken, germany, lambert academic pubishing, 2012 lunenburg, fred c., self-efficacy in the workplace: implications for motivation and performance, sam houston state university, usa, international journal of management, business, and administration volume 14 number 1, 2011 maddux, james e., self-efficacy: the power of believing you can, george mason university, new york, oxford university press, 2000 mathisen, gro ellen & kolbjorn s. bronnick, creative sel-efficacy: an intervention study, university of stavanger, norway, international journal of education research 48 (2009) 21-29 newman, william h., e.kirby warren, & jerome e.schnee, “the process of management; strategy, action, results”, 5th edition, englewood cliffs, prentice-hall inc., 1982, h. 321 noe, raymond a., john r. hollenbeck, barry herhart, & patrick m. wright, human resource management, gaining a competitive advantage, singapore, mcgraw hill education (asia), 2010 schunk. dale h., self efficacy, motivation, and performance, journal of applied sport psychology 7(2) 112-137, 1995 wheelen, thomas l. & j. david hunger, strategic management and business policy, toward global sustainability, 13th edition, boston, usa, pearson education, inc. 2012 wu, xiangping, factors influencing employee turnover intention: the case of retail industry in bangkok, thailand, 2012 thesis, university of the thai chamber of commerce international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 6 (1), june 2022 66 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 6, no. 1, june 2022, p 66 75 the mediating role of green training to the influence of green organizational culture to green organizational citizenship behavior and green employee involvement lanatri danirmala ykpn school of business (stie ykpn), yogyakarta, indonesia e-mail: lanatri.danirmala@gmail.com wisnu prajogo ykpn school of business (stie ykpn), yogyakarta, indonesia abstract at present, concern for the environment is being intensified by companies around the world. employees in the organization are taught and provided with knowledge, learning, and real practice to care for the environment. companies must have a competitive advantage to differentiate them from other companies. one way is to apply environmental care. in order to implement these goals, the company applies various ways to achieve them. green human resource management (ghrm) is an environmental management practice that is supported by human resources, because it can stimulate organizational success. this research used online survey on 211 respondents. validity and reliability were tested by factor analysis using spss 15.0 software which stated that all items were valid and reliable. the hypothesis was tested using warppls 7.0 software. all hypotheses are supported, green organizational culture has a positive and significant effect on green training, green training has a positive and significant effect on organizational citizenship behavior environment, green training has a positive and significant effect on green employee involvement, there is an indirect effect on organizational citizenship behavior environment and green employee involvement mediated by green training. keywords: green organizational culture, green training, organizational citizenship behavior environment , green employee involvement received: 3 april 2022 accepted: 25 may 2022 publish: june 2022 how to cite: danirmala, l., & prajogo, w. (2022). the mediating role of green training to the influence of green organizational culture to green organizational citizenship behavior and green employee involvement. international journal of human capital management, 6 (1), 66 75 . https://doi.org/10.21009/ijhcm.06.01.6 http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 6 (1), june 2022 67 | p a g e introduction at present, concern for the environment is being intensified by companies around the world. employees in the organization are taught and provided with knowledge, learning, and real practice to care for the environment. companies must have a competitive advantage to differentiate them from other companies. one way is to apply environmental care. differentiate organizational resources with other organizational resources. companies are required to comply with regulations regarding environmental care so that running their business does not harm the environment. in fact, there are companies that operate and have a negative impact on the environment. the waste from the company is disposed of through the river and then pollutes the river, causes unpleasant odors, and pollutes the air. the united nations issues the sustainable development goals (sdg) program in the form of a document that describes sustainable development which contains 17 objectives, one of which is protecting the environment. in order to implement these goals, the company applies various ways to achieve them. green human resource management (ghrm) is an environmental management practice that is supported by human resources, because it can stimulate organizational success (saeed et al., 2019). ghrm leverages the people within the company to implement innovations that are environmentally sound, waste reduction, and creativity. implementing a green organizational culture is a collection of fundamental values and belief systems that relate to the environment as organizational values, artifacts that reflect a sustainable development environment (pham et al., 2018). green organizational culture that is held and implemented by employees in the company. a culture that adheres to environmental management, effective use of natural resources, waste management, raw material management, and the use of technology in order to minimize waste, as well as the commitment of all employees to obey environmental concerns. supported by the practice of implementing green human resources, namely green training is a plan to develop knowledge, attitudes through learning experiences to achieve effective performance in the organization. an environmental policy that provides concrete examples and practices that individuals need. environmental training can provide insight and knowledge for employees, and will be bound to carry out environmentally friendly activities. fun and interesting training for employees will affect employee voluntary behavior. employees' awareness of the environment will increase and even the commitment to take part in environmental issues will increase. relationships between leaders and subordinates, among co-workers are harmonious, long-term, and mutually beneficial. the implementation of ghrm does need the support of various parties, especially internal companies such as management and employees. green human resource management requires that relationship should become a culture in a company. leaders support all forms of positive activities related to the environment. employees will feel ownership of the company and will be happy to follow the direction of management. employees gain additional knowledge and real practices related to the environment will affect sustainable work engagement (green employee involvement) which means encouraging employees to contribute to environmental practices and have new ideas for ecological practices. investors will be attracted to companies that contribute to environmental issues and will improve the company's performance in this case sustainable performance practices. the best and effective performance results to achieve organizational goals. business companies, educational institutions, and other agencies are aggressively pursuing green performance for long-term sustainability. caring for the environment does not only focus on the environment but can give attention to fellow human beings. the company takes various ways in implementing this strategy. the company provides scholarships to the community, provides compensation or funds for the people around the company, constructs buildings for community activities, and others. innovation and creative breakthroughs of human resources in the organization are continuously encouraged to increase competitive advantage so that the company continues to survive in running the business. companies that manage resources well without exploiting the environment will international journal of human capital management, vol. 6 (1), june 2022 68 | p a g e provide benefits for the organization and will even create added value. based on this background, it is very important to study more deeply related to green organizational culture, green training, organizational citizenship behavior environment , green employee involvement , and green performance . literature review green organizational culture. organizational culture has existed since the organization was formed. values and norms are embedded in the organization and can affect the behavior of organizational members (soebarjo & rokhyadi, 2014). organizational culture is a process of interaction between the underlying assumptions, values, beliefs, and symbols that are communicated by all organizational functions (kissack & callahan, 2010). culture can be seen as a continuous process of organizing relationships and dialogues that occur in the process of structuring. employees who feel comfortable in the company will recognize the organizational culture as a shared culture. organizational culture is used by organizational members to understand, think, and feel with the aim of solving problems. leaders play an important role in building and preserving culture (warrick, 2017). the company implements a sustainable organizational culture that will guide employees to act in accordance with the values that exist in the company. green training. human resource management practices show a series of efforts to attract, train, develop, motivate, and retain employees (rahman & chowdhuri, 2018). this confirms that human resources are used to achieve organizational goals. among hrm practices training serves as a tool to stimulate employees in the workplace to respect and support one another. training is very important for organizations in competing against challenges and changes, although training is related to employees but its impact on the organization (mwita, 2019). training encourages employees to learn attitudes and functions as the main drivers in shaping individual behavior and motivation to contribute to achieving organizational performance. training is an important human resource management practice to improve organizational performance (pham et al., 2018). ongoing training educates employees about the values of environmental management and trains employees in saving energy, reducing waste, spreading awareness on the environment, and providing opportunities for employees to participate in solving environmental problems. green organizational citizenship behavior environment. increase employee productivity in organizations, organizational citizenship behavior is considered an important factor in increasing the efficiency and success of the organization (rahman & chowdhuri, 2018). ocb looked organizations as an essential component for the sustainability of the organization, but this activity is rarely included in the formal job description. the absence of ocb behavior among employees can be risky for the continuity of the organization. the behavior of a portrait of a voluntary action concerned about the environment (kaukab et al., nd). employees who perform tasks beyond the job description, this effort leads to excellence in organizational performance (chattopadhyay, 2017). ocb simply can not be made mandatory because it is a personal expression in the perspective of a group or organization. employees with conscious feeling drawn to keep the surrounding environment, encouraging colleagues to maintain and care for the environment. green employee involvement. employee engagement is a work system design approach that emphasizes the level of authority in employee participatory decision-making (george s. benson, 2016). high-involvement management practices are an integrated part of human resources and work design practices structured to provide employees with decision-making skills in the workplace. providing opportunities for employees to participate in environmental management and encouraging employees to support pollution prevention (renwick et al., 2013). employee participation is the ability of employees to participate in organizational activities with the aim of benefiting from every process in the organization (adıgüzel & sönmez akır, 2020). the international journal of human capital management, vol. 6 (1), june 2022 69 | p a g e involvement of employees in every activity of the organization is a contribution to the development of the organization. this is inseparable from the support of organizational management who can understand employees well. employee participation can occur when employees feel that they belong to the organization. employee engagement helps improve overall organizational performance and can reduce job stress (nabi, 2000; adıgüzel & sönmez akır, 2020). continuous employee involvement is needed by organizations in improving performance. organizational culture with a sustainable basis can be considered as a determinant of the success or failure of an environmental management program in a company. organizational culture can be manifested in the form of organizational values and activities which are reflected by the behavior of employees and management regarding environmental sustainability issues. the aim of ghrm is to develop an understanding of environmental care practices. this practice is realized by training to form a sustainable organizational culture needed to achieve organizational goals (jackson et al., 2011). an organizational culture that emphasizes continuous training as the goal of the company will be the company's competitive advantage. this is achieved through on-the-job training that saves energy, breaks down production residues, spreads environmental awareness within the organization, and involves employees in solving environmental problems. involving employees in environmental activities will foster individual initiative and awareness of the environment. from this description emerges the hypothesis: h1 : green organizational culture has positive influence on green training green training is considered a contribution to sustainable development by the company. training is planned and implemented to make employees aware of their responsibility for environmental sustainability. improvement of green skills, knowledge, and attitudes. the company provides various environmental related trainings such as sustainability analysis training, environmentally friendly practice training (recycling), and the company can provide online training materials to support employee knowledge (mukherjee et al., 2020). providing various kinds of training to employees will make employees aware of the importance of protecting and caring for the environment. employees' awareness of the environment is shown by being willing and caring for the environment. the initiative emerges from each individual to do things that make the organizational environment better. in iso 14001 which states that employees at all levels of the organization understand the environmental system and how to effectively have a positive impact on the environment. it is hoped that the green training program will have an effect on ocbe (pham et al., 2018). employees' concerns about environmental issues resulting from green training unconsciously lead to employee involvement. employee involvement in overcoming environmental problems and being proactive when an environmental-related problem occurs. from this description, the following hypotheses are formulated: h2: green training has positive influence on organizational citizenship behavior environment top management conducts training programs to increase environmental awareness among employees, is given cases solved by employees related to the environment, and the company provides any needs related to continuous training (ahmad, 2015). green training is a way to provide lessons and hands-on practice on resolving the impact of the company's production on the environment. companies that do green training on employees properly. employees have knowledge of the environment, problem solving, and appropriate policy making in order to achieve sustainable organizational goals. employee engagement is exemplified by the efficient use of resources and reducing pollution in the workplace. employees who are brought closer to the production process will understand how much waste is generated and will provide suggestions for processing the rest of the production (renwick et al., 2013). from this description, the following hypotheses are formulated: h3: green training has positive influence on green employee involvement international journal of human capital management, vol. 6 (1), june 2022 70 | p a g e sustainable organizational culture and training programs influence each other (kissack & callahan, 2010). organizational culture that is run by employees in accordance with values and norms in this case a culture that emphasizes the development of human resource capabilities can improve training programs. training programs may include needs assessments that can evaluate the organization and employee duties. organizational culture has an effect on training because culture is brought by company leaders who can carry out communicative actions, values, and beliefs that can be instilled in followers. organizational culture influences the analysis process of a training program. culture plays an important part in training, because there is a reciprocal process between the culture of developing employee capabilities that are supported by training. training can take the form of creating a learning environment, conducting training transfers, and developing an evaluation plan (seyler et al., 1998; kissack & callahan, 2010). organizational culture influences learning about the environment because employees' learning styles from training, direction, and collaboration already collectively represent a sustainable organizational culture. this can lead to an action. actions in the form of training are considered as the main program to develop skills for staff and contribute to voluntary behavior (rahman & chowdhuri, 2018). training practice has a positive relationship with ocb, namely the training program affects employee attitudes and behavior (noa ahmed, 2016; bolino & turnley, 2003; rahman & chowdhuri, 2018). organizations can motivate employees to demonstrate more sustainable voluntary behavior by providing skills development. the practice of hrm training has a significant positive effect on ocb (ahmed, 2016). from this description, the following hypotheses are formulated: h4: green training mediates the influence of green organizational culture to green organizational citizenship behavior cultural organizations and training programs can not be separated (kissack & callahan, 2010). awareness of the organization's culture help implement the training program, because the organizational culture is a reference for most people to make a decision. training does not stand alone but rather shaped by the culture of the organization. program planning in the organizational structure provide information on how people act, thereby connecting the underlying organizational culture training program. involves ongoing training of human resources in the company. training teaches how individuals perform individual tasks and solve a problem. leaders encourage employees in every program held company, so will tend to increase the involvement of employees (wijayanti et al., 2020). activities involvement of the organization makes employees feel happier because employees feel part of the organization. from the explanation of the hypotheses formulated as follows: h5: green training mediates the influence of green organizational culture to green employee involvement figure 1. research model international journal of human capital management, vol. 6 (1), june 2022 71 | p a g e methodology this research was processed using spss software version 15.0 and warppls 7.0. the number of respondents who participated as many as 211. sampling used purposive sampling , using a likert scale of 1 to 5. the criteria used were employees (private and public) who worked in companies with a minimum service period of one year. result and discussion table 1. participants demographics criteria classification total age up to 20 years 8 20-40 years old 195 40-60 years 7 over 60 years 1 gender man 115 woman 96 last education senior high school 25 diploma 19 s1 155 s2 10 other 2 years of service 1-2 years 162 2-3 years 19 >3 years 30 the validity and reliability requirements of the research data have all been met, with the loading factor value above 0.5 so that the variables of green organizational culture , green training , organizational citizenship behavior environment , and green employee involvement in this study are declared valid. reliability test (reliability), all research variables are declared reliable with cronbach's alpha > 0.6. research data meet the requirements for further testing. table 2. validity and reliability variable component matrix valid > 0.5 cronbach's alpha reliable if cronbach's alpha > 0.6 goc1 0.816 valid 0.883 reliable goc2 0.855 valid goc3 0.806 valid goc4 0.815 valid goc5 0.844 valid gtr1 0.906 valid 0.959 reliable gtr2 0.917 valid gtr3 0.14 valid gtr4 0.920 valid gtr5 0.912 valid international journal of human capital management, vol. 6 (1), june 2022 72 | p a g e gtr6 0.905 valid gei1 0.867 valid 0.910 reliable gei2 0.831 valid gei3 0.887 valid gei4 0.796 valid gei5 0.915 valid ocbe1 0.704 valid 0.892 reliable ocbe2 0.791 valid ocbe3 0.791 valid ocbe4 0.814 valid ocbe5 0.801 valid ocbe6 0.749 valid ocbe7 0.810 valid source: research data, processed 2021 figure 2. hypothesis testing result table 3. hypothesis testing results estimate se cr estimates (β) sig green training <----- green organizational culture 0.78 <0.01 organizational citizenship behavior environment <-----green training 0.77 <0.01 green employee involvement <-----green training 0.68 <0.01 the analysis of this research uses a variant based structural equation model or known as partial least square. sem analysis model with warppls can identify and estimate the relationship between latent variables. whether the relationship between these variables is linear or non-linear. based on the results of the analysis of research variables, showing a positive and significant effect between green organizational culture on green training with a significance degree of = 5%, the results obtained were p < 0.01 with = 0.78. this finding supports hypothesis 1 proposed, as well as previous research conducted by (jackson et al., 2011). an organizational culture that emphasizes continuous human resource training will improve company performance. organizational culture implemented by all members and supported by various trainings provided international journal of human capital management, vol. 6 (1), june 2022 73 | p a g e by the company. organizations that care about employee development will make employees feel at home in the company. various trainings were held such as processing of residual production waste, training on environmental issues, and how employees can use the training effectively. the green training variable has a positive and significant effect on organizational citizenship behavior environment with a significance degree of = 5%, the results obtained are p < 0.01 and = 0.77. these results support hypothesis 2, as well as support the research conducted by (pham et al., 2019). this reveals that the training program held by the company will increase the extra role of employees. employees gladly without coercion will perform tasks outside of formal responsibilities. employees use the results of environmental-based training. employees are happy to help other employees who have difficulty in solving environmental problems. together with other employees take informal actions about environmental concerns that have a positive impact on the company. extra-role behavior is very important for employees, even though this behavior is not formally regulated by the company. organizations that have employees willing to work outside the formal assignment will make the company can survive and compete with other companies. green training has a positive and significant effect on green employee involvement with a significance degree of = 5%, the results obtained are p < 0.01 with = 0.68. these results support the proposed hypothesis 3, as well as previous research conducted by (renwick et al., 2013) and (ahmad, 2015). companies that provide training for their members indirectly provide opportunities for members to get involved. employee involvement in any training and problem solving related to the company will make employees happy. employees have the soul of owning the company because they are involved in it. the results of the training related to the environment are implemented by employees effectively. management allows employees to make decisions about environmental issues and maintains open communication about them. employees who are already involved in the company will help the company solve all problems, especially those related to environmental care. green training in this study is able to mediate the effect of green organizational culture on organizational citizenship behavior environment . the results obtained were p < 0.001 with an indirect effect of 0.533. these results support hypothesis 4, as well as previous research conducted (ahmed, 2016) and (rahman & chowdhuri, 2018). organizational culture and training cannot be separated. the culture brought by the leader will be shared with members, members will carry out every behavior according to existing norms. leaders who care about improving employee skills will support employees by holding various trainings, especially those related to the environment. employees who get additional knowledge will try to implement it in the company. this will create a reciprocal relationship between employees and the company. employees feel that they get additional knowledge from company support. employees will try to do their best to advance the company. even willing to do more than his responsibility. willing to help colleagues and company issues in deciding issues related to environmental care. green training is able to mediate the effect of green organizational culture on green employee involvement. the results obtained were p<0.001 with an indirect effect of 0.603. supports hypothesis 5 as well as previous research conducted by (wijayanti et al., 2020). organizational culture is a reference for organizational members to act. training can strengthen culture, so culture and training support each other. the vision and mission of the organization which includes environmental care are well informed from the leader to the subordinates. there are even some companies that have developed a system of penalties for non-compliance in environmental management. leaders in this regard participate in supporting environmental practices. environmental practices are realized by training employees. training can involve employees so that employees gain additional knowledge related to the environment. companies can provide a forum in which concerns about the behavior of increasing environmental awareness. companies that involve employees in every problem that exists will make employees feel valued by the company. international journal of human capital management, vol. 6 (1), june 2022 74 | p a g e conclusion this study aims to obtain empirical evidence related to research on green human resources management and organizational citizenship behavior environment . the research sample was 211 respondents with the research subjects being both private and public workers. the research findings support all proposed hypotheses. a). green organizational culture has a positive and significant effect on green training ; b). green training has a positive and significant effect on organizational citizenship behavior environment ; c). green training has a positive and significant effect on green employee involvement; d). green training is able to mediate the effect of green organizational culture on organizational citizenship behavior environment ; e). green training is able to mediate the effect of green organizational culture on green employee involvement. the control variables in this study included age, gender, last education, and years of service. references adıgüzel, z., & sönmez akır, f. 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(2014). the impact of corporate performance with a green strategy on organizational culture: the indonesian phenomenon. journal of business behavior and strategy , 2 (2), 1–15. warrick, dd (2017). what leaders need to know about organizational culture. business horizons , 60 (3), 395–404. https://doi.org/10.1016/j.bushor.2017.01.011 wijayanti, tc, setini, m., darma, dc, purwadi, p., & alka, pr (2020). connectivity continuous improvement program and employee performance. international review of management and marketing , 10 (1), 54–62. https://doi.org/10.32479/irmm.9161 international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 6 (01), june 2022 99 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 6, no. 1, june 2022, p 99-109 the effectiveness of the application of a hybrid working system in times of the covid-19 pandemic: an explorative study at a state-owned company in indonesia aan susanto1, agus anwar2, andrew pasaribu3, bambang tri sakti4, feriska febrina5 universitas prasetiya mulya aan.susanto@gmail.com abstract this study was aimed at observing the interrelations among the environment-related factors, jobrelated factors, employee-related factors (motivation, adaptability, commitment), and their implications on the perception of the employee’s performance in times of the covid-19 pandemic when a hybrid working system was applied. this study employs a single case study method by observing some communication phenomena in a company. the data was collected by using an indepth interview method. this study model attempted to observe the relations between those factors and the perception of the employee’s performance. during the covid-19 pandemic, companies have applied a hybrid working system (work from home – wfh and work at office – wao), in which, in that situation, all of the employees are still expected to be able to achieve the target already set in their own kpi. in this hybrid working system, we analyzed several factors to see how effectively it is applied] in a subsidiary of a state-owned company supporting the employee’s performance. based on the results of the interviews, several factors such as key performance indicator (kpi), jobrelated factors, employee-related factors, company-related factors, and corporate supportrelated factors were found. we recommend that this study be developed by doing a further study quantitatively in order to prove this study method and to observe what their impacts are with more various variables and which involve more various industrial sectors. keywords: “e-commerce”, “web modeling language (web ml). received: 20 january 2022 accepted: 31 may 2022 publish: june 2022 how to cite: susanto, a., et.al. (2022). the effectiveness of the application of a hybrid working system in times of the covid-19 pandemic: an explorative study at a state-owned company in indonesia, international journal of human capital management, 6 (1), 99-110. https://doi.org/10.21009/ijhcm.06.01.9 http://journal.unj.ac.id/unj/index.php/ mailto:aan.susanto@gmail.com international journal of human capital management, vol. 6 (01), june 2022 100 | p a g e introduction in regards to efficiency, many companies make their best efforts building a system to enhance their operational strategies, in order that their employees will be able to work the most optimally. moreover, they are forced to work as effectively and efficiently as possible in terms of time, cost desired results based on the targets that have previously been set. the covid-19 pandemic has changed the working system. previously, all of the employees must be at work in their offices. however, currently, the companies have to apply a wfh system in which the employees work from home taking advantage of a communication technology as a means of monitoring and coordination method among the employees in those companies. to most of the companies, it is a new normal in the world of work; therefore, the companies have to apply such an appropriate strategy to make sure that the business processes continue to be well-conducted and the results meet the companies’ expectation. one of the state-owned companies in jakarta applies a hybrid working system. in this hybrid working system, that company stipulates that 70% employees work from home and the other 30% employees work at the office. most of the employees of this company, accounting for 76%, are millennials. accordingly, the management has to take an appropriate communication, coordination, and monitoring strategy to create efficiency. moreover, the company must pay attention to any facility support and its employee’s job motivation, so, during the pandemic, the company can continue to be productive without violating any government policies intended to contain the spread of covid-19. the company which we made as our research place was a subsidiary of a state-owned company specializing in property, town management & support. the company was founded in 2018 with the aim of meeting the needs of housing, commercial zones, and offices integrated with public transports, so most of the locations of its development zones were near light rail transit (lrt) lines or near other public areas. the company belongs in a new company category with 70 % of its employees being millennials. to achieve its purposes, the company continues to adapt to the changing social and environmental situations. the latest situation was the covid-19 pandemic having existed since early 2020. the company was not yet three years old when it had to go through a changing working system and working environment. previously, all of the employees worked at the office, and various procedures from the administration system to the decisions were made directly. however, currently, a hybrid working system is being applied, and it requires some employees to work from home and some others to work at the office. although the employees take turns and do their shift periodically from work from home to work at the office, this hybrid working system significantly impacts on the changes in the communication method, coordination, the speed of paperwork to be completed, the decision making process, and the employee’s working mentality. therefore, the most crucial thing ensuring that this hybrid working system will be well applied, will not reduce the employee’s performance and will even be better than the previous system applied before the hybrid working system is that the company must be capable of maintaining its effectiveness in terms of its communication, coordination, facilities and infrastructure, leadership and its employee’s job motivation. the company’s management must be able to carefully manage the corporate communication strategy in times of the covid-19 pandemic when wfh and wfo are applied since most of the employees of the company were millenniald having their own positive characteristics tending to prefer flexibility, freedom, instant things, technology insight, and tending to be multi tasking and agile to learning. these millenials also have some negative characteristics. for instance, they are easily bored, they have lower loyalty than their senior, they lack work experiment, they tend to not like hard-andfast rules, and so on. taking into considerations those millennials’ positive and negative characteristics, the company’s management must select an effective operational strategiy during the pandemic in order that the employee’s performance especially those millennials’ performance does not suffer a decline. we would like to observe the effectiveness of a hybrid working system in a international journal of human capital management, vol. 6 (01), june 2022 101 | p a g e subsidiary of a state-owned company in times of this covid-19 pandemic and observe the factors affecting the employee’s performance from the employee’s point of view and from the reality taking place in that company. this study was aimed at getting a closer look at how a hybrid working system was applied and probing a bit deeper on the factors affecting the effectiveness of its application. moreover, this study was also aimed at viewing more details about the management’s notions on the effectiveness of this working method on the employee’s performance as well as factors affecting the perception of the employee’s performance during this pandemic. this study was expected to inform the company about the effectiveness of a hybrid working system in times of the pandemic and to suggest the company whether this system could sustainably be applied. literature rivewew a. hybrid working system in times of the covid-19 pandemic remote working system is fast adopted by various companies. studies have shown us that three fourth (75%) of the employees hope that more than 30% employees may work remotely (capgemini,2020). snce march 2020, the covid-19 pandemic has ravaged indonesia, and it massively changes social behaviors (new normal), working methods, and workplace. almost all companies in indonesia have applied wfo and wfh systems. they arrange a schedule in such a way that their employees take turns to work from home and work from office (a hybrid working system) to reduce crowd at the office, so the spread of covid-19 can be contained. they do that to support the government’s efforts in handling the covid-19 pandemic. article 4 of government regulation number 21 of 2020 stipulates that: 1. large-scale social distancing at the very least includes: a. school and workplace closure; b. restrictions on religious activities; and/or c. restrictions on activities in public places and facilities. 2. restrictions on activities as mentioned in verse (1) letter a and letter b must still consider the citizens’ need of education, employment and worship. we are really applying a hybrid working system due to the covid-19 pandemic emergency; however, many experts say that, in the future, working remotely will become a permanent working system since it is considered to make the employees spend their time more effectively since working remotely does not require them to spend much of their time commuting back and forth to the office, makes the office’s operational expenses lower, reduces the office’s capacity, and takes advantage of a fast communication system using digital technology. nevertheless, not all companies can apply a wfh system to their employees. 3. we absolutely see remote working or ‘work from anywhere as the new operating model. in our context, it was already envisioned to be a destination, but it's been greatly accelerated with the pandemic. we recognize this as a new operating model and one that will last in some form in the future (bryan campbell, agile transformation executive at exxonmobil, 2020). b. millennials (definition of millennial, x, z, and baby boomer generations) millennials (also known as free generation) is a demographic group after the x generation (gen-x). there are no certain ranges for this age group. at what age does it start and at what age does it ends? the experts and the researchers usually consider early 1980s as the beginning of this age group and mid 1990s as the end of this age group. (wikipedia.org/wiki/milenial). millennials have much different characteristics from the previous generation, the baby boomers. these millennials are considered as those who easily adapt and believe that everything especially technology can change quickly. therefore, millennials are required to be international journal of human capital management, vol. 6 (01), june 2022 102 | p a g e easily adaptable in order not to be left behind. in the workforce, millennials are famous for their certain expectations to their jobs. however, they sometimes expect too much and unrealistically since their capacity does not meet their expectations (twenge & campell, 2012). nevertheless, their job speed is in fact better than that of the previous generation, the baby boomers, since the millennials’ capability of keeping abreast of digital technological advances really help them do their jobs. the company has to optimize the potentials of this x generation by paying attention to these aspects of their characteristics, cultures, personality, and needs, especially when a hybrid working system is applied since these millennial employees’ expectations to their job satisfaction and performance must be well managed pursuant to their characteristics. c. team effectiveness (coordination) effectiveness is defined as how far an activity or a task meets the intended purposes or functions (chiochio and essiembre, 2009). this term is often used to explain the results of a certain activity or task done individually or in groups. effectiveness is usually associated with the satisfaction of the team members and their commitment to the organization (nurhamizah ishak, farah nadzirah khaerudin, and nur shazielaa aziz, 2019). to measure effectiveness, we employ three criteria such as: 1. output: the final output has to meet or even exceed the standard set by the company. 2. social process: the social process operational when the team members interact with one another must be enhanced; at least, it must maintain the group ability to cooperate sustainably. 3. learning: work experience at the team environment must be aimed at achieving optimal job satisfaction and its results, and not the other way around resulting in the employee’s lower performance. d. communication effectiveness 1. when you communicate effectively, not only does it convey your message clearly, but you also express it in such a way that the message recipient pays attention to it. (beattie and ellis, 2014). 2. managerial communication belongs in some criteria such as: the message’s appropriate formula to be easily and comprehensively understood; the message’s fast transmission the use of general language from the message sender and recipient; a simple communication medium; ensuring the flexibility and adaptability of the communication system used in any situations (burnside-lawry, 2011) 3. employees are such important sources of an organization; and it is important to make them involved in the corporate strategic purposes to accomplish thier performance expected by the management elites. (kandlousi et al. 2010). 4. internal professional communication has been facing some challenges for the past several decades and has gradually been through the internal program of information dissemination either one-way or two-way direction towards the employee’s involvement and motivation program (miller, 2012). 5. communication is part of a mutual trust and acceptance between different feelings and ideas from various points of views and intellectuals aligned with one another (ruck & welch, 2012). d. employee’s performance despite the fact that various employee-related factors on their impacts on the employee’s performance (ep) such as turnover and attendance (hancock et al., 2013) have been examined in literatures, this study was focused on the communication effectiveness when a hybrid working system is applied, the employee’s loyalty to the company employing remote monitoring, job international journal of human capital management, vol. 6 (01), june 2022 103 | p a g e motivations, flexibility, life-balance, the ability to coordinate, commitment, and mental well-being. methodology this study employed a case single study method, conducted at the company. we made in-depth interviews relaxingly with several employees of the company that we selected and they represented the staff members and managers. not only did we take into account the positions of the employees, but we also paid attention to representation of each division in the company in order that we would obtain comprehensive data for our study. of the total 12 divisions in the companies, we interviewed one manager and three staff members representing three divisions (development division, legal division, and finance division) and 1 staff member from human resources. in total, there were 7 employees whom we interviewed. by employing a qualitative method, we tried to describe the employees’ perception from several aspects such as: 1. the working system at the company during the covid-19 pandemic, 2. the effectiveness of a hybrid working system at the company during the covid-19 pandemic, 3. the employee’s perception towards the hybrid working system during the covid-19 pandemic, 4. communication and coordination among the employees of the company, and among the staff members both internally and across the divisions, 5. communication and coordination among the employees of the company, and among the managers both internally and across the divisions. 6. communication and coordination among the employees of the company and the managers both internally and across the divisions. 7. corporate support in terms of facilities meant to support the application of a hybrid working system, 8. adjustment of rules and policies of the company in the application of a hybrid working system. profiles of the interviewees: 1. position: managers (mgr) and staff member (staff) 2. division: legal, development, human resources, finance 3. working system: work from office (wfo), hybrid working (hw) 4. age: employee’s age at the time of the interview 5. sex: male (m) and female (f) 6. marital status: married and not married (nm) no information m1 m2 m3 s1 s2 s3 s4 1 position manager 1 manager 2 manager 3 staff 1 staff 2 staff 3 staff 4 2 division legal dev fin legal dev fin hr 3 working system wfo wfo wfo wfh wfh wfh wfh 4 age 32 40 36 26 24 25 29 5 sex m m m f m f f 6 marital status married married married nm nm nm married during this covid-19 pandemic, the company applied a hybrid working system (work from home wfh and work at office wao), where, in that situation, all of the employees were still expected to achieve their target having been set in their own kpi. in that hybrid working system, we analyzed several factors to see how effectively the hybrid working system was applied in a subsidiary of a state-owned company intended to support the employee’s performance. based on the results of the interviews, several factors were found. they are as follows: a. key performance indicator (kpi) factor to the employees, kpi serves as the benchmark of their performance success for a one-year period. based on the results of the study, it was international journal of human capital management, vol. 6 (01), june 2022 104 | p a g e found that their kpi during the pandemic met the target in accordance with the work plan formulated in early 2020 during the covid-19 pandemic. b. job-related factors there were several job-related factors such as more flexible office hours. however, the employees did not have definitive office hours during their wfh. moreover, we found out that wfh would be highly effectively applied if the pertinent teams and divisions coordinated and communicated with one another well. however, several problems arose when the employees applied a hybrid working system. for example, when making a decision or conducting a negotiation, they were required to meet with each other. moreover, they were also required to make a field trip for on-site purposes, decision of the board of directors or head office managerial matters (effectiveness, productivity, coordination, communication, negotiating a decision making and time) c. employee-related factors we can correlate employee-related factors by observing them at the workplace when they work at the office (wao). the employees would become more focused and they had definitive office hours. however, different things would take place when the employees worked from home since they had to make more efforts in that their workplace at home was sometimes not suitable and they would face some distractions such as their personal agenda at home. moreover, there were no definitive office hours, so they could have a meeting at any time. however, the company could take into accounts the employee’s integrity since, at home, they worked without the management’s direct monitoring. besides, the company could help the employees develop their leadership skills required in a hybrid working system where the superior could lead his or her subordinates to work optimally without any coercion; instead, they worked more on the basis of their integrity to develop the company. furthermore, the employee-related factors were closely related to the employee’ operating costs. they would be able to save more when they worked at home since they did not have to spend anything on transport and meal expenses. in their previous work culture, all of the employees worked at the office coordinating and communicating with one another. moreover, they could make a decision directly. however, since the hybrid working system was applied, they found gaps, so they had to coordinate well. on the other side, in terms of the corporate cash flow, working from home annoyed the company quite a lot since it would be difficult for the company to charge its consumers, and that situation would negatively impact on the company’s performance. in regards to the human resources development of the employees, that situation would also seriously affect them especially the millennials who, in general, were agile to make a lifelong learning, were greatly willing to develop themselves, were highly competitive, creative, and innovative, and dared to express their ideas. therefore, this hybrid working system would be very effectively applied in virtual coordination and office hour flexibility. (employee-related variables: workplace, motivation, leadership, integrity). d. company-related factors when a hybrid working system at the company is applied, several aspects such as work culture, operating costs, cash flow, and employee’s development would experience some adjustments. therefore, the company was expected to provide its supports for those aspects in order to support the operational smoothness. a hybrid working system compensated for the changing work culture such as the employee’s office hours. in regards to operating costs, there were also some changes such as lower meeting expenses, lower stationery procurement expenses, lower training expenses and lower out-of-town business trip expenses. the cash flow and employee’s competence development such as training also experienced some changes in that the training was conducted online. (company-related variables: culture, expenses, cash flow and employee’s development). e. corporate support-related factors corporate support to wfh facilities such as laptops, digital transformation by developing an erp system, adele platform, adhimis platform, corporate zoom link, data plan really affected the employees during wfh especially the international journal of human capital management, vol. 6 (01), june 2022 105 | p a g e millennials very familiar with digital technology. moreover, the employees needed a clear sop (standard operational procedure) when the hybrid working system was applied especially when changes following the government’s policies such as large scale social distancing and public activity restriction and so on took place. (corporate support-related variables: facilities and procedures). the factors mentioned above were the main factors affecting the perception of the effectiveness of the employee’s performance when a hybrid working system was applied during the covid-19 pandemic. next, those main factors were elaborated into moderating variables namely variables affecting the course and the strength/ relations of independent variables (main factors) in the perception of the effectiveness of the employee’s performance in that we divided those variables into the positive and negative variables. those moderating variables strengthening the main factors which affected the performance perception are as follows: a. work-life balance factor work-life balance is a situation where one is able to manage his or her activities well. he or she is able to divide his or her time between the job responsibility, family life and other responsibilities, so he or she would avoid any conflicts between his or her private life and his or her job. based on the results of the interviews, several positive aspects of work-life balance were found. they are as follows: “in regards to that situation, it has pluses and minuses. it happens that i receive more pluses. why? i usually went to my hometown in kediri on the weekends to meet my family. in this situation, i now meet my family every day, so although we have a meeting at night, there will not be any problems since i am always with my family. therefore, my pluses are personal, pak". manager 2 "i think that it is more of a matter of division. there are some advantages if i work from home. i can monitor my children’s development. for example, what things do they lack? thus, they will more easily be controlled. accordingly, i simply make the portion. i am sometimes at the office and sometimes at home ". staff member 4 based on the results of the interviews, several negative aspects of work life balance were found out. they are as follows; “when you work online, you do not have definitive office hours. you sometimes work at 12 a.m. and sometimes work at 5 a.m. it is worse to work at 5 a.m. it is much like a dawn attack”. staff member 2 “therefore, wfh is punned into work flexible hours, so, up to now, we are accustomed to having a meeting until late at night even on saturdays and sundays especially if we are working on some jobs that we are going to present to the bod the next day. thus, we always do it, huh”. manager 2 “thus, the impression may be given that when we have a meeting on fridays, the superior is present. suddenly, we receive information that next monday, we are going to have a meeting with bod or boc. hence, we will be fully occupied on saturdays and sundays. actually, if the meeting could be rescheduled next wednesday, we will not have to be overwhelmed by the preparation for next monday’s jobs. that’s how it goes”. manager 2. b. time usage effectiveness factor jones & bartlett defined time management as the ability to prioritize, schedule, and do individual tasks for that individual’s satisfaction. meanwhile, siagian defined work effectiveness as completing the assigned work on time. based on the results of the interview, several positive aspects of the time usage effectiveness factor were found. they are as follows: “before the pandemic, when we fully worked at the office, we suffered from traffic jam especially if we had to have a meeting out of town or on sudirman or anywhere else. therefore, we could only go to two or three places in a day. however, with this hybrid working system, we can have a meeting with four or five partners in a day”. manager 2 international journal of human capital management, vol. 6 (01), june 2022 106 | p a g e "for other coordination, if i notice, since 2020, things have been getting better. previously, it was sometimes difficult to contact somebody since his or her mobile phone was not always with him or her. however, when we work from home, we are more easily accessible. for example, my superior can contact me more easily ". staff member 2 “we do not have to spend much time on the street”. staff member 2. based on the results of the interviews, several negative aspects of the time usage effectiveness factor were found. they are as follows: “it is more horrible for us to work online or work from home since we can continuously have a meeting from 9 a.m. to 9 p.m. we always have zoom meetings nonstop. therefore, when we work from home, the office hours are more horrible. i admit that”. manager 3 “a constraint of working from home is that we do not have office hours. different things happen when we worked offline”. staff 2. c. internal coordination and communication factor internal coordination is defined as the relations among the levels of managers, departments, executives, branches, divisions, and employees or anybody working in an organization with the aim of synchronizing the purposes and activities of all units in that organization. managerial communication belongs in criteria as follows: the message’s appropriate formula to be easily and comprehensively understood; the message’s fast transmission. the use of general language from the message sender and recipient; a simple communication medium; ensuring the flexibility and adaptability of the communication system used in any situations (burnside-lawry, 2011) based on the results of the interviews, several positive aspects of internal coordination and communication factor were found. they are as follows: “i think that this has worked effectively in that situation since, in level 3 the level below my level for instance, in my team or in a team from another bureau, when we need a new team member, we can coordinate that way”. manager 2 “the point is that, when communicating with others, we make the same approach as the team and create the working atmosphere as comfortably as possible”. manager 2 "since members of bod aged 40-50 years old are already good at operating zoom, i think there are no problems. basically, you can simply click the mute icon when you want to be quiet and click the unmute icon when you want to speak up". staff member 2 “for other coordination, if i notice, since 2020, things have been getting better. previously, it was sometimes difficult to contact somebody since his or her mobile phone was not with him or her. however, when we work from home, we are more easily accessible. for example, my superior can contact me more easily”. staff member 3 based on the results of the interviews, several negative aspects of internal coordination and communication factor were found. they are as follows: “personally, i prefer wao, pak, since there would be no side jobs. we were more focused doing our jobs at the office from 8 a.m. to 5 p.m. moreover, we could make faster communication”. staff member 4 “when we work at office (wao), we became more concerned, so we could finish our jobs faster. meanwhile, when we work from home (wfh), we cannot control things since we are at home doing something else, too. or we are probably somewhere else. therefore, it will take me some time to push them to finish their jobs”. manager 1 "it takes one hour or two hours at the shortest for me to have a meeting. probably international journal of human capital management, vol. 6 (01), june 2022 107 | p a g e of the eight-houra-day office hour, i can spend 4 hours having meetings." manager 1 “however effectively i coordinate with my team, i have to work offline since there are moments when i have to meet with the accounting department taking care of some documents. therefore, like it or not, i have to work offline. every month, there are moments when all of us have to work offline”. manager 3. d. facility support factor technological facility support is defined as various facilities such as hardware and software supporting and enhancing the information quality to the employees quickly and with a good quality based on the results of the interviews, several positive aspects of facility support were found. they are as follows: “therefore, support from the office means a high-specification laptop to support our jobs. and the office approves it. in terms of the software, it is facilitated by the it division. they are the ones who will always check out the originality of the software, and we have no problems with that since there are it team and corporate team who really support the things required by our team”. manager 2 “all of our employees’ needs such as laptops to those who do more flexible jobs and pc to those who spend most of their time at the office are provided, pak”. manager 1 “changes have been taking place. of course the first is in terms of the technology, in terms of it. in the past, we were not technology-savvy. we were not aware of technology. however, during the pandemic, we become more aware of technology. we keep searching for more effective technology appropriately supporting our jobs when we work from home (wfh)”. staff member 3. the colonial generation used to only know microsoft excel, microsoft word, and google. now they are able to join a zoom meeting and then ms team meeting although, at first, all of us were making inquiry on those technological advances. therefore, i think that these wfh and wao positively impact on the employees in that they become more aware of technology”. staff member 3. e. monitoring effectiveness factor based on the results of the interviews, several negative aspects of monitoring were found. they are as follows: “in terms of the top-down side, perhaps i observe the punctuality in getting the jobs done, pak agus, as i have mentioned previously. when the employees work at the office (wao), they are usually more concerned about their jobs, so they do it fast. meanwhile, when they work from home (wfh), since we cannot closely monitor them whether they work at home or anywhere else, it takes me more time to push them to finish their jobs ". manager 1 "the monitoring is not as effective as direct monitoring as we meet. i admit that the monitoring is less effective than face-to-face monitoring ". manager 3. f. non-verbal communication factor based on the results of the interviews, several negative aspects of non-verbal communication were found. they are as follows: “in regards to communication, pak, since we work from home, we communicate through wa messages, and how a person writes determines his or her mood, so we must make sure that we do not misinterpret what we read. we can misunderstand the person, pak, for instance, if we are not in a good mood ". staff member 4 “however, when the system changes into wfh, i can feel that we keep communicating intensely, but i am no longer emotionally attached to them since we do not know how exactly they feel. what they express perhaps does not reflect the reality. therefore, the emotional communication closeness is quite different”. staff member 1 g. external coordination factor based on the results of the interviews, several negative aspects of external coordination were found. they are as follows: “we nurture international journal of human capital management, vol. 6 (01), june 2022 108 | p a g e many relations with various external parties such as our partners and the land owners. when we are going to finalize the contract, we will have to directly meet with each other, pak. therefore, if we coordinate with our partners to run the business processes, we usually make online communication with them. however, when we would like to finalize, we will slightly miss something since we meet offline. it sometimes happens ". manager 2 what i feel when talking at the legal division more deeply engaged with third parties is that, since we work from home (wfh), it is difficult for me to arrange the time with the partners, so when we negotiate or make a contract with them, it takes more time than if we directly meet them like when we worked at home (wao). we usually cannot come up with a decision if we have a zoom meeting with our partners, so we still have to directly meet with each other since that is when we can come up with a good solution for both of us ". staff member 1. results and discussion the theme of this study is the effectiveness of the application of a hybrid working system in times of the covid-19 pandemic, in which we do an explorative study in a state-owned company in indonesia. this study is aimed at taking a closer look at how a hybrid working system is applied and probing a bit deeper on the factors affecting the effectiveness of its application. moreover, this study is also aimed at elaborating the management notions of the effectiveness of this working habit to the employee’s performance and the factors affecting the perception of the employee’s performance when they do their jobs during this pandemic. this study employs a qualitative method and only includes a company and an industrial sector, namely property sector. we do this study by interviewing various employees from several positions such as managers and staff members from several divisions. based on the results of the interviews, we find some moderating variables positively and negatively impacting on the perception of the employee’s performance. company a applies a hybrid working system in all of its divisions. in general, based on the results of this study, several moderating variables on both of the positive and negative employee’s perception on the hybrid working system being applied by the company are found. the positive perspective has to do with things related to some factors such as: a. work-life balance factor, b. time usage effectiveness factor c. internal coordination and communication factor d. facility support factor what we mean here is the moderating variables strengthening the relation course of the employee’s positive perception on the employee’s performance. moreover, the moderating variables also positively impact on the achievement of kpi, in terms of both of their target and their realization. specifically, the factors such as work-life balance, time usage effectiveness, internal coordination and communication, and facility support constitute the positive variables in a hybrid working system, which may positively affect the employee’s performance. nevertheless, to several correspondents, there are also some negative perceptions on this hybrid working system applied by the company. they are as follows: a. work-life balance factor, b. time usage effectiveness factor c. internal coordination and communication factor d. external coordination factor e. monitoring effectiveness factor f. non-verbal communication factor international journal of human capital management, vol. 6 (01), june 2022 109 | p a g e what we mean here is the moderating variables weakening the relation course of the employee’s negative perception on the employee’s performance. moreover, the moderating variables also negatively impact on the achievement of kpi, in terms of both of their target and their realization. specifically, the factors such as work-life balance, time usage effectiveness, monitoring effectiveness, non-verbal communication, external coordination, and internal coordination and communication constitute the negative variables in a hybrid working system, which may negatively affect the employee’s performance. since there are such balanced positive and negative factors, in the next stage, the company will have to do a further research to determine whether this hybrid working system can be sustainably applied, which things should be enhanced to support the system, so the system can run smoothly and positively, and can effectively be applied moreover, the company has to analyze its impacts on the overall corporate performance. furthermore, we need to do a further study employing a quantitative approach to make us able to study these matters further. reference anastasios d. diamantidis and prodromos chatzoglou (2018), 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(1999), “developing adaptive teams: a theory of compilation and performance across levels and time”, in ilgen, d. and pulakos, e. (eds), the changing nature of performance: implications for staffing, motivation, and development, jossey-bass, san francisco, ca, pp. 240-292 10. meyer, j.p. and allen, n.j. (1997), commitment in the workplace: theory, research, and application, sage, thousand oaks, ca 11. uddin, m.j., luva, r.h. and hossain, s.m.m. (2013), “impact of organizational culture on employee performance and productivity: a case study of telecommunication sector in bangladesh”, international journal of business and management, vol. 8 no. 2, pp. 63-77. 12. roos,w. and van eeden,r.(2008), "the relationship between employee motivation, job satisfaction and corporate culture", sa journal of industrial psychology, vol 34 no1, pp.54-6 international journal of human capital management, vol. 3 (2), december 2019 international journal of human capital management, vol. 3 (2), december 2019 70 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 3, no.2, december 2019, p 70-90 evaluation of leadership programs (pim) level iii for civil servants in the education and training center (pusdiklat) of the ministry of manpower (kemnaker) ri sudiharto university state of jakarta email: sudiharto_im12s3@mahasiswa.unj.ac.id dedi purwana university state of jakarta email: dpurwana@unj.ac.id billy tunas university state of jakarta email: tunas.billy@gmail.com abstract the purpose of this study is to describe the implementation of education and training leadership (diklat pim iii) level iii for civil servants (pns) in the education and training center ministry of manpower (pusdiklat kemnaker ri) so that it can be used by policymakers to improve its implementation. the research method uses the program evaluation model cipp (context, input, process and product) and impact. evaluation was carried out on the implementation of pim iii training and training held in the 2015-2016 period by the pusdiklat kemnaker ri. in this study involved 57 informants from the ministry of administrative and bureaucratic reform (pan rb) as regulators, the center for training and development of the state administration institution (p3d lan) as a technical policy regulation, bnp2tki (national board for placement and protection of indonesian workers) as a place for alumni diklat pim iii from pusdiklat kemnaker as the organizer. the validity of the instrument is carried out towards content, construction and language through expert consultations. data is collected by considering triangulation, namely interviews, observations, document studies and expert opinions. data analysis was performed based on themes or sub-focus and content on compliance with evaluation criteria. overall the results of the evaluation research on the implementation of the diklat pim iii program by the pusdiklat kemnaker ri are considered lacking or 57.69% of the evaluation criteria can be met. very poor achievement in the impact (i) alumni sub-focus on the organization. the recommendation for regulators is the implementation of the diklat pim iii cycle model as part of the echelon iii position selection with the central point of the echelon iii structural position competence set by the measured and traceable panrb to produce superior and competitive human resources personnel. keywords: diklat pim iii, evaluation, context, input, process, product and impact international journal of human capital management, vol. 3 (2), december 2019 71 | p a g e received: 20 september 2019 ; accepted: 28 november 2019 ; publish; december 2019. how to cite: sudiharto., purwana, d., m.r, & tunas, b. (2019). evaluation of leadership programs (pim) level iii for civil servants in the education and training center (pusdiklat) of the ministry of manpower (kemnaker) ri. international journal of human capital management, 3 (2), 70-90. https://doi.org/10.21009/ijhcm.03.02.07 introduction coaching and developing civil servant (pns) competencies can be carried out through education and training (diklat), in the form of position training for echelon iii officials namely pim tk. iii. regulation on the implementation of program diklat pim iiiis carried out by the ministry of empowerment of state apparatus and bureaucratic reforms (kementerian panrb) and operational policies implemented by the state administration agency (lan), which is regulated in perkalan number 19 of 2015. education center and training of the indonesian ministry of manpower (pusdiklat kemnaker), as organizer of the pim tk. iii for echelon iii officers in the ward. the ministry of manpower and stakeholders such as the national board for the placement and protection of indonesian migrant workers (bnp2tki) is a national board that reports on the implementation of the program to the president through the minister of manpower of the republic of indonesia. the results of a previous study at the ministry of manpower training center that in the implementation of program diklat pim iii has not been oriented towards meeting the target number participants become the formation of competent leadership qualities; not yet the whole thing is to prepare training facilities and infrastructure and facilities for group discussion, program diklat pim iii is still part of the training, teaching materials and the module have not been found in the library and the ministry of education and training center web site, standard competency of an echelon iii officer who has been determined has not yet become an internal reference learning in the classroom, benchmarking and laboratory but it focuses on agenda. the results of the preliminary study at bnp2tki as one of its organizations alumni pim iii training and education education and training center (pusdiklat kemnaker) 58 people (80.56%) out of 72 echelon iii people, echelon iv positions as many as 197 people and 113 people (57.36%) alumni from the pusdiklat kemnaker. public opinion on the performance of the institution bnp2tki with an achievement of 54% or less, the recommendation of the results of the puslitfo study as policy input only reached 44% or less, as well the ability to absorb the budget experiences a downward trend every year. the performance of this government agency is believed to be a product of performance echelon iii officials, where the program executes the echelon iii order (report performance accountability of government agencies / lakip in 2015, 2016 and 2017). bnp2tki budget performance in 2014-2016, the trend continues to decline and in 2017 and 2018 it increased (7.75%) due to the up grading skills program organized by the sub directorate competence harmonization of mapping and quality directorate of bnp2tki. budget performance that has this downward trend indicates an inability to plan the less careful, the inability to predict change and anticipation, do not understand the tasks and functions that must be carried out or overlap, and the inability to make changes i.e. prepare, place and protect formal sector migrant workers aims to improve the welfare and dignity of migrant workers in indonesia and abroad. while the previous study at the sending institution participants of education and training pim iii (program diklat pim iii), obtained information in the form of not yet preparing for the process selection in accordance with applicable regulations so that participants who are delegated will indeed be promoted; program diklat pim iii has not been international journal of human capital management, vol. 3 (2), december 2019 72 | p a g e a part of pns career planning; and participants sent are still there to cover lack of participants. observing this, it is necessary to find a solution so that the implementation of program diklat pim iii can be effective and efficient. through the evaluation program diklat pim iii can be used as an alternative solution. the diklat pim iii program evaluation research is important for decision making for regulatory institutions, technical implementers and users in terms of the planning and implementation process and evaluating products and impacts that are appropriate to the institutional context. this agrees with the research of tootian, s. (2019) that the context, input, process and product are interrelated. gunung, nyoman and ik darma (2019), that the constraints on product components are closely related to context, input and process. research rehman, zahra, muazza mahmood and shamza (2018), that in the learning process that only focuses on learning theory and memorization will result in low product and impact on the organization. research mulyatiningsih (2016), suggests that in practice curriculum material is reproduced so that it can be applied to daily work, on the other hand there are participants who are still incompatible between positions with training material. dina amaluis research (2015), using the kirkpatrik evaluation model suggesting the need conduct training needs analysis so that the implementation of training programs can improve the competency of participants. literature review a. definitions evaluation evaluation as a systematic process for determining or making a decision to what extent the teaching objectives have been achieved by students in the grondlund’s learning process in purwanto (2006). according to wringstone, the truth is an assessment of learning growth and progress toward inner goals and values curriculum that has been established and formulated by educational institutions concerned (djaali and m. pudji, 2008). evaluation is a systematic process in the selection, collection, analysis and provision information carried out through measurement and assessment to make the right decision for a phenomenon, by comparing results or output with evaluation criteria, so that it can be determined that the object being evaluated is valuable or beneficial to the organization. program the program can be called the realization of the policy (suharsimi arikunto & cepi safruddin abdul jabbar, 2009). the program is a complex people, organizations, management, and resorts that collectively make up a continuing endeavor to reach some particular outcomes, in response to some perceived educational, social or commercial problems (fitzpatrick, jody l.; james r, sanders; & amp; blaine r.worthen, 2004). program evaluation program evaluation is a process of providing information which can be used as a consideration to determine prices and services of the objectives to be achieved, design, implementation, and impact for help accountability and increase understanding of the phenomenon of a program (widoyoko, 2016). b. aims of program evaluation the purpose of program evaluation according to mulyatiningsih (2011; 114-115) carried out with the aim to: show the contribution of the program towards the achievement of organizational goals. the main objectives of program evaluation according to arikunto and jabbar is an effort to find out the implementation level of a policy carefully by knowing the effectiveness of each component. the main purpose of program evaluation according to talmage (fitzpatrick. et al. 2004; 11) are (1) to render judgments on the worth of the program, (2) to assist decision-makers responsible for deciding policy, (3) to serve a political function. international journal of human capital management, vol. 3 (2), december 2019 73 | p a g e c. program evaluation models the program evaluation model according to kaufman and thimas is a quote by arikunto and jabbar (2009), namely: a). goal-oriented evaluation model; b). developed by tyler, goal free evaluation, developed by scriven; c). formative summative evaluation model, developed by michael scriven; d). countenance evaluation model, developed by stake; e). cse-ucla evaluation model, emphasizing on evaluation time done; f). discrepancy evaluation model, developed by provus; g). the kirkpatrick model, developed by donald kirkpatrick; h). cipp evaluation model, developed by stufflebeam. in the evaluation of this program, the cipp model will be used which focuses on context, input, process, and products as well as impacts alumni on organizational performance. based on opinions, nana sudjana and ibrahim (2004) each of these components mean the following: a. context: situations or backgrounds that affect educational goals types and strategies that will be developed in the system concerned, such as for example the problems with education felt, the state of the country's economy, people's outlook on life. b. inputs: facilities, materials and strategic plans that are set to achieve educational goals. c. process: implementation of strategies and use of facilities, capital, materials in real activities in the field. d. product: results achieved both during and at the end development of the relevant education system. e. impact: the impact of alumni on the performance of their organizations he led. in this study, pim iii alumni institutions were selected is bnp2tki. d. previous research studies mulyaningsih (2016) analyzes evaluations implementation of education and training (training) resource competencies apparatus organized by bkd magelang city. this research shows that the implementation of competency training has been running good and in accordance with the specified criteria although still available some obstacles. the conclusion is that the implementation of the resource competency training apparatus organized by bkd magelang city has been in accordance with aspects of education and training although still encountered few obstacles. in the curriculum aspect, the proportion between theoretical material and material practice to reproduce practice material so that training participants can apply in daily work. aspects of participants, still there mismatch between the participants' daily work tasks and the material training that he followed. e. evaluation criteria program evaluation is an attempt to find out the level implementation of a program or policy. so that the results are objective in evaluating the program, it is necessary to make a benchmark as standard in the form of evaluation criteria as a measure of success. evaluation criteria used as a benchmark to measure context, input, process, product, and impact. further evaluation criteria can be examined in the results and discussion. methodology a. research objectives this study aims to describe the implementation of level iii leadership training (pim) for civil servants (pns) organized by the education and training center of the ministry of manpower (pusdiklat kemnaker) so that it can be used by policy makers to improve their implementation. specifically, the purpose of this study is to: 1). determine the goals, priorities, and objectives of the leadership training and education program (pim) iii organized by the republic of indonesia education and training center. 2). review availability resources, steps needed to achieve the goal and the objectives of the leadership training and education program (pim) iii held by the education and training center of the ministry of manpower (pusdiklat kemnaker) which is held continuously. 3). reviewing the implementation of the leadership training program (pim) iii which organized by the international journal of human capital management, vol. 3 (2), december 2019 74 | p a g e education and training center of the ministry of manpower (pusdiklat kemnaker). 4). assessing success the implementation of the leadership training program (pim) iii held by the education and training center of the ministry of manpower (pusdiklat kemnaker). b. place and time of research the place of this research has been conducted at the education and training center of the ministry of manpower (pusdiklat kemnaker), bnp2tki, lan ri, and pan rb. the research time in the first semester of 2018, with the main target in this study is education and training leadership (pim iii) which was held in the 2015-2016 period. c. research approach, method and design 1. research approach the approach used in this research is a qualitative approach to evaluative the research. individuals involved play a role as research partners (co-researchers) and partner actors (cosubjects). as research partners, very useful for the process of idea creation, formulation and organizing research designs, and drawing conclusions experience-based. as a partner, the perpetrators are examined to participate in activities that are being researched (norman k. & amp; lincoln, 2009). researchers interact directly with the individual organizer's program, where the program is organized by the education and training center of the ministry of manpower (pusdiklat kemnaker) and training center and in the pim iii diklat alumni organization, bnp2tki. 2. research methods the method used is the evaluation research method, by measure the quality of the pim iii training program with the use of evaluation criteria as a measure of success as well involving the organization responsible for administration pim iii like pan rb and lan ri. 3. research design the study design was designed by connecting between criteria evaluation in each aspect evaluated by the cipp and impact models. basically, this evaluation research activity is an assessment effort for the performance of the pim iii training program as a regulatory product and legislation from pan rb and lan. for this, it is necessary to describe a research model design as follows. international journal of human capital management, vol. 3 (2), december 2019 75 | p a g e figure 1. design research d. research instruments the instruments used for data collection are: observation guidelines and interview guidelines. e. data collection techniques and procedures 1. data collection techniques according to emzir (2012) as for general data collection techniques used in this research are: interviews, observation and study document. 2. data analysis techniques the qualitative analysis technique used in this study is a model miles and huberman (1984). there are three types of activities in the analysis of qualitative data, namely: data reduction, data model (data display) and verification conclusion. 3. withdrawal of informants from all the results have been recorded in the field notes, then the researchers reduce the field notes by confirming the concepts found in the field through in-depth interviews or in-depth interviews with a number of selected informants. tabel 1. matrix of possible choices selected informants focus parameters possible choices selected informants context 1. ministry of administrative bureaucratic reform international journal of human capital management, vol. 3 (2), december 2019 76 | p a g e (pan-rb) 2. head of the p3d lan 3. head of the employment bureau kemnaker 4. head of the pusdiklat kemnaker input 1. head of the pusdiklat kemnaker 2. head of the organizing field 3. head of program & evaluation 4. head of administration 5. educators & trainer (widyaiswara) process 1. head of the pusdiklat kemnaker 2. head of the organizing field 3. head of program & evaluation 4. head of administration 5. educators & trainer (widyaiswara) product 1. head of the pusdiklat kemnaker 2. head of the organizing field 3. head of program & evaluation 4. alumni impact on alumni’s 1. the director organizatio 2. the same level mate 3. sub-ordinate result and discussion evaluation of the pim iii training program at the republic of indonesia ministry of education and training center conducted march july 2018 at the pim iii education and training program pim iii which was held in the period of 2015 and 2016 in the education and training center ri ministry of manpower. informants in the evaluation totaled 57 informants from kemenpan rb, lan ri, kemnaker ri (pusdiklat kemnaker, bureau organization and staffing of the ministry of manpower, research and development agency ministry of manpower), national agency for placement and protection indonesian workers (bnp2tki), and pim iii training participants alumni. the informant is obtained based on the actor who represents the regulator, technical implementer or user. informants also obtained by snowball sampling recommended by the informant beforehand. the characteristics of the informants in this study can be seen in more detail in the following table. tabel 2. the characteristic of the informants international journal of human capital management, vol. 3 (2), december 2019 77 | p a g e data collection method using in-depth interviews (in-depth interview), documentation study, observation and participatory observation by the researcher himself as a pim iii training participant in 2017. researchers’ reason participatory observation is expected to obtain more data and information deep. data collection instruments in the form of observation guidelines and interview guidelines. furthermore, the results of the evaluation and discussion of this study will be presented with reference to the focus, sub focus, evaluated aspects and criteria evaluation. evaluation instruments were prepared based on the references above then described in accordance with the findings in the field, both obtained through interviews, documentation studies, and observations. ignoring the criteria evaluation on each aspect evaluated is presented in the form of a percentage for each aspect that is evaluated then to sub-focus. to facilitate searching the results of the evaluation in more detail, the researchers made the master table first then details each sub-focus. based on the results of research that can be mapped the evaluation results the implementation of the pim iii education and training program with spider web about evaluation results of the pim iii education and training program at the indonesian ministry of education and training center, as shown below. figure 2. spider web about evaluation results of the pim iii education and training program evaluation of the pim iii training program is a provisioning process information about achieving goals, designs or models, implementation of the organization and impact of graduates on their organization that can be made consideration of decision-makers. information for retrieval decisions can be either terminated or resumed. so the point central evaluation is the availability of information to consider in decision making that has the right precision. similar with stufflebeam and shinkfield, j.s. stark & thomas, griffin & nix, fitzpatrick etc, and wholey that evaluation is a process systematic design in terms of selection, collection, analysis, and provision of information carried out through measurement and assessment as well compare the achievement of evaluation criteria with the results of the assessment and measurement so that the object being evaluated can be judged useful or valuable to the organization. pim iii training program is a strategic education and training program that was initiated by the government in this case the policy by the ministry of utilization state apparatus and bureaucratic reform (kemenpan rb), technical policy by state administrative institutions and operational operations by the pusdiklat in each ministry, one of which is the indonesian ministry of education and training center. observing this, the state considers that the pim iii training program has benefits and value for government international journal of human capital management, vol. 3 (2), december 2019 78 | p a g e organizations in terms of producing program leaders according to the tasks and functions of the organization. achievement of evaluation criteria in the pim iii education and training program as a whole the average lack of 57.69% of the achievement of the evaluation criteria. this matter means there is a gap of 42.31% or 42.31% of the evaluation criteria can't be fulfilled yet. sequentially, the evaluation criteria are compared to those the largest to the smallest as follows: subfocus the process of achieving very value good or 100%, input subfocus achieved good value or 77.92%, subfocus the product reaches less value or 59%, the context subfocus reaches the value very less or 40.43% and the impact on organizational performance reaches very poor value or 11.1%. the most critical point of this pim iii training program is there in context subfocus, which can affect massively subfocu next. in the focus subfocus, the first priority is on the assessment needs that will determine the goals and objectives of the program. to achieve maximum success of about 91-100% evaluation criteria, it is necessary to make improvements to the focus according to priority by paying attention to aspects that are evaluated. more detailed discussion accordingly subfocus is described in the following article. 1. context subfocus context subfocus which consists of 4 aspects that are evaluated, namely the law foundation, need assessment, goals, and objectives to achieve compliance with average evaluation criteria are very less or around 40.43%. percentage of achievement to the evaluation criteria from the largest to the smallest, namely the legal basis achieve good value or 86.7% of the evaluation criteria, objectives reached a value of very less or by 50% of the evaluation criteria, need assessment reaches a value of very less or by 25% of the criteria the lowest evaluation and achievement in the target aspects achieved very poor value or by 0% against the evaluation criteria. 1.1. aspects evaluated "legal basis" achieve good value or 86.66% of the evaluation criteria. on the legal basis of the legal basis of the pim iii training center in the education and training center the indonesian ministry of manpower is: (1) preamble of the 1945 basic law, paragraph 4; (2) pp 101 year 2000 about education and training for civil servants' position; (3) head regulation state administration agency number 19 of 2015 concerning guidelines organization of level iii leadership education and training; (4) law no 15 of 2014 concerning asn; (5) pp 11 of 2017 concerning management civil servants; (6) regulation of the minister of administrative reform and reform bureaucracy of the republic of indonesia. act no. 38 of 2017 concerning standards competency position of the state civil apparatus; (7) ministerial regulation republic of indonesia employment number 38 year 2015 about organization of education and training for civil servants employment (8) circular number: 108 / k.1 / hkm.02.3 about statement of commitment to implement post-training change projects; and (9) procedure for organizing leadership and technical training, no. doc: dsm / p / 10, no. revisions: 05, date published: 9-12-2016. of the 15 evaluation criteria about the legal basis, which have not been able to found is in the curriculum and modules used are not yet available appeal clause if the training participants are judged to have not passed or are not yet competent, and no modules that can be used. 1.2. aspects evaluated objectives achieve a value of very poor or 50% of the evaluation criteria. the purpose of the pim iii training is to get a structural officer echelon iii as a tactical leader in a program in an organizational unit he led. tactical leader in the program in the unit he dreams of having 8 evaluation criteria, namely: 1). graduated at a change project seminar plan, 2). graduated at the seminar on the report on the results of project changes, 3). attendance of at least 95% of total activities, 4). never get verbal or written reprimands from the host institution, 5). competent in the lead competency test, 6). competent in technical competency tests, 7). competent on competency test managerial, 8). competent in the socio-cultural competency test. from the 8 results criteria, 4 pieces of yield criteria cannot international journal of human capital management, vol. 3 (2), december 2019 79 | p a g e be fulfilled namely numbers 5-8, so they get designation very less or only reached 50% of the evaluation criteria. evaluation criteria that have not been fulfilled, are listed in the regulations and the applicable laws and regulations, including law no. 19 of ri 2015 concerning guidelines for organizing pim training iii. the four evaluation criteria it is written as a competency that a structural officer must possess echelon iii namely: lead competence, technical competence, competence managerial, and sociocultural competence. to assess the competency tests should be carried out, but never implemented competency tests are performed after following pim iii training. 1.3. aspects evaluated need assessment reaches a value of very less or 25% of the evaluation criteria. there are three evaluation criteria that need to be implemented achieved, namely need assessment conducted by involving stakeholders, the organizational structure that is responsible for conducting need assessments and document needs assessment activities. it is very necessary, bearing in mind the need assessment activities are the initial foundation before training well implemented. in line with the opinion of kaswan (2011) that need assessment is the first step in training design, if it is not done well, regardless of the method or learning environment, training will not achieve the results or benefits expected by the organization. 1.4. aspects evaluated targets reach very poor values or 0% of the evaluation criteria. aspects evaluated the objectives of conducting pim iii training are increased competency as a tactical leader in programs in institutions he leads. there are 4 evaluation criteria that are not fulfilled there are increased leadership competency, increased technical competence, increased managerial competence and increased social competence cultural. in accordance with the mandate of law no. 15 of 2014 concerning asn; pp 11 years 2017 about pns management; perka lan no. 19 of 2015 concerning education and training pim iii; and regulation of the minister of administrative reform and reform republic of indonesia bureaucracy number 38 year 2017 concerning standards state civil apparatus competency position, that the target of the training is increased lead competency, increased technical competence, managerial competence and social-cultural competence. these four competencies never measured in the implementation of pim iii training, well before implementation and completion. according to the chr. jimmy l. gaol (2015), measurement of competence is an important series after it is present competency model. 2. input subfocus input subfocus has 9 evaluated aspects, there are organizational structure, standard operating procedures (sop), infrastructure, facilities, training staff, participants, curriculum and modules as well as financing. input sub-focus reached the whole of the criteria of evaluation of the average good or of 77.92% of evaluation criteria. achieving the largest percentage of evaluation criteria to the smallest namely very good organizational structure (100%), very good planning and activity strategy (100%), very good infrastructure (92%), good trainer (85.7%), good financing (85.75), good sop (82.6%), less participants (60%) and lowest curriculum and modules very less (40%). 2.1. aspects evaluated organizational structure achieves value very good or 100% against evaluation criteria. evaluated aspects organizational structure has 7 evaluation criteria, namely: 1) the element responsible; 2) elements that take care of administration, participants, facilities and infrastructure; 3) elements that take care of education personnel; 4) elements take care of monitoring and evaluation; 5) elements that take care of participants; 6) elements who take care of the infrastructure and; 7) elements that take care of infrastructure. all evaluation criteria can be fulfilled. this organizational structure is what tasked with carrying out all procedures from beginning to end based on their respective duties and international journal of human capital management, vol. 3 (2), december 2019 80 | p a g e functions. this research found that aspect the evaluated organizational structure meets all the evaluation criteria stipulated by shipping number 19 of 2015. this is consistent with research results from: a. tootian, s. (2019); the objective of this study was to examine the evaluation of training courses applied in succession planning in organizations using the cipp model. this was an applied research in terms of purpose and descriptive-survey in terms of data gathering type. statistical population of the study included 100 employees of chamber of commerce, of which a sample size of 80 people were selected using the random sampling method. the results revealed that context, input, output (product) and process components in the evaluation model of training courses used in succession planning are at a favorable level. b. gunung, nyoman and ik darma's research (2019); this study aimed at finding out the level of effectiveness of the implementation of teaching at pnb viewed from the relatedness of the components of 1) context; 2) input), 3) process, and 4) product. this study used the cipp (context, input, process, product) model evaluation method. the data were collected using questionnaire, interview guide, and related documents. the subjects consisted of students, lecturers, and the management sfaff of departments in politeknik negeri bali (pnb). the result of analysis showed that the effectiveness of the implementation of the teaching program at pnb viewed from the relatedness of context, input, process, and product falls into fairly effective category. while the obstacles in the implementation of the teaching programs at pnb include those in the components of context, input, process and product components. the outstanding obstacle occurs in the product variable. research from lusiana (2017), on the management of diklat pim iv in the lubuk linggau training center. the research method used is descriptive qualitative, with the results of the diklat pim iv in the institution implemented to build operational leadership competencies that will occupy echelon iv positions. 2.2. aspects evaluated sop reaches good value or 82.6% against evaluation criteria. the aspect which was evaluated in the form of sop of this program has fulfilled the criteria evaluation of sop in accordance with section no. 19 of 2015. only it is still general. therefore, the republic of indonesia education and training center itself detailing the sop by making a new sop that is more detailed and specific. there are 4 sops, namely leading competency test sop, sop technical competency test, sop managerial competency test, and sop test sociocultural competence. the four sops are important and is the main objective of the competency improvement activities to be achieved from pim iii training. so that in the future pim iii training would be better, all four things it needs to be made in the form of a competency test sop, so that the results you want achieved from increased lead, technical, managerial and competence sociocultural has a standard of evaluation and measurement that is traceable and measured. 2.3. aspects evaluated infrastructure reached very good or 92.3% of evaluation criteria evaluated aspects infrastructure has 13 evaluation criteria, only 1 of which does not fulfill that is in terms of function and age such as the hall, class, and dormitory which is more than 20 years old, so it needs to be renovated. infrastructure conditions which are available when going to the field indicates the need for renovations on a scale large enough. the education and training center of the ministry of manpower should conduct maintenance of the infrastructure. one of the maintenance of educational infrastructure aims to ensure the operational readiness of equipment to support the smooth work so that the optimal training results are obtained. in addition, maintenance of infrastructure good results rarely damage which means the cost of repairs can be suppressed to a minimum (matin and fuad, 2016). international journal of human capital management, vol. 3 (2), december 2019 81 | p a g e 2.4. aspects evaluated facilities achieving good value or 75% against evaluation criteria evaluated aspects facilities have 4 evaluation criteria. criteria which not met, namely reference books, modules or teaching materials about managing human resources and good leadership available in the library and can be accessed through the education and training center of the ministry of manpower (pusdiklat kemnaker) and pusdiklat website. source this vital learning cannot be fulfilled by the pusdiklat so that it can affect the precision of achieving goals and objectives. the pusdiklat in the future implementation must comply with deficiencies in the aspects evaluated by facilities material procurement. according to benny a. pribadi (2014), there are ways to fulfill these shortcomings, namely by producing their own training materials or buy the training material from another party. 2.5. aspects evaluated educator and trainers (widyaiswara) achieve good grades or 85.7% of the evaluation criteria. education staff does not meet the evaluation criteria in full, that is there are widyaiswara practitioners, committees, examiners, guides and counselors. evaluation criteria that have not been met is the development of widyaiswara's competence by lan ri through the task line study. according to sugandi (2016), widyaiswara must be a learner throughout life that always adjusts skills and knowledge with a tendency that occurs in society. more specifically, the task of widyaiswara according to misriadi (2016), is as a source learning, facilitator, manager, demonstrator, guide, motivator, and evaluator. widyaiswara is a position that has a scope of duties, responsibility, authority and right to conduct educational teaching activities, training civil servants (dikjartih pns). widyaiswara's task is not an easy task, they are required to continue to develop competencies in order to become good widyaiswara. it is unfortunate if the lan as a responsible institution giving tasks to widyaiswara not giving activities competency development in the form of learning tasks. 2.6. aspects evaluated participants score less or 60% against evaluation criteria. evaluated aspects of participants there are 5 evaluation criteria and those that have not fulfilled 1 namely participants from central, regional and various agencies department. section 19 of 2015, requirements are stated pim iii training participants, namely that "participants from the province/district/ city follow the education and training outside the province of origin, so attach a letter information / recommendation following the education and training from the government training institute province of origin accredited. " from these regulations that pim iii training can accept participants in one batch consists of agencies from the central, regional and various departments. diversity of the background of the participants, it is possible constructive communication across agencies on a centralregional scale. forward, the ministry of manpower education and training center needs to improve recruitment and selection so that pim iii training to be better. 2.7. aspects evaluated curriculum and modules achieve value very less or 40% of the evaluation criteria the curriculum in this program is fulfilled 2 of 5 evaluation criteria. the three evaluation criteria that have not been met are: there is no assessment towards the eyes of the education and education program with the title of graduation; there is no reference book yet the main or modules as a minimum reading, and there is no bank case yet leadership and managerial. the assessment of the mastery of the material for each subject is sourced from the attendance and activeness of participants. mastery of knowledge has not yet been measured. mentor and evaluators who give values differ from each other because they have not there are standard standards that can be used to give an objective value in each eye training. in addition, there are no books or modules used during the training process. in fact, according to hamid hasan (2014), books or modules are an important component of a curriculum. international journal of human capital management, vol. 3 (2), december 2019 82 | p a g e 2.8. aspects evaluated in planning and strategy activities reached very good value or 100% against the evaluation criteria evaluated aspects which are evaluated in the form of planning and strategy this program activity gets very good value because of all the criteria evaluation is fulfilled. the five evaluation criteria in preparation for implementation include: 1) there is the formation of an executive committee, recruitment of participants, recruitment of lecturers, accommodation and consumption preparation, scheduling, facilities and infrastructure, invitation list at the opening and closing events; 2) there is an evaluation plan for training staff, participants, and committees; 3) there is a strategy of activities in the classroom and outside the classroom; 4) there is a reporting plan accountability, and 5) there is a post monitoring and evaluation plan training. 2.9. evaluated aspects financing reaches good value or 85.7 against evaluation criteria evaluated aspects financing has not met the evaluation criteria as a whole. that is because in the study of documentation and participatory observation documents have not been found related to the scope of this program financing. 3. process subfocus this program process sub-focus has 3 aspects that are evaluated, i.e. announcement, acceptance and implementation with each achievement 100% overall evaluation is carried out on this sub-focus get very good results because it meets all the criteria evaluation. 3.1. aspects evaluated announcement achieves very good scores or 100% against evaluation criteria the aspect that has been evaluated in the form of an announcement on this program has been met the evaluation criteria. the entire scope of the evaluation criteria is in aspects. this announcement, namely: the time of implementation, the criteria and requirements of candidates participants, the deadline for submission of candidates is received by the education and training center, announced on the website openly, and schedule activities. the latest data found to announce the pim iii training program in the form of a circular of the minister of manpower of the republic of indonesia number: se.01 / naker-sj / xii / 2017 regarding education and training in the field ministry of manpower and capacity building employees employment in 2018. 3.2. aspects evaluated acceptance achieves very good grades or 100% against evaluation criteria. evaluated aspects admission to this program has also been fulfilled all evaluation criteria. there is an administrative officer accepting participants, check administrative completeness, distributing participant's equipment (training kit), share rooms and orient room plans and order, acceptance of participants, as well as opening and orientation of the program, takes place with well. even if there are deficiencies, especially in the participant selection phase, the implementation of pim iii education and training at the republic of indonesia ministry of education and training center can take place optimally. the structure that is responsible for implementation. pim iii training is the head of education and training center, head of organization, head of subdivision functional, head of education and training, widyaiswara, program and evaluation head, head of administration, and quality control. sri widoyo (interview, february 20, 2018). 3.3. aspects evaluated implementation achieves very good scores or 100% against evaluation criteria the aspects evaluated implementation consists of opening and program briefing; learning activities on campus (phase i on campus) for 8 days; project area approval activities change at each institution each (phase ii off-campus or taking ownership) for 7 days; activity campus learning and benchmarking (phase iii on campus) for 18 day; activity of implementing project plan changes to each institution each (phase iv offcampus) for 60 days; closing and giving reward. international journal of human capital management, vol. 3 (2), december 2019 83 | p a g e 4. product focus product subfocus consists of 3 aspects that are evaluated, namely the report implementation, alumni quality and impact on organizational performance after participants return to their home institution. achieve fullness towards evaluation criteria average less or 43.03%. the biggest percentage achievement the evaluation criteria are reports with a good value or 75% and the smallest the impact is very poor or 11.1%, and the quality of the alumni is very poor or 43%. 4.1. evaluated aspects reports reach good or 75% against evaluation criteria the aspects evaluated in the form of reports of this program have met the criteria evaluation of 3 of the 4 evaluation criteria. evaluation criteria that have not been met are the report has no theoretical foundation. this aspect gets good grades or 75% evaluation criteria can be fulfilled. the theoretical foundation needs to be a part of making reports so that the report has a solid footing. theoretical foundation that is not contained in the pim iii training program report is part of the scientific principles of an implementation report training. according to djuju sudjana (2008), the diklat report is a scientific work which should have a theoretical basis. the pim iii training report should contain an empirical study of primary and secondary data from diklat activities pim iii is based on a theoretical study. 4.2. aspects evaluated alumni quality reaches a very value less or 43% of the evaluation criteria the results of the qualitative evaluation that researchers conducted on the evaluated aspects of the quality of pim iii training participants in government agencies where they served as echelon iii officials found that pim iii alumni officials' competency characteristics as pim iii products such as which has been described above is generally not measurable. accordingly qualitatively, the expected competency is realized in pim iii alumni it can indeed be felt by echelon ii as a boss, colleague and level subordinate. however, the competency is not something that is obtained from pim iii brief training activities, but because of the character already attached to the personality of the alumni who work under his position, along also in the course of his life pursuing a career for decades as government employees. 5. impact or impact reaches a value of very less or 11% on evaluation criteria pim iii training is actually very good for selecting prospective officials structural echelon iii because the program seeks to increase the capacity of civil servants as human capital. pim iii training pathway which implemented leading to efforts to increase: 1). attitude and enthusiasm community service-oriented to the interests of the people, nation, and state homeland; 2). technical, managerial, and / or leadership competence; 3). efficiency, effectiveness, and quality of the tasks performed by the spirit of cooperation and responsibility in accordance with the work environment in the organization. the impact of graduates on organizational performance has never been evaluated so that the benchmarks of success at sending agencies as which is expected from the program diklat pim iiiactivities has not been determined. limitation this research has limitations, such as in interviews, document observation, and image capture. in general, among others, i.e. all informants are only willing to be interviewed individually, and not willing photographed for various reasons. data collection permit, until writing this report is not willing to be issued, especially from panrb. in conducting interviews there are several limitations, namely (1) only willing to be interviewed by telephone; (2) the informant submits to subordinates but subordinates feel they do not have authority; and (3) the informant feels that he is not in his capacity because he has just been appointed a new position or hand it over to old officials who have moved institutions; (4) informant so busy that he is only willing to be interviewed individually; (5) limited time from researchers, related to the completion of studies. international journal of human capital management, vol. 3 (2), december 2019 84 | p a g e efforts to quantify the qualitative research findings into the form of numbers is unusual. but researchers hope in research this can be objective so quantification is done through achieving percentages against evaluation criteria, even though researchers are aware of the measurement results through interviews cannot be equated with the results of measurements through observation or study documents. conclusion & recommendation a. conclusion the conclusion of the pim iii training center for the education and training center of the republic of indonesia ministry of manpower general achievement of success against evaluation criteria reaches a value less or 57.69%, with the achievement of the assessment of the aspects evaluated as follows: 1). the aspects that are evaluated are highly rated good is the organizational structure that is responsible, the availability of infrastructure, announcement to prospective participants, acceptance of participants in the education and training center, implementation of activities according to the pim iii training phase; 2). aspects that are evaluated that received a good rating that is the legal basis, the availability of sops, the availability of facilities, education staff, planning and strategy activities, availability of costs and implementation reports; 3). aspects that are evaluated only participants received less assessment; and 4). aspects which is evaluated which gets a very poor evaluation, namely need assessment, goals, objectives, curriculum and modules, quality of training alumni and impact on performance alumni of the organization. based on each subfocus cipp and impact method, the conclusion can be described below. context subfocus (c) achieves very poor value especially on achievement of aspects evaluated such as good legal foundation, need the assessment found no documents and no organizational structure responsible for the implementation of need assessment, goals are lacking because they were only able to meet some of the evaluation criteria, the targets were very lacking because it does not meet all the evaluation criteria. so the average percentage against the evaluation criteria obtained by 40.43%. input subfocus (i) achieves good value because it fulfills aspects that are evaluated, include: a very good organizational structure responsible and infrastructure; good: sop, facilities, education staff, and financing; those assessed as lacking in participant aspects; very lacking in aspects of the curriculum and module. so that the average percentage of the evaluation criteria obtained amounted to 77.92%. process subfocus (p) achieves very good success because all the aspects evaluated are the announcement aspects, acceptance aspects and aspects implementation which includes: diagnosis of organizational needs, taking ownership, design changes and build teams, leadership, and laboratory evaluation. so that the average percentage of the evaluation criteria obtained by 100%. product subfocus (p) achieves less success by reason of aspects that are evaluated: that achieves good value of the implementation report; that achieving very poor grades in the quality of training alumni and the impact of alumni performance towards the organization. the quality of alumni is very poor because there are 4 criteria evaluation that has not been done is the lead competency test, competency test technical, managerial competency test and sociocultural competency test. criteria the evaluation that was fulfilled was the attitude assessment, the project plan evaluation change and assessment of project changes report. so the average percentage of the evaluation criteria obtained by 59%. impact subfocus or the impact of produced product, namely the impact of alumni performance towards the organization they lead only meets the criteria. ‘the development of the project implementation changes by superiors and training centers’. while the criteria that have not been met are: a). assessment from the direct supervisor about: leadership, managerial, technical and competency enhancement sociocultural; b). assessment of your fellow level colleagues with echelon iii positions to the directorate regarding leadership competency improvement, managerial competence, technical and sociocultural; c). assessment of subordinates with echelon iv positions to the directorate regarding leadership competency improvement, managerial competence, technical and sociocultural; d). the international journal of human capital management, vol. 3 (2), december 2019 85 | p a g e ability to carry out its duties and functions; e). the ability to absorb a budget to optimize its tasks and functions; f). the ability to make staff studies / studies as policy material; g). the ability to develop staff or subordinates; and h). ability to delegate tasks to coworkers. so the average percentage of the evaluation criteria obtained was 11.1%. b. recommendation the recommendations of this study are: 1. for pan rb, elaborating leading competencies, technical competencies, managerial competencies, and sociocultural competencies into performance criteria so that they can be more measured and traceable. 2. for lan ri's program development and training center (p3d) in conducting a need assessment related to the needs of the pim iii training program for echelon iii structural officials and documenting the results. implement the pim iii training model as part of the echelon iii position selection and not as part of coaching. figure 3 : program diklat pim iii cycle model as part from the echelon iii structural position selection from figure 3 of the diklat pim iii cycle model iii as part of selection above, can be explained as follows: the central point of program implementation program diklat pim iii contained in the middle circle in the form of job competence echelon iii structural as tactical leader. a tactical leader has 4 competencies, namely: leadership competence, managerial competence, technical competence, and sociocultural competence. the four competencies as leaders. the tactical competencies leader an integral part of the sub-focus context, input, process, and product. the integral part referred to is an inseparable part of international journal of human capital management, vol. 3 (2), december 2019 86 | p a g e each sub-focus, so the tactical leader competency becomes a benchmark success at each stage of the next sub-focus. 3. for the education and training center of the ministry of manpower, to improve things that are lacking such as: a. availability of online learning materials, references related to leadership and managerial in the library, a collection of the latest leadership and managerial issues that come from print and electronic media. b. using competency standards set by pan rb in designing classroom learning, benchmarking, designing change projects and final evaluation. c. the final evaluation is carried out not only to assess the results of the project changes report but also to measure the achievement of the competencies of participants by conducting competency tests based on the competency standards of echelon iii officers. d. propose a training budget comprehensively including evaluation of post-training. 4. for bnp2tki to select prospective participants of the pim iii training program using guidelines published by lan ri and evaluate the implementation of integrated change projects with employee performance appraisal using the 360-degree method. references abidin., zainal. 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(2004). leadership in organizations, 6th edition. new york: pearson internasional edition. international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 6 (1), june 2022 110 | p a g e international journal human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 6, no. 1, june 2022, p 110-123 the influence of organizational justice dimensions on affective commitment and employees’ counterproductive behavior muhammad zakiy sharia economics department, universitas muhammadiyah yogyakarta email: muhammad.zakiy@fai.umy.ac.id muhsin hariyanto sharia economics department, universitas muhammadiyah yogyakarta email: muhsin@umy.ac.id abstract employees' work dynamics in companies are very diverse. some employees have high commitments, and others are very low. likewise, the counterproductive behavior of employees in every company is also high or low. the importance of the two factors for the continuity of company operations incites the investigation to ponder the role of the dimensions of justice on affective commitment and counterproductive work behavior of employees in islamic financial institutions (lks) in diy. researchers distributed questionnaires to 219 employees from several lks in diy with purposive sampling. the data were then analyzed through sem-pls, which measures the research instrument and the influence between the research variables. the results of this study indicated that only procedural and interactional justice trigger affective commitment and deviant workplace behavior, while distributive justice is unable to influence these two variables. the study contributed to lks managers maintaining a work environment that upholds the principles of justice to increase affective commitment and minimize employees' deviant behavior. keywords: counterproductive behavior, affective commitment, organizational justice, islamic financial institutions, diy received: 2 january 2022 accepted: 31 may 2022 publish: 1 juni 2022 how to cite: zakiy, m., hariyanto, m (2022). the influence of organizational justice dimensions on affective commitment and employees’ counterproductive behavior. international journal of human capital management, 6(1), 1-12. https://doi.org/10.21009/ijhcm.06.01.10 http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 6 (1), june 2022 111 | p a g e introduction affective commitment is an essential factor that companies want their employees to have. the emotional attachment of employees to their organization gives employees more leverage in carrying out the work. allen et al. (2016) described affective commitment as an employee's pride in the organization and willingness to exert effort for the organization. with affective commitment, the company's management benefits because employee behavior is formed based on love for the company so that employees are willing to sacrifice for the advancement of the company. employees who have an affective commitment to the company are earnest in carrying out the tasks assigned to them because employees believe that the tasks given are steps to achieve company goals. several previous studies have confirmed the role of affective commitment on ocb (buch, kuvaas and dysvik, 2019), employee performance (ogbonnaya, 2019; khalid, 2020; kim, 2020), and innovative behavior (ogbonnaya and messersmith, 2019). in addition to affective commitment, the researcher tried to look at the factors that the company does not expect from its employees, known as counterproductive work behavior. this behavior is undesirable because it can harm the company and have a negative influence on other employees. this employee's counterproductive work behavior is certainly based on the employee's perception of company support. referring to the social exchange theory, employees will reciprocate the organization's treatment of themselves as the organization treats itself so that employees who feel aggrieved by the organization employees will perform counterproductive work behavior. employees who feel low job satisfaction and think about leaving the company are also very likely to engage in counterproductive work behavior (holtom, burton and crossley, 2012; mai et al., 2016). mitchell & ambrose (2007) defined counterproductive work behavior as voluntary behavior that violates organizational norms and is detrimental to the organization and its members. several previous studies have confirmed the negative impact of counterproductive work behaviors such as harming the organization, threatening employee welfare, increasing employee stress, financial losses to the company, and harming customers (robinson and bennet, 1995; xu, zhou and du, 2016; lavelle et al., 2018; chi and grandey, 2019). given the importance of the variables of affective commitment and employee counterproductive work behavior, it is necessary to look at the antecedents of these variables. one of the critical factors causing affective commitment and counterproductive work behavior of employees is the perception of organizational justice felt by employees. several previous studies have proven the vital role of organizational justice on affective commitment (ohana, 2014; bashir et al., 2020) and counterproductive work behavior (lavelle et al., 2018; rubino et al., 2018). research by (hadi, tjahjono and palupi, 2020) also explains that organizational justice has a positive effect on pay satisfaction, ethical decision, job satisfaction, affective communication, intention to join and keep working, and commitment. perceptions of justice are felt by employees as a form of relationship between employees and the organization, so that perceived justice is caused by the organization's treatment of its employees. organizational justice is also perceived differently between employees in an organization because the perceptions felt by employees of the justice provided by the organization are different. for this reason, the increase in affective commitment and counterproductive work behavior of employees can vary within an organization. several types of organizational justice that have been defined by experts are suspected of having a significant effect on increasing employees' affective commitment and work behavior, such as distributive justice, procedural justice, and interactional justice (majang palupi and tjahjono, 2016; lavelle et al., 2018; bashir et al., 2020). distributive justice refers to the fair allocation of results according to performance (sherf, venkataramani and gajendran, 2016; tamta and rao, 2017). this justice is for someone whose work motivation is money-oriented, so companies need to pay close attention to this type of justice. this fairness is perceived by employees by comparing the income they receive with the income of their co-workers or employees in other companies with similar work positions. in addition, employees also compare the income they receive with the performance so that employees will feel unfair if the compensation given is not in accordance with their contribution. by comparing income with employee performance, the perception of distributive justice can be felt. if distributive justice is perceived as high by employees, it is possible to create an employee's affective commitment (sahu and pathardikar, 2014). likewise, high distributive justice may reduce counterproductive work behavior because the company has given rights in accordance international journal of human capital management, vol. 6 (1), june 2022 112 | p a g e with the justice felt by employees (marcano and castaño-collado, 2020). the second justice is procedural justice, defined as giving influence over the decision-making process and the way to appeal decisions, making decisions based on accurate and consistent data (sherf, venkataramani and gajendran, 2016; lavelle et al., 2018). this fairness shows how the company provides procedures that are in accordance with the applicable provisions for decision-making. employees who are involved in the work and activities of the organization can feel the procedural justice that occurs in the company. employees will perceive procedural justice given to them through work processes such as sharing authority and responsibility so that the role of leaders and organizations in improving procedural justice is needed. employees who feel they are treated fairly by the organization will feel emotionally attached to the organization so that it is possible to create affective commitment from employees. vice versa, employees who feel that there is no procedural justice in the organization, do not feel emotionally attached to the organization, so counterproductive work behavior may occur (marcano and castaño-collado, 2020). in addition to these two justices, interactional justice is also seen as necessary in creating affective commitment and counterproductive work behavior of employees. employees who feel they are treated fairly, such as good communication, providing clear information, and good interpersonal relationships with superiors and organization members, will create an emotional attachment for these employees. according to tamta & rao (2017), interactional justice refers to the perceived fairness of the interpersonal treatment of the person who controls the procedure in determining the outcome. interactional justice is emerging as an essential component of managerial justice because of its prominence on the human aspect in organizational contexts. well-cared employees will feel that they have an emotional attachment and affective commitment, leading to decreased counterproductive work behavior. the purpose of this study was to examine organizational justice perceived by the employees of islamic banks in diy. the justice felt by islamic bank employees is expected to increase affective commitment and reduce counterproductive work behavior. the selection of islamic banks is because the industry has very good prospects in indonesia with the muslim majority (as’ad, 2020; dawami, 2021; hasan, 2021; muchlis and fathurrahman, 2021) and mckinsey & company (2012) also predicted the good financial industry prospects in indonesia, although research from (listiono, 2020) explains that islamic religious institutions do not affect economic growth in indonesia. also, islamic banking is relatively new when compared to conventional banks, and public awareness of islamic banks is still minimal which highly need commitment from employees in order to compete (sheikh, 2021; sulaiman et al., 2021). besides, banking institutions are very vulnerable to counterproductive work behavior and fraud/deviation (mason and bohm, 2017). to overcome these problems, organizational justice is needed to provide facilities to employees so that they do not take actions that harm the company. literature review social exchange theory explains that a person will reciprocate the treatment of others as how a person treats himself (zakiy, 2019; utami and zakiy, 2020). the organizational support in the form of providing good justice will be adjusted by employees by reciprocating the treatment through increased commitment and avoiding counterproductive work behavior. on the other hand, inappropriate organizational justice is very likely to reduce employee commitment and increase counterproductive work behavior. the dynamics of diverse organizational life possibly give employees a feeling of unfairness between co-workers. in addition to the social exchange theory, the fairness felt by employees is closely related to the equity theory, where employees will compare their work results with the work of their colleagues (inputs) linked to the income (outputs) produced by both. if the work results between the two are the same, then the income earned must be the same. if the income earned between these two individuals is different, then there is a distributive injustice that causes employees to be dissatisfied with their work. gollwitzer et al. (2009) explained that employees who feel injustice in the organization would be motivated to defend themselves by engaging in uncooperative behavior and hostile attitudes towards the organization. thus, organizational justice perceived by employees is closely related to the attitude of commitment and counterproductive work behavior. international journal of human capital management, vol. 6 (1), june 2022 113 | p a g e distributive justice, affective commitment, and counterproductive work behavior cases of employee counterproductive work behavior often occur because employees feel that there is no match between work results and the income provided by the organization. this condition will indirectly give a loss to the organization because counterproductive work behavior of employees can reduce performance and affect the performance of other employees. giving fair salary incentives by the company can make employees feel emotionally attached to the company and willing to give their best for the advancement of the company. scheller & harrison (2018) argued that providing incentives for work results that are in accordance with employee performance provide employee satisfaction so that employees' counterproductive work behavior can be minimized by the company. several previous studies have proven that distributive justice can increase commitment and minimize counterproductive work behavior (sahu and pathardikar, 2014; scheller and harrison, 2018; marcano and castaño-collado, 2020). thus, the following is the first and second hypotheses: hypothesis 1: distributive justice has a positive effect on employees' affective commitment. hypothesis 2: distributive justice has a negative effect on counterproductive work behavior. procedural justice, affective commitment, and counterproductive work behavior the company's work environment greatly determines the comfort of employees' work (kowo and akanmu, 2021), so the need for procedural justice provided by the organization must be adequately maintained. making fair rules, consistent policies, and not in favor of certain individuals or groups are examples to create good procedural justice in the organization. the decision-making process in the company is an essential thing that employees pay attention to while in the company. employees who perceive that the company's decisionmaking process is fair will feel that the organization pays attention to employee rights so that employees' affection rises. vice versa, counterproductive work behavior is very likely to be carried out by employees if they feel that the decision-making process carried out by the company is not in favor of them. xiao et al. (2018) explained that low procedural fairness could lead to hostility towards the organization and reduce employee commitment so that they spend less time on their work and even commit absenteeism or theft for self-compensation. for the above reasons, the next hypotheses are: hypothesis 3: keadilan prosedural berpengaruh positif terhadap komitmen afektif karyawan. hypothesis 4: keadilan prosedural berpengaruh negatif terhadap perilaku kerja kontraproduktif karyawan. interactional justice, affective commitment, and counterproductive work behavior humans are social creatures who need good interactions with one another. likewise, employees who consider the need for interaction with leaders and organization members are vital to achieving employee job satisfaction. good interpersonal communication between leaders and employees, as well as providing clear information regarding the results of decisions made by company leaders, make employees feel close to the organization so that employees' affective commitment can be created. on the other hand, employees who feel they have been treated unfairly, provide unclear information, and have bad interpersonal relationships with company leaders are very likely to engage in counterproductive work behavior. several previous studies have proven that interactional justice can increase affective commitment and decrease employee counterproductive work behavior (lavelle et al., 2018; ohana and stinglhamber, 2019). therefore, the subsequent hypotheses are: h5: interactional justice has a positive effect on employees' affective commitment. h6: interactional justice has a negative effect on employees' counterproductive work behavior. international journal of human capital management, vol. 6 (1), june 2022 114 | p a g e figure 1. research model methodology sample and procedures a total of 219 lks employees of bank muamalat, bprs madina, pegadaian syariah, asuransi syariah takaful keluarga, bmt bina insanul fikri, dan bmt tamzis were treated as research samples through purposive sampling. respondents who filled out questionnaire data online and offline were 263 employees. however, there were 44 respondents who did not complete the questionnaire and were not serious in answering the questionnaire questions, so that the final data that could be processed in this study were only 219 (83.27%). the gender of respondents was dominated by men, with 131 (59.8%) people. for their age, most of them were 21 30 years old, with a total of 99 people (45.2%). in the education category, undergraduate employees were the most with 149 people (68%). for the working duration, 71 respondents have worked for 3-5 years (32.4%). in the income category, the majority earned 3.1 – 5 million of 38.4%. lastly, the majority of respondents (62) were marketing staff (28.3%). measures to measure all variables in this study, we adopted the instruments in previous studies. employees were asked to explain their perceptions of the research variables. the study used a 5-point likert scale with the following scores: 1 = strongly disagree and 5 = strongly agree. after that, the employees answered questions related to demographics and then continued with questions about the latent variables in this study. the test continued with instrument testing and hypothesis testing using sem-pls. distributive justice distributive justice is the allocation of fair results according to performance (sherf, venkataramani and gajendran, 2016; tamta and rao, 2017). the study applied four developed statement indicators (colquitt, 2001). some statements such as compensation describe the effort, according to the workload, according to contribution to the organization, and according to performance. an example of a statement item is “compensation earned at work reflects the effort put in by the employee”. procedural justice procedural justice is defined as giving effect to the decision-making process and the way to appeal decisions, making decisions based on accurate and consistent data (sherf, venkataramani and gajendran, 2016; lavelle et al., 2018), and measured by a 7-item statement (colquitt, 2001). the statements consisted of consistency, free of bias, the accuracy of the information, correctness of representation, and ethics. an example of a statement item is “employees can provide opinions or views when making a decision”. international journal of human capital management, vol. 6 (1), june 2022 115 | p a g e interactional justice interactional justice refers to the perceived fairness of the interpersonal treatment of the person who controls the procedure in determining the outcome (tamta and rao, 2017). the indicators in measuring interactional justice used nine indicators developed by niehoff & moorman, 1993. interactional justice was measured using 9 statement items using a likert scale. an example of a statement item was “the leader treats employees well”. affective commitment meyer & allen (1991) defined affective commitment as an employee's emotional attachment, self-identification with the organization, and involvement in the organization. to measure affective commitment, we used an 8-item statement developed by dsc (allen & meyer, 1990). an example of a statement item in this variable was, “i feel happy spending my career with this organization”. counterproductive work behavior counterproductive work behavior refers to intentional behavior and has a negative impact on the interests of the organization and its members (gruys and sackett, 2003; lavelle et al., 2018). the measurement was through 16 statement items compiled in 4 developed dimensions (robinson and bennet, 1995). an example of a statement item was “i intentionally slowed down the completion of a task”. results and discussion descriptive statistics the average value, standard deviation, and correlation between variables could be seen in table 1. from the 5 points likert scale, the affective commitment had a mean of 3.84, counterproductive work behavior of 1.95, distributive justice of 3.85, procedural justice of 3.94, and interactional justice of 3.94. for the correlation between variables in this study, counterproductive work behavior was negatively related to all other variables, while affective commitment was positively related to the dimension of justice. measurement model the validity test used confirmatory factor analysis with sem-pls with the loading factor of each item 0.70. in this study, the convergent validity and discriminant validity approaches were applied. for convergent validity, a loading factor of 0.70 was applied for a more convincing validity indicator. in testing the instrument, there was 1 question item that was not valid because the loading factor was less than 0.70 in cwb 1. therefore, it was excluded. the validity test could be seen in table 2 below: table 1. descriptive statistics and correlation m sd 1 2 3 4 5 affective commitment 3.84 0.719 counterproductive work behavior 1.95 0.876 -0.276** distributive justice 3.85 0.860 0.252** -0.528** procedural justice 3.94 0.761 0.327** -0.555** 0.526** interactional justice 3.94 0.761 0.360** -0.617** 0.631** 0.667** note: n = 168; *p < .05, **p < .01. international journal of human capital management, vol. 6 (1), june 2022 116 | p a g e to test discriminant validity, it could be seen from the cross-loading value of each variable with its constructs or by comparing the ave roots. from the results of the discriminant validity test, the crossloading value of each variable was greater than the loading of a variable with other variables. the measurement of discriminant validity was in table 3 below: table 2. factor loadings (fl), average variance extracted (ave) and composite reliabilities (cr) construct items fl ave cr affective commitment ac 1 ac 2 ac 3 ac 4 ac 5 ac 6 ac 7 ac 8 0.779 0.786 0.810 0.825 0.812 0.819 0.872 0.857 0.673 0.943 counterproductive work behavior cwb 2 cwb 3 cwb 4 cwb 5 cwb 6 cwb 7 cwb 8 cwb 9 cwb 10 cwb 11 cwb 12 cwb 13 cwb 14 cwb 15 cwb 16 0.798 0.869 0.849 0.847 0.910 0.902 0.903 0.913 0.865 0.867 0.907 0.876 0.918 0.928 0.913 0.783 0.982 distributive justice dj 1 dj 2 dj 3 dj 4 0,940 0,945 0,949 0,945 0.893 0.971 procedural justice pj 1 pj 2 pj 3 pj 4 pj 5 pj 6 pj 7 0.845 0.852 0.875 0.853 0.879 0.822 0.880 0.737 0.951 interactional justice ij 1 ij 2 ij 3 ij 4 ij 5 ij 6 ij 7 ij 8 ij 9 0.871 0.895 0.708 0.801 0.859 0.851 0.881 0.884 0.878 0.721 0.959 international journal of human capital management, vol. 6 (1), june 2022 117 | p a g e structural model hypothesis testing was to answer research questions by analyzing the structural model. structural analysis in this study could be seen from the value of standardized regression weight to explain the coefficient of influence between variables in this study. an explanation of the causal relationship was in table 4 below. from the results of hypotheses tests in table 4, the regression coefficient of the effect of distributive justice on affective commitment (β= -0.013; t= 0.151; p> 0.10) showed that distributive justice had no effect on affective commitment. the results of testing the hypothesis proved that the first hypothesis was rejected. for the second hypothesis, the regression coefficient of the effect of distributive justice had no effect on counterproductive work behavior (β= -0.151; t= 1.530; p> 0.10). thus, the results did not support the second hypothesis in this study. next, the regression coefficient of the effect of procedural justice on affective commitment (β = 0.163; t = 1.752; p <0.10) proved that procedural justice had a positive effect on affective commitment. the results of testing the hypothesis provide support for the third hypothesis. thus, the higher the procedural justice perceived by lks employees in yogyakarta also led to higher affective commitment. for the fourth hypothesis, the regression coefficient of procedural justice had a negative effect on counterproductive work behavior (β= -0.361; t= 3.043; p<0.010). the results of the hypothesis testing supported the fourth hypothesis. consequently, the higher the procedural justice perceived by lks employees in yogyakarta caused lower counterproductive work behavior. table 3. discriminant validity variable ac dwb dj pj ij ac 0.821 cwb -0.375 0.885 dj 0.314 -0.573 0.945 pj 0.410 -0.681 0.586 0.858 ij 0.460 -0.681 0.662 0.728 0.849 table 4. hypotheses tests hypothesis independent variables → dependent variables std. beta t-value p-value decision h1 distributive justice affective commitment -0.013 0.151 0.880 rejected h2 distributive justice counterproductive behavior -0.151 1.530 0.126 rejected h3 procedural justice affective commitment 0.163 1.752 0.080* supported h4 procedural justice counterproductive behavior -0.361 3.043 0.002*** supported h5 interactional justice affective commitment 0.350 3.539 0.000*** supported h6 interactional justice counterproductive behavior -0.318 2.332 0.020** supported * p≤0,10 **p ≤ 0,05; *** p≤0,001 international journal of human capital management, vol. 6 (1), june 2022 118 | p a g e figure 2. path coefficient inner model for the following hypothesis, the regression coefficient of the effect of procedural justice positively affected affective commitment (β = 0.350; t = 3.539; p <0.010). the results of testing the hypothesis supported the fifth hypothesis. thus, the higher the interactional justice felt by lks employees in yogyakarta, the higher the employee's affective commitment. for the sixth hypothesis, the regression coefficient of the effect of procedural justice on counterproductive work behavior (β= -0.318; t= 2.332; p<0.050) proved that interactional justice had a negative effect on counterproductive work behavior. the results of hypothesis testing supported the sixth hypothesis. also, the higher the interactional justice felt by lks employees in yogyakarta, the lower the counterproductive work behavior. the testing of the first hypothesis indicated that distributive justice has no effect on the affective commitment of lks employees in yogyakarta. accordingly, the provision of organizational obligations to employees, such as compensation, was not able to have an impact on employee commitment. the rejection of the first hypothesis was because the provision of compensation had been given by the company as the company's obligation to fulfill the employee's rights. thus, employees considered compensation as something done by the company not to increase their affective commitment. second, cognitive evaluation theory explained that intrinsic motivation would weaken if employees are given extrinsic motivation (ryan and deci, 2000; koh, lee and joshi, 2019). giving fair compensation from the company is extrinsic motivation, while the employee's affective commitment to the company is intrinsic, so the size of the compensation given does not affect the employee's sense of emotional attachment to the organization. in line with the statement of malhotra et al., (2007) that intrinsic reward is a stronger determinant of affective commitment than extrinsic reward. testing the second hypothesis in this study indicated that distributive justice had no effect on counterproductive work behavior. in other words, the compensation provided by the company did not have an impact on the counterproductive work behavior of employees in lks. this second hypothesis was not supported by several reasons. first, counterproductive work behavior mostly occurred due to employee internal attitudes and morals (lavelle et al., 2018). hence the compensation provided by the company cannot change a person's characteristics. if the employee has a good personality, then the employee will maximize his performance regardless of the compensation given to him. likewise, in contrast to the high and low compensation given to employees with bad personalities, counterproductive international journal of human capital management, vol. 6 (1), june 2022 119 | p a g e work behavior will still occur. second, counterproductive work behavior is largely determined by job satisfaction that comes from intrinsic instead of extrinsic motivation, so that extrinsic compensation is not able to have an impact on employees' counterproductive work behavior. this opinion is in line with the two factor theory by herzberg that job satisfaction can be formed from intrinsic motivation, not hygiene factors classified as extrinsic motivation (scheller and harrison, 2018). the results of testing the third hypothesis in this study emphasized that procedural justice had a positive effect on affective commitment. the provision of procedural justice within the company, such as clarity in decision making, fair regulation for employees, will increase the employee's affective commitment. employees who experience the impact of company decisions will judge whether the decisions made are in accordance with expectations and fulfill the rights of employee justice so that these employees will feel connected to the organization. these results support the social exchange theory, which explains that employees will increase their affective commitment if the employee feels that the policies made by the organization are fair to them. these results are also in line with research by (outlaw et al., 2019) that procedural justice can increase employee affective commitment. the fairness of procedural outcomes can be evaluated from many aspects of procedural justice, such as the selection of decision-makers, appeal procedures, and methodologies of gathering information for making decisions (qureshi et al., 2017). for this reason, employees need to have clarity about the reasons for making decisions in an organization that has an impact on them. the results on the fourth hypothesis in this study indicated that procedural justice negatively affected counterproductive work behavior. consequently, the decision-making process perceived by employees as fulfilling the principles of fairness may weaken counterproductive work behavior instead. lavelle et al. (2018) explained that low organizational justice could increase counterproductive work behavior for both supervisors and organizations. limited information of individuals in responding to organizational policies forces them to evaluate justice subjectively (tjahjono, fachrunnisa and palupi, 2019). counterproductive work behavior is detrimental to the organization and other employees (baer et al., 2018), so companies need to minimize this by increasing procedural justice. this study is in line with previous research, which explains that organizational justice can induce positive emotions that increase employees' willingness to engage in ocb, and injustice in organizations can worsen counterproductive work behavior (baer et al., 2018; rubino et al., 2018). marcano & castaño-collado (2020) also stated that procedural justice is closely related to employee counterproductive work behavior. for the fifth hypothesis, interactional justice brought a positive effect on affective commitment. the provision of interactional justice in the company, such as communication and providing good information to employees, could increase the affective commitment of employees. interpersonal communication is crucial in an organization so that employees feel valued and have clarity in doing their work. in addition, the provision of information provided to all employees can reduce disinformation that may affect employee compliance so that employees perceive the organization to support and appreciate it and will have an impact on employee commitment. these results also supported the social exchange theory, which explains that company support for employees in the form of providing good justice will be interpreted by employees by increasing a sense of belonging to the organization (outlaw et al., 2019). consequently, interactional justice emphasizes humanity (tamta and rao, 2017; de backer et al., 2020), so it is possible to explain the emotional attachment of employees to the organization. lastly, the results of statistical testing supported the sixth hypothesis that interactional justice had a negative effect on counterproductive work behavior. interpersonal injustice is very likely creating employee hatred in the organization, which can increase counterproductive behavior. companies that pay personal attention to employees make employees feel that the organization cares so that employees are reluctant to engage in counterproductive behavior within the organization. these results were in line with the empirical research conducted by wang et al. (2012) that interactional justice could affect counterproductive behavior. interactional justice is more prominent than the other two justices because it describes the behavior of employees when they feel fairness in the organization (qin et al., 2018). therefore, the low interactional justice is very likely to be seen by the organization with the increasing counterproductive work behavior. international journal of human capital management, vol. 6 (1), june 2022 120 | p a g e conclusion justice in the organization should be fairly distributed for all employees so that employees can increase affective commitment and minimize counterproductive behavior. this study succeeded in proving the role of procedural and interactional justice in increasing affective commitment and reducing the counterproductive behavior of employees in lks in yogyakarta. however, distributive justice could not affect the affective commitment or counterproductive behavior of employees. this research had also succeeded in strengthening the social exchange theory, which scientists widely used to predict individual behavior in organizations. finally, this research was able to contribute to lks managers in yogyakarta for organizational management. this research has succeeded in making several contributions to lks managers so that they can be applied to increase affective commitment and reduce employees' counterproductive work behavior. procedural justice needs to be considered by managers because the results of this study may increase affective commitment and reduce counterproductive behavior. managers can make policies that benefit all parties, including employees, not only concerned with organizational goals without considering employee goals. in addition, managers also need to pay attention to interactional justice in order to increase employee affective commitment and reduce counterproductive behavior. this can be done by providing clear information to employees and paying attention to the rights of employees in the organization. this research is inseparable from several weaknesses found during the research and is expected to be a reference for further research. first, the selection of counterproductive behavior variables is very likely to bias because the measurements are self-reported, which allows respondents to answer according to subjective norms applied in their environment. researchers had tried to minimize this by presenting this study only for academic purposes and not reported individually but collectively. further research needs to add confirmation to colleagues and organizations regarding cases that occur in the organization. second, mediating variables are required for this study, such as job satisfaction, to explain the indirect effect between distributive justice on affective commitment and counterproductive work behavior. references allen, d. g., peltokorpi, v. and rubenstein, a. l. 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(2019) ‘the moderating effect of switching cost on the influence of price and service quality towards switching intention’, 353(icosihess), pp. 161–167. doi: 10.2991/icosihess-19.2019.27. 44 the effect of empowerment, self efficacy and job satisfaction on job performance of employees in the ministry of finance’s procurement entities edy gunawan*, djaali**,i ketut r. sudiardhita*** the secretariat general of the ministry of finance state university of jakarta ** state university of jakarta*** gunawan3dy@gmail.com* djaali@unj.ac.id** iketutrsudiardhita@unj.ac.id*** abstract the aims and purposes of this research are to identify and assess the direct effect of empowerment, self efficacy, and job satisfaction on job performance.this research is a quantitative research which conducts survey research methods and path analysis. the population in this study are unit layanan pengadaan members in the ministry of finance of the republic of indonesia which amount to 262 people in which 158 people are used as samples. analitical tools of path analysis have been conducted to analize the data. based on the result of examination of the hypothesis, its been concluded that (1) empowerment has positive and significant effect on job performance; (2) self efficacy has positive and significant effect on job performance); (3) job satisfaction has positive and significant effect on job performance; (4) empowerment has positive and significant effect on job satisfaction; (5) self efficacy has positive and significant effect on job satisfaction; (6) empowerment has positive and significant effect on self efficacy. keywords: empowerment, self-efficacy, job satisfaction, job performance, path analysis the government is currently facing a challenge on how to achieve value for money from the use of state budget. the successful of national development implementation requires not only the efficiency and effectiveness with intensive control, but also requires the absorption of budget revenue and expenditure as a whole. the main problem encountered in the implementation of development today is the lack absorption of the budget. one of the main causes of this slow absorption lies in the area of procurement as government spending that is indeed expected to trigger the economic growth. therefore, the development of government capacity to manage the procurement is a mandatory prerequisite for the fulfillment of the effectiveness and efficiency of national/regional budget spending. the development of government capacity in the context of human resources development owned by organizations is needed to provide optimal results. human resources involved in the procurement of government goods and services (pbjp) are the budget user, proxy of budget user, the commitment maker officials, procurement services unit, procurement officers, and procurement result examination officer. human resources owned by an organization that plays a big part in procurement process especially in selecting the vendors is the members of procurement service unit (psu). mailto:gunawan3dy@gmail.com* mailto:djaali@unj.ac.id 45 according to ivancevich, gibson, and donelly (2012: 372), performance of employees refers to the degree of success in implementing the tasks and the ability to achieve the goals. furthermore shermerhorn, hunt and osborn (2011: 124) consider the performance as the quality of the achievement of the tasks, whether committed by individuals, groups or companies. there are several measures of the performance of employees, according to gomes (2003: 142) which can be used as indicators of employee performance as follows: quantity of work, quality of work, job knowledge, creativeness, cooperation, dependability, initiative, personal qualities. meanwhile, according to t.r. mitchell in sedarmayanti (2009: 51), performance includes several aspects, namely: prom quality of work, promptness, initiative, capability, communication. then, ivancevich et.al (2012: 532) suggests eight indicators of employment, namely the quantity of work, quality of work, job knowledge, attendance, initiative, cooperation, dependability, and the need of supervision. another case with, desler (2011: 338) which says there are 6 categories used to measure the performance of individual employees, which are quality, quantity, punctuality, effectiveness, independence, and work commitments. based on some of the concepts that have been described above, employee performance can be defined as the results achieved in implementing the tasks that have been entrusted in order to achieve a goal legally, and in accordance with existing procedures, with the following indicators: quality, quantity, timeliness, effectiveness, and independence. one of the determinants in improving employee performance is empowerment. as stated by suwatno pariansa and donni juni pariansa (2011: 182-183) quoting rob brown, empowerment is closely related to professionalism that was originally owned by the individual. another suggestion from hirmat r (2001: 46-48) explains that empowerment is basically about giving strength to those who have little or no power (powerless) in order to have the power of self-actualization. moreover, adnan m al sada (2003: 21) states several models of empowerment: a. conger and kanungo’s model: processing diagnosis stage, implementing empowerment strategies stage, providing resources through active achievement, representative experience, verbal persuasion and emotional arousal, empowering subordinates stage, and the final stage, the behavioral effects, b. thomas and tymon’s model: choice, competence, meaningfulness, progress, c. spreitzer’s model: meaning, competency, self-determination, impact. based on some of the concepts that have been described above, then empowerment is defined as the process of granting autonomy or greater and real authority to the employees in an organization through sharing of relevant information so that they can make decisions and take responsibility for the results to be achieved and have fun and self-satisfaction as experience with the following indicators: sense of meaning, self-determination, impact, choice, and progress. morever, other factor that is believed to have an important role to employee performance is self-efficacy. kreitner and knicki (2008: 127) say that self-efficacy as a feeling or beliefs about his opportunity to successfully complete a specific task. this is in line with the opinion of bandura in lunenburg (2011: 1) which says that self-efficacy is a person's belief that he can successfully perform specific tasks. furthermore, gibson (2012: 159) says that self-efficacy has three dimensions which are size, strength, and generality. besides empowerment and self-efficacy, the performance is also affected by the condition of job satisfaction that is driven by a strong motivation. according to oshagbemi (2013:1), job satisfaction is about how a person with his work. the same explanation about the job satisfaction 46 is delivered by colquitt (2009: 105) who states that job satisfaction is a fun emotional expression derived from an assessment of a job or an experience gained in work or in other words an expression of how an employee feels and thinks about his job. according to luthan (2011: 142143) that there are a number of factors that affect job satisfaction, namely wage or salary, the work itself, opportunities, supervision, co-worker, and working conditions. meanwhile, as quoted mckena, hodgetts (2006: 297) identifies six factors that determine the causes of job satisfaction, namely: wages and benefits, promotion, job, leadership, working groups, working conditions. based on some of the concepts that have been described above, job satisfaction can be defined as an emotional feeling someone to work with indicators: wages or salaries, promotion, supervision, co-workers, working conditions. this study aims to identify and assess the direct effect of: (1) empowerment of employee performance; (2) self-efficacy to employee performance; (3) job satisfaction to employee performance; (4) empowerment of job satisfaction; (5) self efficacy to job satisfaction; (6) empowerment of self-efficacy. this study is expected to be useful, (1) theoretically to enrich the science in the field of human resource management, more specifically on empowerment, selfefficacy, job satisfaction, and employee performance and (2) practically to provide advice and input to: (a) for the academics, that the results of this study are expected to provide empirical evidence that can be used as additional references that enrich knowledge in the field of human resource management; (b) for the stakeholders, that the results of this study are expected to provide useful input in decision-making and policy-making related to empowerment, selfefficacy, job satisfaction, and employee performance at the procuring entity in the ministry of finance; (c) for the practitioner, as a reference in an effort to develop the science of human resources in the real world to achieve efficiency and effectiveness in the procurement of goods / services. method this research was conducted in ministry of finance in october 2015 to october 2016 with psu members as the object of this research. this is a quantitative research, using surveys and path analysis method. this research analyzes the direct influence of: (1) empowerment towards job performance; (2) self-efficacy towards job performance; (3) job satisfaction towards job performance; (4) empowerment towards job satisfaction; (5) self-efficacy towards job satisfaction; (6) empowerment towards self-efficacy. procuring unit officers (members of procurement service unit) in ministry of finance were taken as population in this research, totaling 262 persons in which 158 person were taken as research samples by using slovin formula. questionnaires were used as research instrument to support its variable data. this research used descriptive and inferential data analysis techniques. to test the hypothesis of the study, test requirements analysis was used, namely estimation error normality test, significance test and regression linearity test and path analysis. result and discussion 1. result description descriptive analysis shows that (1) variable employee performance has average (mean) of 101.93; median of 102; mode of 101; standard error of 1.549; standard deviation of 3.78; variance (sample variance) of 14.3; data range (range) of 20; minimum score of 100 and maximum score 47 of 120; (2) variable empowerment has average (mean) of 110.42; standard error of 1.268; median of 111; mode of 111; standard deviation of 4.35; variance (sample variance) of 18.9; data range (range) of 26; minimum score of 86 and maximum score of 112; (3) self-efficacy variable has average (mean) of 119.16; standard error of 1.476; median of 119; mode of 119; standard deviation of 4.27; variance (sample variance) of 18.24; data range (range) of 22; minimum score of 99 and maximum score of 121; (4) the variable of job satisfaction has average (mean) of 111.37; standard error of 1.607; median of 111; mode of 112; standard deviation of 4.01; variance (sample variance) of 16.08; data range (range) of 19; minimum score of 111 and maximum score of 130. table: descriptive statistics no. measures y x1 x2 x3 1. mean 101,93 110,42 119,16 111,37 2. standard error 1,549 1,268 1,476 1,607 3. median 102 111 119 111 4. mode 101 111 119 112 5. standard deviation 3,78 4,35 4,27 4,01 6. sample variance 14,3 18,9 18,24 16,08 7. range 20 26 22 19 8. minimum 100 86 99 111 9. maximum 120 112 121 130 10. sum 17596 16105 17446 18827 11. count 158 158 158 158 source: output from generating data 2. analysis requirement test statistical parametric is used with an assumption that the data used by each research variable that will be analyzed form a normal distribution. requirement to be met in the path analysis is that the sample comes from a population that is normally distributed, and the relationship between the variables in the model should be significant and linear. therefore, before testing the model, the test is conducted prior to the three requirements that apply in the analysis of the pathway which are normality test error estimates and significance tests and linearity regression a. error estimates normality test error estimates normality test results show that (1) the distribution of employee performance data on empowerment comes from population with normal distribution, it is shown from the calculation that the value lstatistics= 0.061 ≤ ltable (n = 158; α = 0.05) 0.07; (2) the distribution of data on employee performance self-efficacy comes from population with normal distribution, it is shown from the calculation that lstatistic = 0.0596 ≤ ltable (n = 158; α = 0.05) 0.07 ; (3) the distribution of employee performance data on job satisfaction comes from 48 population with normal distribution, it is shown from the calculation that the value lstatistic = 0.0650 ≤ ltable (n = 158; α = 0.05) 0,07; (4) the distribution of job satisfaction data on empowerment comes from populations with normal distribution, it is shown from the calculation that lstatistic = 0.0569 ≤ ltable (n = 158; α = 0.05) by 0.07; (5) the distribution of job satisfaction data on self-efficacy comes from population with normal distribution, it is shown from the calculation that lstatistic value = 0.0479 ≤ ltable (n = 158; α = 0.05) by 0.07 .; (6) the distribution of the data on the empowerment of self-efficacy comes from population with normal distribution, it is shown from the calculation that lstatistic= 0,0500 ≤ ltable value (n = 158; α = 0.05) by 0.07. table: perstatistican normality test error estimates results summary error estimate regression n lstatistic ltable result y on x1 158 0,0610 0,07 normally distributed y on x2 158 0,0596 0,07 normally distributed y on x3 158 0,0650 0,07 normally distributed x3 on x1 158 0,0569 0,07 normally distributed x3 on x2 158 0,0479 0,07 normally distributed x2 on x1 158 0,0500 0,07 normally distributed source: generated from data error estimated regression b. significance tests and linearity regression significance test results show that (1) the simple linear regression model of employee performance on empowerment is y = 90.75 + 0,20x1 with fstatistic= 8.92 > ftable= 3.90 at α = 0.05. because fstatistic > ftable then he regression is significant; (2) the simple linear regression model employee performance on self-efficacy is y = 89.79 + 0,20x2 with fstatistic = 7.99 > ftable = 3.90 at α = 0.05. because fstatistic > ftable then it is a significant regression; (3) the simple linear regression model employee performance on the job satisfaction is y = 81.50 + 0,25x3 with fstatistic = 11.86 > ftable= 3.90 at α = 0.05. because fstatistic > ftable then it is a very significant regression; (4) the simple linear regression model of job satisfaction on empowerment is x3 = 98.72 + 0,20x1 with fstatistic = 7.73 > ftable value = 3.90 at α = 0.05. because fstatistic > ftable then the regression is significant; (5) the simple linear regression model of job satisfaction on self-efficacy is x3 = 99.36 + 0,18x2 with fstatistic = 5.90 > ftable = 3.90 at α = 0.05. because fstatistic > ftable then regression is significant; (6) the simple linear regression model of self-efficacy on empowerment is x3 = 93.77 + 0,16x2 with f = 4.43 > from f table value = 3.90 at α = 0.05. because fstatistic > ftable then regression is significant. table: summary of significance test regression regression model significance test fstatistic ftable 49 0.05 0,01 0,001 y on x1 ŷ = 90,75 + 0,20x1 8,92* 3,90 6,80 11,50 y on x2 ŷ = 89,79 + 0,20x2 7,99* 3,90 6,80 11,50 y on x3 ŷ = 81,50 + 0,25x3 11,86* 3,90 6,80 11,50 x3 on x1 x3 = 98,72 + 0,20x1 7,73* 3,90 6,80 11,50 x3 on x2 x3 = 99,36 + 0,18x2 5,90* 3,90 6,80 11,50 x2 on x1 x2 = 93,77 + 0,16x1 4,43* 3,90 6,80 11,50 source: output from significance test regression linearity test results show that (1) the simple linear regression model employee performance on empowerment is y = 90.75 + 0,20x1. from the linearity test it is obtained that fstatistic=0.798 ≤ ftable=1.68 at α = 0.05. because fstatistic ≤ ftable then regression of y on x1 is linear; (2) the simple linear regression model employee performance on self-efficacy is y = 89.79 + 0,20x2. from the linearity test it is obtained that fstatistic=1.29 ≤ ftable=1.69 at α = 0.05. because fstatistic ≤ ftable then regression y on x2 is linear; (3) the simple linear regression model employee performance on the job satisfaction is y = 81.50 + 0,25x3. from the linearity test it is obtained that fstatistic=0,58 ≤ ftable=1,73 at α = 0.05. because fstatistic ≤ ftable then regression of y on x3 is linear; (4) the simple linear regression model of job satisfaction on empowerment is x3 = 98.72 + 0,20x1. from the linearity test it is obtained that fstatistic= 1.51 ≤ ftable=1.68 at α = 0.05. because fstatistic ≤ ftable, thenthe regression of x1 on x3 is linear; (5) the simple linear regression model of job satisfaction on self-efficacy is x3 = 99.36 + 0,18x2. from the linearity test it is obtained that fstatistic=1.4 ≤ ftable=1.69 at α = 0.05. because fstatistic ≤ ftable then regression of x2 on x3 is linear; (6) the simple linear regression model of self-efficacy on empowerment is x3 = 93.77 + 0,16x2. from the linearity test it is obtained that fstatistic=0.63 ≤ ftable=1.68 at α = 0.05. because fstatistic ≤ ftable then regression of x1 on x2 is linear. table: summary of linearity regression test results regression regression model linearity test fstatistic ftable 0.05 0,01 0,001 y on x1 ŷ = 90,75 + 0,20x1 0,798rs 1,68 2,07 2,59 y on x2 ŷ = 89,79 + 0,20x2 1,29rs 1,69 2,09 2,63 y on x3 ŷ = 81,50 + 0,25x3 0,58rs 1,73 2,15 2,73 x3 on x1 x3 = 98,72 + 0,20x1 1,51rs 1,68 2,07 2,59 x3 on x2 x3 = 99,36 + 0,18x2 1,4rs 1,69 2,09 2,63 x2 on x1 x2 = 93,77 + 0,16x1 0,63rs 1,68 2,07 2,59 source: output from linearity regression test 3. hypothesis test 50 the results show as follows: (1) the hypothesis testing on empowerment influence towards job performance has resulted path coefficient py1 as 0.163 and tstatistic is greater than ttable (2.095 < 1.65) which means that empowerment has positive direct influence towards job performance; (2) the hypothesis testing on self-efficacy influence towards job performance has resulted path coefficient py2 as 0.155 and tstatistic is greater than ttable (2.01 > 1.65) which means that self-efficacy has positive direct influence towards job performance; (3) the hypothesis testing on job satisfaction influence towards job performance has resulted path coefficient py3 as 0.201 and tstatistic is greater than ttable (2.57 > 1.65) which means that job satisfaction has positive direct influence towards job performance. moreover, (4) the hypothesis testing on empowerment influence towards job satisfaction has resulted path coefficient p31 as 0.191 and tstatistic is greater than ttable (2.43 > 1.65) which means that empowerment has positive direct influence towards job satisfaction; (5) the hypothesis testing on self-efficacy towards job satisfaction has resulted path coefficient p32 as 0.159 and tstatistic is greater than ttable (2.03 > 1.65) which means that self-efficacy has positive direct influence towards job satisfaction. the last, (6) the hypothesis testing on empowerment towards self-efficacy has resulted path coefficient p21 as 0.166 and tstatistic is greater than ttable (2.11 > 1.65) which means that empowerment has positive direct influence towards selfefficacy. table: summary of hypothesis test results no. direct influence path coefficient dk tstatistic ttable α=0,05 α=0,01 1 𝑋1towards y 0,163 158 2,095 1,65 2,35 2 𝑋2towards y 0,155 158 2,01 1,65 2,35 3 𝑋3towards y 0,201 158 2,57 1,65 2,35 4 𝑋1towards 𝑋3 0,191 158 2,43 1,65 2,35 5 𝑋2towards 𝑋3 0,159 158 2,03 1,65 2,35 6 𝑋1towards 𝑋2 0,166 158 2,11 1,65 2,35 source: output from hypothesis test figure: structural relationships between variables model r13 =0,22 31=0, 191 r1y =0,23 y1=0,163 r12 =0,17  21=0,166 r2y =0,22 y2=0,155 r23 =0,19 32=0, 159 r3y =0,27 y3=0,201 x1 x2 x3 y 51 4. analysis based on the results obtained after performing the calculations and tests to answer the hypothesis, then an explanation is described as follows: a. empowerment has positive direct influence towards job performance the hypothesis testing on empowerment influence towards job performance has resulted path coefficient py1 as 0.163 and tstatistic is greater than ttable (2.095 < 1.65) which means that empowerment has positive direct influence towards job performance. the result of this study is consistent with the theory stated by wibowo (2009: 117) that: empowerment increases confidence in doing something, which has not previously been believed possible to be carried out by employee in the organization. empowerment will improve the performance of organizations and individuals can carry out their talents fully. likewise the opinion of riniwati (2011: 11) which states that the empowerment managers and the top-level managers to lower level managers will largely determine passion or impulse to actualize themselves, to have achievement, and to use the authority to effectively utilize the capabilities of human resources optimally which will ultimately affect the performance in achieving organizational goals. this is reinforced by the results of research conducted by ozgur devrim yilmaz (2015: 34-46) which concludes that psychological empowerment is positively correlated with employee performance and employee performance is largely influenced by self-determination and empowerment dimension and impact of research conducted by taktaz beazad (2012: 19-26) in which the study concludes that the empowerment variables have contributed dominantly and directly in affecting the performance. from the description above theory and based on empirical tests performed in this study, it proves that empowerment has positive influence on the employee performance. b. self-efficacy has positive direct influence towards job performance the hypothesis testing on self-efficacy influence towards job performance has resulted path coefficient py2 as 0.155 and tstatistic is greater than ttable (2.01 > 1.65) which means that self-efficacy has positive direct influence towards job performance. the result of this study is consistent with the theory stated by ivancevich and konopaske (2013: 222), which explains that a person who has a high efficacy, would be inclined to believe that he would do well in work and tasks that are given, and this is supported by bandura in mathisen and bronnick (2009: 21-29) that states selfefficacy is best obtained by combining the development of knowledge in the rules and strategies on real interest in everyone while being confident that they could use the rules and strategy well. these theories are in line with research conducted by chei ming lan (2012: 387-391) who states in his research that there is a role of self-efficacy on employee performance in customer relation of automobile company in taipei and research conducted by timothy a. judge (2007: 107 -127) that estimates that the unique contribution of self-efficacy for work is related to where the selfefficacy works. therefore, based on the description of the theory above and empirical tests performed in this study, it proves that self-efficacy has positive direct influence on the employee performance. c. job satisfaction has positive direct influence towards job performance the hypothesis testing on job satisfaction influence towards job performance has resulted path coefficient py3 as 0.201 and tstatistic is greater than ttable (2.57 > 1.65) which means that job satisfaction has positive direct influence towards job performance. the result is consistent with the theory stated by a psychologist named frederick herzberg in sp robbins and judge (2015: 52 130) which states that employees who are intrinsically motivated will please works that allow them to use their creativity and inovation. moreover, the relationship between job satisfaction and performance is reinforced by the view expressed by robbins and judge (2015: 53) which states that organizations that have employees who are more satisfied tend to be more effective compared to organizations that have employees who are not satisfied. the theory is in line with research conducted by amilia prasaṅga (2012: 49-57), which proves that there is sufficient positive relationship between job satisfaction and job performance of the sailors in the rapid action boat squadron in the sri lanka navy and research conducted by timothy a. judge ( 2001: 376-407) which demonstrates an association between job performance and job satisfaction. therefore, based on the description of the theory above and empirical tests performed in this study, it proves that job satisfaction positive direct influence on the employee performance. d. empowerment has positive direct influence towards job satisfaction the hypothesis testing on empowerment influence towards job satisfaction has resulted path coefficient p31 as 0.191 and tstatistic is greater than ttable (2.43 > 1.65) which means that empowerment has positive direct influence towards job satisfaction. the result of this study is consistent with the theory stated by thomas and velthouse and seibert in jian-liang and haizhen (2012: 30) where thomas and velthouse define psychological empowerment as four cognition which reflect employee orientation for job roles which consists of meaning, competency, self-determination, and impact, while seibert suggests that psychological empowerment is positively related to job satisfaction and negatively related to tension and employee turnover intensity. this is in line with research conducted by li fen tseng lin (2013: 21-29) that concludes the higher the psychological empowerment of identity for executives campus security from private university in taiwan, the higher the work satisfaction will be. similarly, research conducted by kaid abdullah al swidi (2012: 130-150) states that the higher the result of psychological empowerment which is owned by the employees, the higher the satisfaction of which is owned by each employee on yemeni islamic banks will be. therefore, based on the description of the theory above and empirical tests performed in this study, it proves that empowerment has positive influence on job satisfaction. e. self-efficacy has positive direct influence towards job satisfaction the hypothesis testing on self-efficacy towards job satisfaction has resulted path coefficient p32 as 0.159 and tstatistic is greater than ttable (2.03 > 1.65) which means that self-efficacy has positive direct influence towards job satisfaction. the result of this study is consistent with the theory stated by albert bandura in tara helena lam (2012: 15) which states that self-efficacy is a belief that gives confidence that someone is able to do a task or a job with a certain level of performance and thus gives effect to things related to life, related to job satisfaction. employees who have a high self-efficacy can result in high levels of job satisfaction as well. it is supported by the result of research conducted by mustafa sure (2012: 370-378) on the survey towards certified public accountants, which concludes that there is a significant relationship between self-efficacy and job satisfaction and research conducted by esther t. canrinus (2012: 115-132) in 1,214 dutch teachers working in secondary education addressed that there is a relationship between self-efficacy and job satisfaction which plays a key that influences role in the relationship between indicators. f. empowerment has positive direct influence towards self-efficacy 53 the hypothesis testing on empowerment towards self-efficacy has resulted path coefficient p21 as 0.166 and tstatistic is greater than ttable (2.11 > 1.65) which means that empowerment has positive direct influence towards self-efficacy. the result of this study is consistent with the theory stated by schermerhorn (2011: 289) which defines that empowerment is a process whereby managers can help others to obtain and use the power needed to make the decisions that affect them and their work, while newstrom (2011: 195) defines empowerment as a process that gives greater autonomy to employees through the sharing of relevant information and providing control over the factors that affect job performance. from both definitions, it seems that the empowerment of self-efficacy directly influences someone. it is also supported by the result of research conducted by marzieh moattari (2012: 1), which reveals that a combination of individuals and group empowerement can enhance self-efficacy, quality of life and clinical signs for patients in the hemodialysis process and research conducted by sunu widianto (2012: 2) who argues that the result of empowerment behaviors has positive effect on self-efficacy, then it is positively related to individual performance. conclusion based on the analysis carried out in the previous section, the findings in this study are as follows: (1) the empowerment of a positive direct effect on employee performance. this means that an increase in the empowerment affects employee performance improvement as members in procurement services unit (ulp) in the ministry of finance; (2) self-efficacy has a positive direct effect on employee performance which means an increase in self-efficacy affects employee performance improvement as members in procurement services unit (ulp) in the ministry of finance; (3) job satisfaction has a positive direct effect on employee performance. this means an increase in job satisfaction affects employee performance improvement as members in procurement services unit (ulp) in the ministry of finance; (4) empowering has a direct positive effect on job satisfaction which means an increase in empowerment affect an increase in job satisfaction of members in procurement services unit (ulp) in the ministry of finance ; (5) self-efficacy has a positive direct effect on job satisfaction which means that an increase in selfefficacy affects an increase in job satisfaction of members in procurement services unit (ulp) in the ministry of finance; (6) the empowerment has a positive direct effect on self-efficacy which means that an increase in empowerment affects an increase in self-efficacy of members in procurement services unit (ulp) in the ministry of finance. the results of this study supports the science and theories of the experts and the results of previous studies that empowerment, self-efficacy and job satisfaction have a positive direct effect on employees performance. references al sada, adnan m. “a literatur review of empowerment with a suggested model for bahrain defense force”. naval postgraduate 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accountants”. procedia:social and behavioral sciencies , 2012. yilmaz, ozgur devrim. “revisiting the impact of perceived empowerment on job performance: results from front-line employees”. turizam. volume 19, issue 1, 2015. 95 the effect of self-concept, motivation and discipline on the performance of the primary school principals at jakarsa regency of south jakarta heru sriyono unindra jakarta herusriyono30@gmail.com abstract this research was about the effects of self-concept, motivation and discipline on the performance of the primary school principals at jagakarsa regency of south jakarta. the objectives of this research were: determining whether self-concept has a direct effect on discipline, determining whether motivation has a direct affect on discipline, determining whether discipline has a direct effect on performance, determining whether the self-concept has direct effect on performance, determining whether the motivation has a direct effect on performance, determining whether the self-concept has an indirect effect on performance but through discipline, and determining whether the motivation have an indirect effect on performance through discipline. the research was conducted by survey method with path-analysis. the sample size was 63 principals of the school. the result are as follows : (1) that the selfconcept directly affect the discipline of the principals; (2) the motivation directly affect their discipline, and (3) the discipline directly affect their performance, therefore, improvement of performance of to the principal should be improved by enhancing the rules and working standard. keyword : self-concept, motivation, discipline, school-principal’s performance the government has increased the quality of education through changes in the education system, improving the quality of human resources through training and upgrading of teachers, improvement of infrastructure, and improvement of school management and procurement of equipment, textbooks and creates a good working discipline. to make the education and the teaching has better quality at school, required a better and professional performance of a school principals, because the reciprocation of education at the school depends on the competence of principals in leading the teachers. the expected professional skills of an elementary school principal who acts as a teacher too according soedijarto (1993: 88) are: (1) mastering the materials; (2) managing the teaching and learning program; (3) managing the classroom; (4) using the media or other learning sources; (5) mastering the foundations of education; (6) managing the teaching and learning interactions; (7) assessing the achievements for the benefit of teaching; (8) knowing the functions and programs, guidance and counseling services; (9) 96 identifying and maintaining the administration of the school; and (10) understanding and interpreting the results of research for the purpose of teaching. the opinion can be interpreted that every professional and well perform school principal, must have the ability, as required above, and has a self-concept in action. therefore, every school principal is required to be competent in carrying out his duties as manager of the school, and the performance of the principal of a good school is certainly very influenced by the self-concept and motivation. this is consistent with the objectives to be achieved, and the motivation that is in the principal must come from within himself called intrinsic motivation, and sourced from outside himself called an extrinsic motivation. in implementing leadership, a principal has a direct or indirect influence on the duties of teachers. school principals who are able to work regularly and have good selfconcept will be able to realize a good working discipline, firm, fair, attentive, and will encourage subordinates to work well and finally will produce optimal results. good performance for the principals could be interpreted as encouragement to work better. the will and working performance are influenced by motivation, higher interest, and needs, so as to make principals more enthusiasm in work and able to accept the challenge. the fact that there are still many principals aimed merely got the position, yet worked as a leader. and school leadership has not been fully accepted by his subordinates, and also there are many teachers who need to be couched. this study is limited to the performance of the principal. the set of variables that affect the performance of the principal variables are variables that discipline as an endogenous variable, while the variable self-concept and motivation as exogenous. so the purpose of this study was to determine the effect of self-concept, motivation, and discipline on the performance of school principals. hopefully, this study can be useful to provide empirical data and information which can be used practically and theoretically. in this section will also be translated also theories referenced in this study as follows. the definition of performance is expressed by stephen p. robbins translated by benyamin molan (2003: 59) states that performance is the ability of employees or the ability of workers. meanwhile, according to anwar prabu m (2003: 9) said that performance is the quality of work that can be achieved through experience, education, training, and development work. from the above opinion is known that a job requires the ability and suitability of the work of a worker. most likely the performance will be 97 adequate when the work was rewarded with the appropriate person, and a visible optimal performance through his work is supported by the competence or the quality of its capabilities. k.h. toto tasmara (2006: 54) states that competence is the ability of the seeds to be nurtured and watered through a variety of teaching and training, her work in earnest, face challenges. competence is built not in one day, but it is a chain of curiosity is very deep. based on the definitions given above, can be seen that the performance is viewed from different angles, that is willingness to carry out work tasks and skills in the form of action. seen from the perspective illustrates that many factors affect a person's performance, some of them are: (1) a person's spirit and motivation, (2) a person's competencies and skills (maslow, 2003: 244; edwin locke, 2003: 227). a competent leader is not innate, as claimed by k.h. toto tasmara (2006: 56) that the competent leader did not come about easily, but it is a long journey of his life career. competence leader shows his professionalism. the opinions above shows that a competent person is a person always learn to maintain the quality of its capabilities. to complement the competencies and skills of a person, the need for critical elements that are closely related to a person's competencies and skills, namely: a. credibility; b. confident; c. consisten; d. creative (kouzes and posner, 2003: 28; dick grote, 1992: 3; stephen r. covey, 2005: 353; stephen p. robbins (2005: 353) states that creativity is the ability to produce new ideas and useful. based on the theories above, the writer has a conception that the performance of the principal is in accordance with the performance capabilities of the principal for carrying out their role as principal, which can be measured through encouragement, motivation, and activities. in relation to employment, self-concept affects the performance. according to the theory proposed path robert house (2005: 353) explains that the behavior of the leader of the directive (the concept itself) give specific guidance on its performance. in the form of images can be seen as follows: figure 1. the effect of self-concept on performance leader’s behavior (self-concept) *directive performance 98 further terence mitchell (2005: 248) expressed the opinion that the motivation affects employee behavior that achievement. in the form of images can be seen as follows: figure 2. the effect of working motivation on performance anis matta (2009: 20) states that the self-conceptis a personal consciousness is intact, strong, clear and deep vision and mission in life, the choice of a way of life along the principles and values that shape it, map the potential and competence themselves, the role of the region actualization and contributions, as well as charity fund plans featured the work of creating a feeling of self-concept focused in our individual consciousness structure. according to susana (2006: 19) states that 'if a man has a positive self-concept, it will form a high awards also to themselves, or to say that he has a high self esteem. the opinion can be interpreted that the self-concept includes self-esteem, confidence, ability and personality of a person and identity. the concept of a person can progress and may change as circumstances and environmental influences. susana et al (2006: 32) expressed the opinion that the selfconcept is the views and attitudes of individuals toward themselves. view of themselves related to the physical dimension, the individual characteristics and self-motivation. the view includes not only the individual strengths, but also the weakness of even the failure itself. this statement means that self-concept is the core of an individual's personality, which contains the physical aspect, character and self-motivated individual. another opinion from steven a. beebe and susan j. beebe (1999.37) states that “self concept plays in interpersonal communication with others, filtered by needs, values, belief, and attitudes”. which means, self-concept plays a role in interpersonal communication with others based on the needs, values, beliefs and attitudes, so as to see oneself, one needs to communicate with others as a reflection of yourself. while puspasari (20007: 1) states that the concept itself is a result of how the process of knowing yourself is called self description. starting from an assessment of the appearance of a pretty face, or body shape. then developed to the introduction of non-physical self as the extent of my intelligence, it was as good if my behavior. working motivation performance (prominent) achievement 99 based on the description of the concept of self-constructs the analysis above, it can be concluded that self-concept is the ability in a person as a whole both in terms of personality, ability to work, willingness to work, sincerity work, adherence to the rules and purpose of his life. when applied to the concept of self-principal at a school, it would seem pertinent in charge to demonstrate its ability and sincerity in completing its tasks properly and responsibly. carl heyell (2006: 165) states that motivation refers to the degree or readiness of on organism to pursue some designated goal and implied the determination of the nature and locus of the forces inducing the degree of readiness. which means that motivation refers to the level or personal readiness to achieve the planned objectives, and implement the situation with seriousness to achieve the level of personal preparedness in achieving its objectives. according marihot manulang amh (2006: 166) motivation is something that caused the stimulation or morale, simply can be defined as a morale booster. mc clelland (2005: 255-257) suggests that motivation needs are divided into three levels, namely the need for achievement, need for affiliation and need for power. from the opinions above can be interpreted that motivation is possible very instrumental in improving the performance of the principal in a school. because motivation is the basis of a person to do something to meet needs that will produce something. if a person is motivated to work, then he will exert every energy to reach the desired goal. george shinn (2003: 284) argues that people who are motivated must have the personal nature of the initiative is urging the push of a sluggish position toward the movement, change, act. while stephen r. covey (1997: 77) has another opinion that the highest level of human motivation is the feeling of the personal contribution and look at people as our most valuable asset. hackman (1994: 557) also found employees with tasks that demand more responsibility motivated and satisfied with their position. based on the theories that have been presented above, it can be concluded that a person's motivation to work is a drive to get a higher fulfillment. someone prefer jobs in which they have a personal responsibility and good discipline. according to spencer and spencer (2002: 127) described as follows: self-concept motivation discipline performance 100 figure 3. the influence of working motivation on discipline discipline from the latin word “disciplina”, which means education modesty and spirituality, as well as character development. discipline also means to teach and educate. in the work discipline, sense of discipline is the development of a proper attitude towards work tasks. discipline in schools cater to all individuals in the school, including the principal. and principals act as a school disciplinarian. james af stoner (1982: 51) expressed that the discipline is usually filed through a series of as many steps that need to deaden or resolve the issue: warning, reprimand, suspension, removal discipliner, demotion or dismissal as poling effort. meanwhile, according to keith davis (1985-366) that discipline is management action to enforce standards organization. which is defined as the implementation of management to influence the organization's guidelines. furthermore, mangkunegara (2005 "129) states that self-discipline is a person's attempt to control their reaction to the situation that they do not enjoy, and someone attempt to overcome resentment. another opinion about discipline, ie, according newstrom and davis (2005: 129) stated that discipline is an action management that enforce or force the organization standards. based on some of the theories that have been presented above, it can be concluded that a person's discipline is obedience to the rules of organization or institution that is expressed through obedience, implementation and concrete action someone with rules, procedures and work orders. associated with the discipline of the principal, which is the task of the school, which began with a time of discipline, discipline in the success of the task, is responsible for completing the task and compliance with guiding principles and perform well. according to spencer and spencer (127) is described as follows. figure 4. effect on performance discipline method self-concept motivation discipline performance 101 the purposes of this study were designed as follows: 1) to determine whether self-concept has a direct effect on discipline, 2) to determine whether the motivation has a direct affect on discipline, 3) to determine whether discipline has a direct effect on performance, 4) to determine whether the self-concept has direct effect on performance, 5) to determine whether the motivation has a direct effect on performance, 6) to determine whether the self-concept has an indirect effect on performance but through discipline, and 7) to determine whether the motivation have an indirect effect on performance but through discipline. the method used in this research was a survey method, with path analysis (path analysis) approach. survey research is seen as a branch of scientific research in the social sciences. these procedures have been developed mainly by psychologists, sociologists, economists, scientists, politicians and statisticians. survey research was conducted in a population study, but the study is data from a sample taken from the population, and thus discovered the real phenomena or events that are relative and distribution as well as the relationship between variables. as mentioned above, this study used a survey method with path analysis technique. the model can be seen as follows: figure 5. theoretical model research research results as an explanation and description of the data on the four variables of this study, the description in the form of mean, median, mode, frequency distribution and histogram of each variable will be presented. self-concept (x1) motivation (x2) discipline (x3) performance (x4) 102 the data of the principal performance has a minimum 87 and maximum score 170, so the scores range was 83 (see table 1). the data calculation results obtained the average value of 126.794, the median (me) = 125, the mode (mo) = 111, standard deviation (sd) = 19.203, and variance = 368.747. furthermore the data of the principal performance presented in the form of a frequency distribution as presented in table 1. table 1. frequency distribution of principal’s performance no class interval absolut frequency relative frequency (%) cumulative process (%) 1 87 – 98 3 4,762 4,762 2 99 – 110 6 9,524 14,286 3 111 – 122 12 19,048 33,333 4 123 – 134 23 36,508 69,841 5 135 – 146 10 15,873 85,714 6 147 – 158 6 9,524 95,238 7 159 – 170 3 4,762 100 total 63 100,0 the frequency distribution above is based on the grouping data into seventh grade intervals. in addition, the above data shows that the score of performance with the highest number of respondents ranged from 123-134 (4th grade interval). it reflects the majority of respondents provide an assessment of performance based on statements made by grains of questionnaires given. however, if it turns out to be explored further other variables that affect performance, it is visible and can be verified by calculation path analysis against other exogenous variables, namely the concept of self-esteem, motivation, and discipline. thus, in a performance that should pay attention to other influences. to make it clearer, the result is put in to diagram as can be seen as follows. 103 picture 1. diagram of frequency distribution of principal’s performance the data of self-concept has a minimum score of 52 and a maximum score of 135 so that the range of scores is 83 (see table 2). the data calculation results obtained the average value of 94.683, the median (me) = 95, the mode (mo) = 77, standard deviation (sd) = 17.011, and variance = 289.382. furthermore, the self-concept data were presented in the form of frequency distribution as shown in table 2. table 2. frequency distribution self concept no class interval absolut frequency relative frequency (%) cumulative process (%) 1 52 – 63 2 3,175 3,175 2 64 – 75 5 7,937 11,111 3 76 – 87 9 14,286 25,397 4 88 – 99 23 36,508 61,905 5 100 – 111 14 22,222 84,127 6 112 – 123 7 11,111 95,238 7 124 – 135 3 4,762 100 total 63 100,0 the frequency distribution of the above is based on grouping data into seventh grade intervals. in addition, the above data shows that the score of performance with the highest number of respondents ranged between 88-99 (4th grade interval). based on the concept of self-distribution variable data presented in table 2 above, indicating that the self-concept is needed to improve performance. to make it clearer, the result is put in to diagram as can be seen as follows. 104 picture 2. diagram of frequency distribution self concept data motivation has a minimum score of 76 and a maximum score of 159 so that the range of scores by 83 (see table 4.2). results obtained data calculation average value of 116.444, the median (me) = 113, the mode (mo) = 113, standard deviation (sd) = 17.676, and variance = 312.444. furthermore, the self-concept data were presented in the form of frequency distribution as presented in table 3. table 3. frequency distribution of motivation no class interval absolut frequency relative frequency (%) cumulative process (%) 1 76 – 87 4 6,349 6,349 2 88 – 99 6 9,524 15,873 3 100 – 111 9 14,286 30,159 4 112 – 123 24 38,095 68,254 5 124 – 135 10 15,873 84,127 6 136 – 147 7 11,111 95,238 7 148 – 159 3 4,762 100 total 63 100,0 the frequency distribution of the above is based on grouping data into seventh grade intervals. in addition, the above data shows that the score of motivation with the highest number of respondents ranged from 112-123 (4th grade interval). based on the distribution of motivation variable data presented in table 3 above, indicating that the motivation is needed to improve performance. to make it clearer, the result is put in to diagram as can be seen as follows. 105 picture 3. diagram of frequency distribution motivation the data of discipline has a minimum score of 86 and a maximum score of 169, so the range scores is 83 (see table 4). the data calculation results obtained the average value of 124.286, the median (me) = 124, the mode (mo) = 110, standard deviation (sd) = 18.389, and variance = 338.143. furthermore, the data of discipline is presented in the form of a frequency distribution as shown in table 4. table 4. frequency distribution of discipline no class interval absolut frequency relative frequency (%) cumulative process (%) 1 86 – 97 2 3,175 3,175 2 98 – 109 8 12,698 15,873 3 110 – 121 11 17,460 33,333 4 122 – 133 23 36,508 69,841 5 134 – 145 12 19,048 88,889 6 146 – 157 4 6,349 95,238 7 158 – 169 3 4,762 100 total 63 100,0 the frequency distribution of the above table is based on grouping data into seventh grade intervals. in addition, the above data shows that the value of discipline score with the highest number of respondents ranged from 122-133 (4th grade interval). based on the data distribution of discipline variables presented in table 4 above, indicating that the discipline is needed to improve the performance. in table 5 below can 106 be seen recapitulation of the basic statistics of of all variables. to make it clearer, the result is put in to diagram as can be seen as follows. picture 4. diagram of frequency distribution dicipline in the following table will be shown the summary of the research data description among of all the research variables such as; performance, self-concept, motivation and discipline on their range of score, average, median, modus, standard deviation and variant. table 5. summary of data description variable score range average median modus standar deviation variants performance 83 126,794 125 111 19,203 368,747 self -concept 83 94,683 95 77 17,011 289,382 motivation 83 116,444 113 113 17,676 312,444 discipline 83 124,286 124 110 18,389 338,143 to make it easier to be understood, the following figure gives a more direct differences among of all the research variables such as; performance, self-concept, motivation and discipline on their range of score, average, median, modus, standard deviation and variant. 107 picture 5. diagram of summary of data description to conduct the path analysis of data from the research variables, must meet the following requirements: (1) the normality of the data; (2) homogeneity of variance groups score y grouped by similarity of data of x variable; (3) linearity and significance of regression and correlation. here are described the test results of the three requirements of the analysis. the normality test was conducted to test whether the data were normally distributed or not. the test criteria are normal distribution of data if h0 is accepted and is not normal if h0 is rejected. kolmogorov-smirnov test was used to test the normality requirements of the data. the testing criteria as follows: h0, if amax <dtable h0, if amax dtable the normality test was counted by calculating the value of a1 and a2 to perform calculations on the value of score (x), frequency (f), the proportion (p), cumulative proportion (kp), the value zcount (zx), and the value ztable. after the value of a1 and a2 is obtained, then the maximum absolute value of a1 and a2 are found. the highest value was selected to be the amax. if the value of amax <dtable, so the data was normally distributed, otherwise if amax  dtable then the data was not normally distributed. to make make it easy, the calculation above can be counted using the spss program. 108 amax values obtained from the calculation of 0,100, while the value of dtable for 05,0 was 0.171 and for 01,0 was 0.205. thus the value of amax<dtable, so it can be said that the data the principal performance were normally distributed. amax values obtained from the calculation results and the result was 0.062, while the value of dtable for 05,0 was 0.171 and to 01,0 was 0.205. thus the value of amax<dtable, so it can be said that the data of self-concept were normally distributed. amax values obtained from the calculation results and the result was 0.062, while the value of dtable for 05,0 was 0.171 and to 01,0 was 0.205. thus the value of amax<dtable, so it can be said that the data of motivation were normally distributed. amax values obtained from the calculation results and the result was 0.062, while the value of dtable for 05,0 was 0.171 and to 01,0 was 0.205. thus the value of amax<dtable, so it can be said that the data of diciplin were normally distributed. the summary of the normality test calculation results can be seen in the following table. table 6. summary analysis normality test variable n amax dtable explanation 05,0 01,0 school principle 63 0,100 0,171 0,205 normal self-concept 63 0,062 0,171 0,205 normal motivation 63 0,099 0,171 0,205 normal dicipline 63 0,117 0,171 0,205 normal the homogeneity of variance test was intended to test the homogeneity of variance between groups score the dependent variable (y), which are grouped by similarity value of the independent variable (x). tests conducted by the homogeneity of variance bartlett's test. the testing process adopted is to create a first data grouping x. y is then calculated based on common values of dk, 1 / dk, variance of si 2 , log si 2 , (dk) log si 2 , (dk) si 2 . from the values, the values, the score of x 2 was calculated and the result is called x 2 count . the test criteria are as follows: h0 is accepted if h0 is rejected if the testing results of homogeneity variance test of the principal performance on self-concept values obtained of x 2 count.= 16,488. the score of x 2 table with the dk = 46 at 05,0 was 58.365, and to 01,0 was amounted to 66.618. therefore, 109 tablecount xx 22  , h0 is accepted. this means that the variances group of the principal performance on self-concept is homogeneous. the testing results of homogeneity variance test of the principal performance on discipline was obtained of x 2 count.= 7.050. the score of x 2 table with the dk = 31 at 05,0 was 44,989, and to 01,0 was amounted to 52.196. therefore, tablecount xx 22  , h0 is accepted. this means that the variances group of the principal performance on discipline is homogeneous. the testing results of homogeneity variance test of self-concept on motivation was obtained of x 2 count.= 17.0621. the score of x 2 table with the dk = 46 at 05,0 was 58.365, and to 01,0 was amounted to 66.618. therefore, tablecount xx 22  , h0 is accepted. this means that the variances group of the self-concept on motivation is homogeneous. the testing results of homogeneity variance test of motivation on discipline was obtained of x 2 count.= 10.949. the score of x 2 table with the dk = 37 at 05,0 was 48.637, and to 01,0 was amounted to 56.108. therefore, tablecount xx 22  , h0 is accepted. this means that the variances group of the motivation on disciplines is homogeneous. the overall homogeneity of variance test results are summarized in the following table. table 7. summary homogeneity test analysis variabel dk 2 hitung x 2 tabel x keterangan 05,0 01,0 the school pricipal performance on selfconcept 46 16,488 58,365 66,618 homogen the school pricipal performance on motivation 37 13,831 48,637 56,108 homogen the school pricipal performance 31 7,050 44,989 52,196 homogen diciplines or motivation 46 17,621 58,365 66,618 homogen motivation and diciplene 37 10,949 48,637 56,108 homogen the calculation of simple regression analysis based on data variables on performance on self-concept generate the directions of b regression amount 1.079 and the a constant of 24.631. thus the equation of the regression was 110 14 079,1631,24 xy  . to determine the significance and linearity regression equation of f test and calculation results as presented in the following table: table 8. anova significance and linearity regression variant sources db jk rjk fo ftable  0,05  0,01 total 63 1035690 regresi (a) regresi (b/a) remain 1 1 61 1012827,683 20900,093 1962,224 1012827,683 20900,093 32,168 649,717** 3,998 7,072 suitable tuna galat 45 16 1367,757 594,467 30,395 37,154 0,818 ns 2,145 2,985 information: ** = very significant regression (fcount = 649.717> ftable = 7.072 at 01,0 ) ns = non-significant, linear-shaped regression (ftest = 0.818 <ftable = 2,985 at 01,0 ) df = degrees of freedom jk = sum of squares rjk = average number squares the table above shows the price of fcount of regression was 649.717, while the value of ftable with dk numerator 1 and denominator df = 61 at 01,0 was 7.072. thus fcount> ftable at = 0.01 which indicates that the regression equation is very significant. while the price of fcount suitable obtained at 0.818 and price ftable with 45 dk numerator was 45 and dk denominator was 16 01,0 was 2,985 so fcount <ftable. thus, we can conclude that the form of regression xy 079,1631,244  is linear. the correlation coefficient between self-concept variable with principal performance variables was 0.983. significance test of correlation coefficient was obtained by using t test was 41.723, the price of ttable with dk 61, thus 01,0 was 1,670 and on 01,0 for 2,985. because ttable > ttable on 01,0 so the correlation coefficient between the self-concept and principal performance is very significant. the determination coefficient was 0.914. it means that an amount of 91.40 variance, the principal performance was determined by self-concept. 111 the calculation of simple regression analysis based on variables of the data of performance on motivation generate the directions of b regression about 1.046 and the a constanta was 4,994. thus the regression equation was xy 046,1994,44  . . discussion from the calculation and testing of the path coefficients result, whether on both the initial structural model and the modified structural model, it can be explained that the results of the research hypothesis testing as follows: the hypothesis tested were: h0: p31 = 0 h1: p31> 0 the calculation result obtained by the path coefficient (p31) = 0.334 with tcount = 3,634 and ttable on by 2,658, thus t is greater than t table so that the path coefficient is very significant. this means that the self-concept have a direct impact positively on discipline. the hypothesis tested were: h0: p32 = 0 h1: p32> 0 the calculation result obtained by the path coefficient (p32) = 0.659 with tcount = 3,634 and ttable on 01,0 , was 2.658, thus tcount is greater than ttable, so the path coefficient is very significant. this means that the motivation has a positive direct effect on discipline. the hypothesis tested were: h0: p43 = 0 h1: p43> 0 the calculation result obtained by the path coefficient (p43) = 0.642 with tcount = 3,634 and ttable on 01,0 , was 2.658, thus tcount is greater than ttable, so the path coefficient is very significant. this means that the disciplines has a positive direct effect on school principal performance. the hypothesis tested were: ho: p41 = 0 h1: p41> 0 112 the calculation result obtained by the path coefficient (p41) = 0.160 with tcount = 1.120 and ttable on 01,0 , was 2.658, thus tcount on α = 0,05 was 1.999, so tcount is smaller than ttable, so the path coefficient is not significant. this means that the selfconcept has an effect on school principal performance. the hypothesis tested were: ho: p42 = 0 ho: p42> 0 the calculation result obtained by the path coefficient (p42) = 0.175 with tcount = 0.992 and ttable on 01,0 , was 2.658, thus ttable on α = 0,05 was 1.999, so tcount is smaller than ttable, so the path coefficient is not significant. this means that the motivation has an effect on the school principal performance.. conclusion based on the results of research and data processing as described in the chapters above. so this study can be summarized as follows; 1) the self-concept direct effect on discipline, 2) motivation direct effect on discipline, 3) discipline direct effect on performance, 4) the concept itself affect the performance through discipline, 5) motivation influence performance through discipline. as described above, this study analyzed four (4) variables. first to third variable is the exogenous variables indicate that self-concept variables have an influence on performance through discipline. then discipline directly affects the performance. thus it can be concluded that the variable of self-concept, motivation and discipline are the dominant variables 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kehidupan bangsa dan membangun peradaban negara negara, jakarta : center for infromation and national policy studies ( cinaps), 2000 susana,tjipto,konsep diri positif : menentukan prestasi anak, yogyakarta penerbit kanisius, 2006. toto tasmara , spiritual centered leadership, jakarta : gema insani, 2006 williams richard s, managing employee performance design and implementation in organizations, international thomson business, 2002 international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 5 (2), december 2021 104 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 5, no. 2, december 2021, p 104-119 evaluation of the distance learning system success of apparatus training: user satisfaction mediation azwar universitas terbuka, indonesia sekolah tinggi ilmu islam dan bahasa arab (stiba) makassar, indonesia email: azwar.iskandar@gmail.com siti aisyah universitas terbuka, indonesia email: aisyah@ecampus.ac.id adji suradji muhammad universitas maritim raja ali haji, indonesia email: suradji@umrah.ac.id abstract this research aims to find out the influence of system quality and service quality of distance learning system on user satisfaction and the achievement of learning outcomes of trainees during the covid-19 pandemic era at the financial education and training agency of makassar. in addition, the study also aims to examine how the role of user satisfaction in mediating the influence of system quality and service quality of distance learning systems on learning outcomes. this study used data obtained from respondents through questionnaires and quantitative approaches through component or variant-based of structural equation modelling (sem) techniques with partial least square (pls). the results show that in general the distance learning system has fully run well and successfully based on indicators of delone and mclean model. the system quality significantly has positive influence on user satisfaction, service quality significantly has positive influence on user satisfaction and user satisfaction also significantly has positive influence the learning outcomes. meanwhile, user satisfaction can be a mediator in strengthening the influence of system quality service quality on learning outcomes. financial education and training agency of makassar is expected to maintain and improve the quality of systems and services in the existing distance learning system in order to maintain and improve the satisfaction of trainees and learning outcomes. keywords: system quality, service quality, user satisfaction, learning outcomes, distance learning system received: 8 november 2021 ; accepted: 30 december 2021 ; publish: december 2021. http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 5 (2), december 2021 105 | p a g e how to cite: azwar, et.al. (2021). evaluation of the distance learning system success of apparatus training: user satisfaction mediation. international journal of human capital management, 5 (2), 104-119. https://doi.org/10.21009/ijhcm.05.02.10 introduction in carrying out its duties and functions, namely managing education, training (learning), certification and knowledge management, in the event of a covid-19 pandemic, financial education and training agency of makassar innovates and adapts to services provided through digital platforms and information technology systems of the kemenkeu learning centre (klc) and zoom virtual meeting (iskandar and subekan, 2020; bppk, 2020). through this service, the financial education and training agency of makassar develops and implements learning in the form of distance learning or pembelajaran jarak jauh (pjj) as an alternative to learning in order to meet the needs of improving and developing human resources (hr) in the ministry of finance despite being constrained by restrictions on the implementation of training such as in the pandemic period (marlena et al., 2018; nugroho & lestyowati, 2020; yang et al., 2012). pjj in financial education and training agency of makassar is implemented through the website-based of kemenkeu learning centre (klc) system (www.klc.kemenkeu.go.id) for nonface-to-face sessions, zoom virtual meeting application and the like for face-to-face sessions, and google form application and the like for training sessions, assignments, and exams (evaluation). the pjj model is a merger of synchronous and asynchronous learning models. this synchronous model in pjj is carried out through the zoom virtual meeting application where trainees and trainers/instructors interact simultaneously through the application (narayana, 2016; iskandar & subekan, 2020; darmawan, 2018; nana & surahman, 2019). while the asynchronous model in pjj is carried out through the klc system where learning is centered on trainees with a self-learning approach through the utilization of online learning resources needed in the system (iskandar & subekan, 2020; elyas, 2018). distance learning at financial education and training agency of makassar is an electronic system-based learning process, where the benefits obtained are improving self-learning skills and the ability to display information with the help of information technology devices or systems. however, it cannot be denied, an information technology system always has two sides, namely advantages and disadvantages. distance learning also has weaknesses or negatives where not all teachers and trainees have the same level of understanding of the operation of system devices and the existence of internet network problems (syah and angellia, 2020). based on the data of the evaluation report on the implementation of pjj in 2020, there were problems related to the learning system used (seksi evaluasi dan informasi, balai diklat keuangan makassar, 2020). of the four types of pjj randomly selected in the report, it is known that the implementation of distance learning at the financial education and training agency of makassar still faces problems related to the quality of the system, the quality of services, both organizers and teachers, and user satisfaction of the distance learning system held. problems related to this learning system are feared to affect user satisfaction and hinder the achievement of learning outcomes as expected. therefore, it is necessary to see how successful the implementation of the distance learning system is by analyzing the influence of system quality and service quality on user satisfaction oh thesystem and learning outcomes of training participants. one popular model that is widely used in researching behavioral aspects in the implementation of an information system, especially the implementation at the organizational level, is the model developed by delone and mclean (1992) known as the delone and mclean information system success model. this model reflects the dependence of six measurements of international journal of human capital management, vol. 5 (2), december 2021 106 | p a g e information system success, namely system quality, information quality, user satisfaction (user statisfaction), use, individual impact and organizational impact. then, from the contribution of previous research and due to changes in the role and handling of information systems that have developed, delone and mclean (2003) updated the model and called it the updated delone and mclean information system success model. delone and mclean added one new dimension to the updated model: service quality. another change found in the updated model is the unification of individual impact and organizational impact into one variable: net benefits (figure 1). figure 1 the updated delone and mclean information system success model (2003) source: delone dan mclean (2003) given that this distance learning model is a new adaptation or innovation in the financial education and training agency of makassar, especially in the pandemic or the new normal era and there are still various problems related to the system based on the evaluation report of learning implementation, it is important to conduct a study or evaluation to see the extent of the success of the implementation of this distance learning system by analyzing the factors that affect the learning system. hi user satisfaction and learning outcomes in distance training during the covid-19 pandemic, such as system quality and service quality factors. previous studies that tested the implementation of distance learning also found problems related to system quality, service quality and user satisfaction. fahirah, puteri and arnesia (2020) found that the use of distance learning systems through google classroom during the pandemic is still considered unable to meet the needs of users where the system needs to be equipped with features of overall evaluation of tasks so that student progress can be seen from the assessment of one material to another. hidayatullah, et al. (2020) found that although the use of virtual meeting zoom system applications became the most commonly used application in the distance learning process, this application system is considered still unable to guarantee the security of its users' data and information. furthermore, yulianto (2020) stated that the use of distance learning system with e-milea system for employees of the ministry of marine affairs and fisheries in the pandemic period is a relatively new system and there has been no evaluation related to the level of user satisfaction so it is necessary to be evaluated. although some of these studies have tried to review and evaluate the implementation of distance learning, they have not reviewed or evaluated the implementation of distance learning implemented specifically for the state civil apparatus (apatarur sipil negara, asn) in pandemic times, especially within the ministry of finance. in addition, given that user satisfaction is a very important thing in determining learning outcomes, it is felt necessary to look further at how the role of user satisfaction in mediating the influence of system quality and service quality of distance learning system on learning outcomes, which has not been discussed in previous studies. therefore, to fill the gap, this study was conducted with the aim to find out the influence of system quality and service quality of distance learning systems on user satisfaction and the achievement of learning outcomes of trainees during the covid-19 pandemic at the financial international journal of human capital management, vol. 5 (2), december 2021 107 | p a g e education and training agency of makassar. in addition, the study also aims to examine how the role of user satisfaction in mediating the influence of system quality and service quality of distance learning systems on learning outcomes. research framework and hypothesis development this study adapts the success model of the information system by delone and mclean (2003) which addresses the factors that affect user satisfaction of the information system in public sector organizations and the effect of that satisfaction on the individual performance of its users. based on an existing literature review, the research framework can be described as follows: figure 2 research framework in the research framework above, the quality of the system reflects the characteristics inherent in the system in question in order to generate information. delone and mclean (2003) mention that system quality is a combined measure of the performance of hardware and software in an information system. if the quality of the system according to user perception meets good criteria, system users will tend to feel satisfied with the system. parasuraman, et al. (1988) define service quality as a comparison between customer expectations and the perception of the services they actually receive. in this case, the improved quality of service from the organizers and trainers will have a positive and significant effect on the satisfaction of learning participants. furthermore, if learning participants feel satisfied with the system, they will tend to feel that the use of the learning system will support the improvement of knowledge and skills. given that user satisfaction is very important in determining learning outcomes, user satisfaction should be able to mediate the influence of system quality, information quality, and quality of distance learning system services on learning outcomes (almutairi, 2001). based on the description above, the research hypothesis in this study is detailed as follows: h1 : the system quality of distance learning systems has a positive and significant effect on user satisfaction. h2 : the service quality of distance learning systems has a positive and significant effect on user satisfaction. h3 : the user satisfaction of distance learning systems has a positive and significant effect on learning outcome of trainees (net benefit). h4 : the user satisfaction mediates the influence of the system quality of distance learning systems on the learning outcomes of trainees (net benefit). h5 : the user satisfaction mediates the influence of the service quality of distance learning systems on the learning outcomes of trainees (net benefit). h1 h2 h3 h4, h5 system quality service quality user satisfaction learning outcome (net benefit) international journal of human capital management, vol. 5 (2), december 2021 108 | p a g e methodology based on the objectives to be achieved, this study falls into the category of explanatory research, which aims to explain the relationship between two or more variables (hamdi & ismaryati, 2019) or research that is based on theories or hypotheses that will be used to test a phenomenon that occurs. while in terms of approach, this research uses quantitative approaches through the technique of econometric models or differential statistics (john, 2013; sarwono, 2006). the population in this study was all pjj participants held at the financial educat ion and training agency of makassar during the 2020 pandemic which amounted to 348 people. the samples in this study were taken using the nonprobability sampling method, where each member of the population does not have the same opportunity to be selected as a sample (hamdi and ismaryati, 2019), with purposive sampling techniques, namely the selection of samples based on certain criteria and considerations (ghozali, 2011). this sampling technique was chosen because the study population does not have a homogeneous character, so the random sampling technique cannot be used (ghozali, 2011). not all pjj held, hold final/ comprehensive examinations as a measure of learning outcomes. therefore, pjjs which does not hold a final/comprehensive examinations, can not be measured learning results cognitively, so participants in the pjjs can not be used as a sample. based on this, the number of research samples was determined as many as 169 people, consisting of: 20 participants of pjj bmn management for goods users, 30 participants of pjj customs narcotics team (cnt) i, 30 participants of pjj customs narcotics team (cnt) ii, 29 participants of pjj supervision of passenger goods, 30 participants of pjj head of customs and excise hangar, and 30 participants of pjj tax extension. the data sources used are primary and secondary data. primary data is obtained directly from respondents, in the form of answer questions on questionnaire sheets from trainees as respondents. while secondary data was obtained from related agencies such as the program reference framework (kerangka acuan program, kap) of training, outlines of learning programs (garis besar program pembelajaran, gbpp), results of identicalization of training needs (identifikasi kebutuhan diklat, ikd), and training organizing report form evaluation and information section of financial education and training agency of makassar. based on the research framework (figure 2), the study used four variables from the delone and mclean information system success model (2003). these variables consist of exogenous variables and endogenous variables. exogenous variables are independent variables that affect dependent variables that are indicated by the presence of arrows derived from those variables to endogenous variables in the model. meanwhile, endogenous variables are dependent variables that are influenced by independent variables that are indicated by the presence of arrows that go to those variables in the model. the exogenous variables of this study consist of system quality and service quality. meanwhile, the endogenous variables of this study consist of user satisfaction and learning outcomes (net benefits). in addition, the study also used user satisfaction variables as intervening variables to measure the role of user satisfaction in mediating the influence of system quality and service quality to learning outcomes (net benefit). the operational definitions, descriptions and indicators of each of these variables are spelled out in table 1. international journal of human capital management, vol. 5 (2), december 2021 109 | p a g e table 1 research variables no. variables descriptions indicators scale of measurement 1 system quality (x1) the characteristics inherent in a pjj learning system in order to generate information, as a result of a combination of hardware and software performance present in a pjj learning system, according to user perception. this variable is measured using indicators, namely: (1) the suitability of learning methods with pjj material; (2) the adequacy of the time of pjj implementation with the amount of material provided; (3) adequacy of time in assignments, quizzes or exams; (4) the conformity of learning materials with the expectations/needs of participants; (5) teaching materials are easy to understand. these indicators were adopted from research indicators of bailey and pearson (1983) include response time, system flexibility, conformity, accuracy and understandability. 5-point likert scale, namely: not good (1); less good (2); enough (3); good (4); very good (5). 2. service quality (x2) assistance and support services provided by organizers and teachers are actually received during the learning, according to user perception. this variable is measured using indicators, namely: (1) the readiness of the organizer in serving participants during the pjj (responsiveness) process; (2) good attitude of the organizer in serving participants during the pjj process (assurance); (3) empathy from the service officer during the pjj process (emphaty); (4) the ability or reliability of teachers in providing guidance remotely (reliability); (5) teaching support in the pjj process (tangibles). these indicators were adopted from the research indicators of parasuraman et al. (1988) include responsiveness, assurance, empathy, reliability and tangibles. 5-point likert scale, namely: not good (1); less good (2); enough (3); good (4); very good (5). 3. user satisfaction (y1) satisfaction on the ease and usability of learning facilities, according to user perception. this variable is measured using indicators, namely: (1) satisfaction with pjj facilities that are easily accessible; (2) satisfaction with pjj facilities that are easy to use. these indicators were adopted from research indicators of seddon dan yip (1992) include system easiness and overall satisfaction. 5-point likert scale, namely: not good (1); less good (2); enough (3); good (4); very good (5). international journal of human capital management, vol. 5 (2), december 2021 110 | p a g e 4. learning outcome (net benefit) (y2) the results of the final/comprehensive examination of trainees as a measurement of the increase in knowledge and skills (cognitive) participants that have an impact on individual performance in the form of increased productivity, ease and speed of work completion, improved work performance and effectiveness of decision making. this variable is measured using indicators, namely the final score of the participants' comprehensive examination after taking the learning as an indicator of the results/achievements of learning and individual performance. this indicator was adopted from research indicator of segars and grover (1993), manely effectiveness. ordinal scale, namely: very good (4); good (3); enough (2); less (1). research models based on the above research framework are analyzed with structural equation modeling (sem) techniques based on components or variants (component based) or partial least square (pls) with the smartpls program (ghozali, 2008). this technique was chosen because pls techniques do not require many assumptions. the data does not have to be normal multivariate distribution and the number of samples does not have to be large (30-100) igozali, 2008). in addition, this technique is widely used for causal-predictive analysis and is a suitable technique for use in the application of prediction and theory development as in this study. in addition, considering the number of samples used in this study is relatively small then pls is used as an analysis tool (hartono, 2011). pls techniques in this study apply two types of testing to causal models, namely: measurement model testing and structural model testing. first, measurement model is an assessment of the reliability and validity of a research variable or defined as the relationship between an indicator and a latent variable. the criteria for assessing measurement models in this study are: a. convergent validity of the measurement model with reflexive indicators is assessed based on the correlation between the item score/component score with construct score calculated with pls. convergent validity aims to determine the validity of any relationship between an indicator and its latent variables. convergent validity is assessed based on the correlation between item scores and variable scores. the loading value has a high validity rate if it is greater than 0.5. loading values smaller than 0.5 will be eliminated (dropped) in the model and re-estimated (ghozali, 2008). b. discriminant validity is used to prove that latent constructs predict the size on their blocks better than the sizes on other blocks. ghozali (2008) says that the method for measuring discriminant validity is to look at the average variance extracted (ave) value. if the ave value of each construct is greater than 0.5 then the model is said to have a good discriminant validity value. c. construct reliability (composite reliability) of the indicator block that measures a construct can be evaluated by two measures: internal consistency and cronbach's alpha. ghozali (2008) states that a latent variable has high reliability when the composite reliability value is above 0.7 and conbach's alpha is above 0.6. second, assess or evaluate structural model. it is performed to look at the relationship between constructs or latent variables, as seen from the estimated value of its structural path coefficients and the r-square (r2) value of the research model. the estimated value of the structural path coefficients in the model (estimate for path coefficients) is the path coefisen value that indicates the magnitude of the variable's influence (construct). this estimation value is international journal of human capital management, vol. 5 (2), december 2021 111 | p a g e evaluated using a t-statistical test obtained through the bootstrapping procedure (ghozali, 2008). bootstrapping is a computer-based method used for measuring the accuracy of statistical estimates (statistical quantity and confidence interval) and is an inferential nonparametric technique. the application of the resampling method in bootstrapping allows the enactment of free distributed data, does not require normal distribution assumptions, and does not require large samples (recommended minimum sample of 30). the test is done with a t-statistical test (t-test), with the criteria if obtained a p-value value ≤ 0.05 (alpha = 5%), then concluded significant and vice versa. while the value of r-square (r2) is the coefficient of determination in endogenous constructs. the coefficient of determination is defined as how much the ability of all exogenous variables in explaining the variance of their endogenous variables. according to chin (1998), r-square values are 0.67 (strong), 0.33 (moderate) and 0.19 (weak). results and discussion response rate the number of research samples of this study amounted to 169 people. the research questionnaire has been sent online to all respondents via their respective email addresses using the evaluation system on semantik bppk applications and google forms. until the final deadline for the return of the questionnaire, the number of questionnaires returned in a complete state and can be further processed only as many as 163 questionnaires. this means that the response rate of the questionnaire reaches 96.45% of the specified sample number. although the response rate does not reach 100%, research can still proceed to the analysis stage. hartono (2011) said that the response rate does not have to reach 100%, but it will be better if the response rate is higher. even questionnaires sent through the media (such as posts or e-mails) with a response rate of 30% can be said to be adequate. the questionnaire is then tabulated and processed data. analysis result 1. measurement model testing analysis of research data begins by evaluating measurement models aimed at measuring the validity and reliability of variables in the research. the degree of validity and reliability can be seen through convergent validity, discriminant validity and construct reliability (ghozali, 2008). the results of data processing to see the value of the load (loading) in order to test the convergent validity (convergent validity) of the research indicator is as contained in table 2 below. table 2 outer loading indicator variable code outer loading system quality (x1) x11 0,773 x12 0,772 x13 0,715 x14 0,728 x15 0,771 service quality (x2) x21 0,965 x22 0,965 x23 0,965 x24 0,587 x25 0,587 user satisfaction (y1) y11 0,928 international journal of human capital management, vol. 5 (2), december 2021 112 | p a g e variable code outer loading y12 0,840 learning outcome (net benefit) (y2) y21 1,000 source: primary data (processed) in table 2, it is seen that all research indicators have outer loading value of more than 0.50 which signifies that all indicators have qualified convergent validity. this means that all indicators used to measure research variables are declared valid (ghozali, 2008). furthermore, the results of data to test discriminant validity and composite reliability indicators or variables by looking at cronbach alpha, composite reliability and ave values are as found in table 3 below. table 3 cronbach alpha, composite reliability dan ave variable (construct) cronbach’s alpha composite reliability nilai ave system quality (x1) 0,817 0,867 0,566 service quality (x2) 0,887 0,916 0,696 user satisfaction (y1) 0,732 0,878 0,783 learning outcome (net benefit) (y2) 1,000 1,000 1,000 source: primary data (processed) based on table 3, cronbach alpha and composite reliability values for all variables are greater than 0.6 and 0.70 as reference values, so it can be stated that all constructs have good reliability and are qualified. table 3 also shows the ave value of all variables greater than 0.5, so that all constructs and indicators are declared valid (ghozali, 2008). 2. structural model testing after the testing of the measurement model is done and the entire research construct is declared valid and reliable, the next stage is to test the structural model. it describes intervariable relationships based on substantive theory. assessing structural models can be done by looking at structural models consisting of hypothesized relationships among variables in the research model. using the bootstrapping method in smartpls 3, the path coefficient, t-statistical values and pvalues are obtained in table 4 below. table 4 path coefficient and t-statistics influence path coefficient t-statistics pvalues system quality (x1)  user satisfaction (y1) 0,439 3,852 0,000 service quality (x2)  user satisfaction (y1) 0,354 2,325 0,020 user satisfaction (y1)  learning outcome (net benefit) (y2) 0,241 3,097 0,002 source: primary data (processed) the t-table value is calculated in advance with the provisions of the alpha value (α) of 0.05 and the degree of freedom (df) of n-2. the amount of data used in this study is 163, so the df value is 161. the t-table value for df=161, two tails, and α=0.05 is 1.974. based on table 4, it is seen that all the t-statistical values in the table above are greater than the t-table values of 1,974. thus, all independent variables have a significant influence on the dependent variables on the variable relationship paths on the model. relationship paths on perception of system quality (x1)  user satisfaction (y1), quality of service (x3)  user satisfaction (y1) and perception of user international journal of human capital management, vol. 5 (2), december 2021 113 | p a g e satisfaction (y1)  learning outcomes (net benefit) (y2) have significant relationship paths or influences. while in the mediation role of user satisfaction variables (through the specific indirect effects test in smartpls applications), based on table 5, it is seen that user satisfaction variables can mediate the path of system quality (x1)  user satisfaction (y1)  learning outcomes (net benefit) (y2) and service quality (x2)  user satisfaction (y1)  learning outcomes (net benefit) (y2) with a value of t-statistic above or greater than the t-table value. table 5 mediating role of user satisfaction influence path coefficient t-statistics pvalues system quality (x1)  user satisfaction (y1)  learning outcomes (net benefit) (y2) 0,106 2,062 0,040 service quality (x2)  user satisfaction (y1)  learning outcomes (net benefit) (y2) 0,085 1,970 0,049 source: primary data (processed) in addition, the explanatory power of the model can be assessed by looking at the r-square value of dependent variables. the results of data processing through bootstrapping as in table 6 below: table 6 r-square (r2) variable r-square (r2) r-square (r2) adjusted user satisfaction (y1) 0,514 0,508 learning outcomes (net benefit) (y2) 0,058 0,052 source: primary data (processed) table 6 above shows that in the model, about 51.4% (strong) of the variability (diversity) of total variables (constructs) perception of user satisfaction (y1) can be explained by its exogenous variables i.e. perceptions of system quality (x1) and service quality (x2). that is, there is still about 48.6% of the diversity of these variables that can be explained from other factors such as the environment, organization, internet network and others. meanwhile, about 5.80% (weak) of the variability (diversity) of total variables (construct) learning outcomes (net benefit) (y2) can be explained by its exogenous variables consisting of perceptions of system quality (x1), service quality (x2), and user satisfaction (y1). discussion after going through several tests (tests) to assess or evaluate the measurement model (measurement model) against the reliability and validity of indicators and research variables in the form of convergent validity tests, discriminant validity, and composite reliability where all the results state that all indicators and waiting variables are valid and reliable, the next step is to test structural models ( structural models ). structural model testing is conducted to look at the effect of system quality variables and service quality on user satisfaction and learning outcomes (net benefit) and mediation of user satisfaction variables in influencing the path of influence of system quality, information quality, and service quality on learning outcomes (net benefit), namely with the estimated value of structural path coefficients (estimate for path coefficients) and r-square values (r2) of the research model. the path coefficient values to see the magnitude of influence international journal of human capital management, vol. 5 (2), december 2021 114 | p a g e (positive or negative) and the significance of each exogenous variable to the endogenous. while the value of r-square (r2) indicates how much ability all exogenous variables have in explaining variations of their endogenous variables. from the results of data processing using smartpls, obtained path coefficient values and tstatistical values and p-values to show their significance as in table 4. in summary, figure 3 below describes the pls estimation model of the proposed research model. figure 3 structural model testing result (path coefficient dan p-values) source: primary data (processed) based on the results of hypothesis testing, both in table 4 and figure 3, all the results of the analysis support the proposed hypothesis in the direction of a positive relationship. system quality variables were found to have a positive and significant effect on user satisfaction and service quality was found to have a positive and significant effect on user satisfaction. in addition, user satisfaction variables were also found to have a positive and significant effect on learning outcomes (net benefit). the first hypothesis (h1) states that system quality variables have a positive and significant effect on user satisfaction. the results of the analysis found that the system quality variable relationship to user satisfaction had a path coefficient value of 0.439 and a p-values of 0.000. these results show that the path coefficient value is positive and the p-values are less than the α = 0.05. based on these results it can be concluded that the quality of the system has a positive and significant influence on user satisfaction so that h1 is declared accepted. the direction of positive influence, as indicated by the path coefficient value, means that the higher the quality of the system, the higher the user satisfaction of the distance learning system. respondents' responses to the quality of learning systems can be empirically explained from the statements (suggestions and inputs) submitted in this research questionnaire. users in this case trainees give a positive assessment of the quality of the learning system in an integrated manner. the results of this study indicate that the user's perception of the quality of the learning system with indicators such as: (1) the suitability of learning methods with pjj material; (2) the adequacy of the time of pjj implementation with the amount of material provided; and (3) adequacy of time in assignments, quizzes or exams; (4) the conformity of learning materials with the expectations/needs of participants; (5) teaching materials are easy to understand, will increase user satisfaction of the system. these results support the success model of information systems by delone and mclean (2003) and previous research by al-azawei (2019) and hidayatullah, et. al., (2020) which states international journal of human capital management, vol. 5 (2), december 2021 115 | p a g e that the quality of the system is one of the dimensions that determine the success of information systems. if the quality attributes of an information system built by an organization can meet what the user needs to complete the work, then the success of the implementation of the information system can be achieved. from the results of the outer loading analysis in table 2, the system quality indicator in the form of conformity of learning methods with distance learning materials, has the highest load value of 0.773. this means that the suitability of learning methods with distance learning materials is perceived as the dominant factor that can affect trainee satisfaction. however, in the results of data collection through questionnaires in the open question (advice and input) section, some respondents stated that in some learning materials, the proportion of learning time is considered to still need to be added, especially to materials that require field practice or simulation directly. in general, participants complain about the implementation of training that is less effective if held remotely or online and should be held face-to-face (in person), as in cnt training, because this training is very important to see firsthand the types of narcotics. the second hypothesis (h2) states that service quality variables have a positive and significant effect on user satisfaction. the relationship of service quality variables to user satisfaction has a path coefficient value of 0.354 and a t-statistics value of 2.325. the results showed that the path coefficient value was positive with the t-statistics value greater than the ttable value (1,974). in addition, the value of p-value is also known to be 0.020 or less than α = 0.05. based on these results, it can be concluded that the quality of service has a significant influence on user satisfaction so that h2 is declared accepted. the direction of positive influence, as indicated by the path coefficient value, means that the higher the quality of the service, the higher the user satisfaction of the distance learning system. the results support the success model of information systems by delone and mclean (2003) and previous research by hidayatullah, et. al., (2020) which states that the quality of service is one of the dimensions of information system success. from the results of the outer loading analysis in table 2, service quality indicators in the form of: 1) the readiness of the organizer in serving participants during the pjj process (responsiveness); (2) good attitude of the organizer in serving participants during the pjj process (assurance); and (3) empathy from the service officer during the pjj process (emphaty), has the highest load value of 0.965. this means that the readiness of the organizer in serving participants during the pjj process, the good attitude of the organizer in serving participants and empathy of the service officer, is perceived as the dominant factor that can affect the satisfaction of trainees. the third hypothesis (h3) states that the variable of user satisfaction has a positive and significant effect on net benefit. the influence of user satisfaction variables on net benefits has a path coefficient value of 0.241 and a t-statistics value of 3.097. the results show that the path coefficient value is positive and the t-statistics value is greater than the t-table value (1,974). in addition, the p-value is also known to be 0.002 or less than α = 0.05. based on these results, it can be concluded that user satisfaction has a significant positive influence on net benefits so that h3 is declared accepted. the results of the hypothesis test showed that the user satisfaction variable had a positive effect on net benefit. the direction of positive influence, as indicated by the path coefficient value, means that the higher the user satisfaction, the higher net benefit in the form of learning outcome. respondents' responses to their satisfaction with distance learning system can be empirically explained by the statements submitted in this research questionnaire. user satisfaction in this study is the perception of trainees about satisfaction with the ease of learning facilities that are steamed with indicators such as: (1) satisfaction with accessible pjj facilities/systems (system easiness); (2) satisfaction with facilities of pjj systems that are easy to be used (overall satisfaction). the results of this study indicate that satisfaction with systems that meet the attributes of the system fit for need will contribute to the impact on individual performance or learning outcomes. these results support the information system success model by delone and mclean international journal of human capital management, vol. 5 (2), december 2021 116 | p a g e (2003) which states that user satisfaction and net benefits are dimensions in measuring information system success. the results support previous research conducted by livari (2005), noviyanti (2016) and pambudi (2018) which stated that information system user satisfaction has a significant positive influence on the net benefits received from the system. from the results of the load analysis in table 2, the user satisfaction indicator in the form of ease of learning facilities, has a very high load value of 0.928. this means that the indicator is perceived as the dominant factor that can affect the achievement of learning outcomes. however, in the results of data collection through questionnaires, some respondents complained of inadequate internet network quality in some areas that affected the implementation of learning. meanwhile, the fourth hypothesis (h4) states that user satisfaction mediates the influence of system quality variables on learning outcomes (net benefit). the results of the mediation test have a coefficient value of 0.106 and a t-statistics value of 2.062. the results showed that the value of the mediation coefficient was positive and the t-statistics value was greater than the t-table value (1,974). in addition, the p-value is also known to be 0.040 or less than α = 0.05. based on these results, it can be concluded that user satisfaction is able to mediate the influence of system quality variables on learning outcomes (net benefits) positively and significantly, so that h4 is declared accepted. this finding is in line with the results of research conducted by iskandar and amriani (2021) which found that user satisfaction can mediate and strengthen the effect of system quality on net manfat on sakti applications and al amin research (2014) which states that the performance of information users is influenced by variables in this study, namely the quality of information systems and user satisfaction both directly and indirectly with the mediation / intervening of melal. ui user satisfaction system that will affect its performance. the fifth hypothesis (h5) states that user satisfaction mediates the effect of quality of service on learning outcomes (net benefit). the results of the mediation test have a coefficient value of 0.085 and a t-statistics value of 1,970. the results showed that the value of the mediation coefficient was positive and the t-statistics value was greater than the t-table value (1,974). in addition, the p-value is also known to be 0.049 or less than α = 0.05. based on these results it can be concluded that user satisfaction is able to mediate the influence of service quality variables on learning outcomes (net benefit), so that h5 is declared accepted. these results are in line with the results of research conducted by kadir, ismail and yatin (2015) which also found that user satisfaction was able to strengthen the influence of service quality on net benefits on the use of enterprise resources system (erp) in one of the telecommunications industries in malaysia. conclusion based on the results of analysis and testing it was concluded that the distance learning system synchronously and asynchronously through the klc system (www.klc.kemenkeu.go.id) and zoom virtual meeting at the financial education and training agency of makassar proved empirically has run well and successfully based on indicators or approaches of the delone and mclean models. of the five hypotheses proposed, all are proven and acceptable. the system quality has a positive and significant effect on user satisfaction, the service quality has a positive and significant effect on user satisfaction and user satisfaction also has a positive and significant effect on learning outcomes (net benefit). meanwhile, user satisfaction can mediate the path of influence of system quality on learning outcomes (net benefit) and the influence of service quality on learning outcomes (net benefit). based on this, the financial education and training agency of makassar is expected to maintain and improve the quality of systems and services in the existing distance learning system in order to maintain and improve the satisfaction of trainees and learning outcomes. limitation of the study international journal of human capital management, vol. 5 (2), december 2021 117 | p a g e this research uses limited research objects, so it is recommended that in future research, observations and evaluations are carried out on a wider object involving various financial training centers or work units within the financial education and training agency and expand the measurement of research variables such as environmental factors, organizat ions, internet networks and others, so 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(2008). aspek psikologis pada implementasi sistem teknologi informasi. makalah dalam seminar e-indonesia initiative 2008 (eii2008), konferensi dan temu nasional teknologi informasi dan komunikasi untuk indonesia. jakarta. yakubu, m. n., & dasuki, s. (2018). assessing elearning systems success in nigeria: an application of the delone and mclean information systems success model. journal of information technology education: research, 17, 183-203. yang, x.-p., liu, x.-x., guo, y.-h., & wang, s.-j. (2012). optimization and application of multimedia teaching means of specialized courses in engineering. energy procedia, 17, 1878–1884. yulianto, w. (2020). implementasi sistem pelatihan e-learning terhadap kepuasan pegawai kementerian kelautan dan perikanan melalui aplikasi e-milea. eqien: jurnal ekonomi dan bisnis, 7(2), 107-116. https://semantik.bppk.kemenkeu.go.id/administrator/ this research aims to find out the influence of system quality and service quality of distance learning system on user satisfaction and the achievement of learning outcomes of trainees during the covid-19 pandemic era at the financial education and... the results show that in general the distance learning system has fully run well and successfully based on indicators of delone and mclean model. the system quality significantly has positive influence on user satisfaction, service quality significan... response rate analysis result 1. measurement model testing 2. structural model testing discussion international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 7 (1), june 2023 74 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 7, no. 1, june 2023, p 74-85 safety planning and safety control on safety performance ardhianto gutomo wisnupradhono universitas diponegoro e-mail: ardhianto_gutomo@yahoo.com muhammad agung wibowo universitas diponegoro e-mail: agung_wibowo8314423@yahoo.com budi prasetyo samadikun universitas diponegoro e-mail: budisamadikun@gmail.com nurandani hardyanti universitas diponegoro e-mail: nurandani@gmail.com silviana universitas diponegoro e-mail: silviana@che.undip.ac.id sri sumiyati universitas diponegoro e-mail: srisumiyati71@gmail.com abstract this study analyzes the influence of safety planning and safety control on safety performance. this study uses primary data from a survey using a questionnaire with a likert scale of 1 to 5. this study uses 4,950 observational data with structural equation modeling analysis. this study uses safety planning and safety control as the independent variables and safety performance as the dependent variable. the results of this study indicate that safety planning has no significant effect on safety performance. safety controls have a direct and significant effect on safety performance. this research is the first time in indonesia to analyze the effect of safety planning and safety control on safety performance in building construction projects. keywords: lean construction, safety planning, safety controls, safety performance. received: 15 march 2023 accepted: 2 may 2023 publish: june 2023 http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 7 (1), june 2023 75 | p a g e how to cite: wisnupradhono, a.g., et.al. (2023). safety planning and safety control on safety performance. international journal of human capital management, 7 (1), 74-85. https://doi.org/10.21009/ijhcm.07.01.6 introduction in indonesia, the number of work accidents is still quite high. data from the ministry of manpower in 2020 shows that there were around 92,000 work accidents with 3,922 deaths. the indonesian government is increasingly aggressive in issuing regulations related to occupational safety and health (k3). technological developments enable new innovations in safety planning, safety control and safety performance. however, this can also pose new risks in terms of work safety. therefore, it is important for companies to pay close attention to technological developments and pay attention to work safety aspects. many companies in indonesia are still experiencing limited resources in terms of budget, manpower and technology. companies also need to pay attention to applicable regulations, technological developments, and pay attention to limited resources in an effort to manage safety planning, safety control and safety performance. several studies have explored the role of safety planning in improving safety performance. research by gao et al. (2023) found that safety planning is positively related to safety performance in the construction industry. another study by (yap et al., 2022) found that effective safety planning, such as setting safety goals and allocating resources, is associated with reduced injury rates in the healthcare industry. research on safety planning is focused on developing safety plans, which include strategies and procedures for identifying and mitigating potential hazards and risks. research has shown that effective safety planning can improve safety outcomes in the construction industry. research by (al-bayati et al., 2020) found that safety planning is associated with improving safety culture and safety performance in the construction industry. another study by azmat (2020) found that effective safety planning, such as setting safety goals and allocating resources, is associated with reduced injury rates in the construction industry. safety controls refer to implementing safety measures and procedures to prevent accidents and injuries. research has shown that effective safety controls can improve safety performance. research by xu et al. (2023) found that safety control measures, such as safety training and equipment maintenance, are positively related to safety performance in the manufacturing industry. another study by jamot & park (2019) found that safety control measures, such as risk assessment and hazard identification, were associated with lower injury rates in the construction industry. safety controls refer to implementing measures and procedures to prevent accidents and injuries in the workplace. research has shown that effective safety control measures can improve safety outcomes in a variety of industries. research by long et al. (2022) found that safety control measures, such as safety training and equipment maintenance, are positively related to safety performance in the construction industry. another study by hewing et al. (2020) found that safety control measures, such as risk assessment and hazard identification, were associated with lower injury rates in the construction industry. safety performance refers to the results of safety management efforts, such as reduced accidents, injuries and deaths. a number of studies have investigated the factors that influence safety performance. research by gao et al. (2023) found that planning and control are significant predictors of safety performance in the construction industry. another study by gao et al. (2023) found that safety culture, safety management, and safety training are positively related to safety performance in the construction industry. systems theory argues that safety is a function of the interactions between various components in a system, such as people, equipment, procedures, and organizational culture. this international journal of human capital management, vol. 7 (1), june 2023 76 | p a g e theory emphasizes the importance of considering the entire system when implementing safety measures, rather than focusing on individual components separately. human factors theory focuses on the ways in which human behavior and cognition can influence safety outcomes. this theory recognizes that humans are fallible and prone to error, and that safety measures must be designed to accommodate human limitations and prevent errors from occurring. safety culture theory argues that safety outcomes are influenced by the norms, values and beliefs that exist within an organization. this theory emphasizes the importance of promoting a positive safety culture that values safety and encourages safe behavior. behavior-based safety is a model that focuses on changing individual behavior to improve safety outcomes. this model emphasizes the importance of providing feedback, reinforcement, and training to promote safe behavior. this research is limited as to how these two concepts can be integrated effectively. future research is expected to explore how organizations can integrate safety planning and safety control to achieve better safety outcomes. lack of consensus on how safety performance should be measured. while traditional metrics, such as injury rates, are commonly used, they may not capture all safety performance. future research may explore alternative methods of measuring safety performance, such as lead indicators or safety culture surveys. safety interventions are usually implemented to improve safety outcomes, there is limited research on their effectiveness. future research is also expected to explore the impact of various safety interventions, such as safety training or safety audits, on safety performance. with the rapid development of new technologies, there is a need to explore their potential role in safety management. future research may examine how new technologies, such as artificial intelligence or wearables, can be used to improve safety planning, safety control and safety performance. overall, these research gaps suggest that much remains to be learned about safety planning, safety control, and safety performance. addressing this gap can help organizations develop more effective safety management strategies and ultimately improve safety outcomes. literature review safety planning according to chang et al. (2020) is the process of planning and implementing preventive measures to identify, evaluate, and reduce safety risks in the work environment. according to mondal et al. (2020) is the process of developing, implementing, and evaluating work safety plans to reduce risks and injuries in the workplace. according to sadeghi et al. (2023) is a systematic planning process to identify and analyze safety risks in the workplace and develop preventive action plans to reduce those risks. according to zhang et al. (2019) is the process of developing a prevention plan to reduce risks and injuries in the workplace through identifying, evaluating, and managing safety hazards and risks. according to fang et al. (2020) is the process of developing a structured and systematic safety plan to reduce the risk of injury and improve occupational health and safety. according to hou et al. (2020) is a systematic planning process for identifying, evaluating, and mitigating safety risks in the workplace through the development and implementation of an effective preventive action plan. according to hassanain et al. (2022) is the process of developing and implementing a systematic and holistic prevention plan to reduce safety risks in the workplace by considering technical, managerial and organizational factors. then it can be synthesized that safety planning is a systematic planning process to identify safety hazards, evaluate risks, and formulate appropriate preventive measures to reduce risks and improve health and safety in the workplace. international journal of human capital management, vol. 7 (1), june 2023 77 | p a g e safety control safety controls are the implementation of systems and procedures designed to prevent accidents and reduce the risk of injury or damage in construction projects. it includes measures such as safety audits, inspections, and safety culture assessments (long et al., 2022). safety control in construction involves the use of policies, procedures and technology to prevent accidents, injuries and illnesses in the workplace (jamot & park, 2019). safety controls refer to the measures that construction companies use to minimize hazards and risks in the workplace. this may include safety training, protective equipment, and monitoring and reporting systems (gao et al., 2023). safety controls involve identifying potential hazards, assessing risks, and implementing measures to eliminate or reduce risks. this includes policies and procedures, training, personal protective equipment, and monitoring and reporting systems (jin et al., 2019). safety controls include the procedures, protocols and technologies implemented to prevent accidents, injuries and deaths in construction projects. this may include safety training, hazard identification and assessment, and safety performance metrics (xu et al., 2023). safety controls refer to the steps taken to manage and mitigate the risks associated with construction activities. this includes developing safety policies and procedures, training, and using technology to identify and address potential hazards (hewing et al., 2020). safety controls involve implementing procedures, systems and technology to prevent accidents and injuries on construction sites. this may include the use of safety plans, hazard assessments, and monitoring of safety performance (jamot & park, 2019). so, it can be synthesized that safety control refers to the application of procedures and systems to manage and mitigate risks associated with construction activities, including hazard identification, risk assessment, and control measures. safety performance according to almohassen et al. (2023) is the output of a series of measures designed to prevent and reduce injuries and accidents in the workplace. according to newaz et al. (2023) is the degree to which an organization achieves its goals in safeguarding the health and safety of its employees and the place they work. according to li et al. (2023) are the overall results of performance and safety practices in the workplace that contribute to reducing work risks and injuries. according to onubi et al. (2023) are quantitative and qualitative achievements in efforts to prevent work accidents and injuries. according to gao et al. (2023) are the results of responses, actions, and policies aimed at preventing work incidents and accidents. according to arzahan et al. (2022) is the result of performance in implementing policies, procedures and actions designed to prevent accidents and adverse events. according to zhou et al. (2022) is a qualitative and quantitative assessment of the extent to which safety and health risks in the workplace are controlled and accidents are prevented. so, it can be synthesized that safety performance refers to a measure of organizational success in preventing accidents, injuries and disturbances related to safety in the workplace environment. research hypothesis and model review the effect of safety planning on safety performance. the effect of safety planning on safety performance can be analyzed in various contexts, such as organizational, industrial, or individual levels. generally, safety planning refers to the process of developing strategies, procedures, and protocols to identify and mitigate potential hazards and risks in order to prevent accidents, injuries, or other safety incidents (gao et al., 2023). based on previous research, the following hypotheses were built: h1: safety planning has a positive effect on safety performance international journal of human capital management, vol. 7 (1), june 2023 78 | p a g e the effect of safety control on safety performance. safety control refers to the measures, systems, and processes put in place to identify, assess, and manage safety risks and hazards within an organization or environment (gao et al., 2023). it is important to consider other factors that may influence safety outcomes, such as leadership commitment, resource allocation, employee training, and communication. organizations should strive to implement comprehensive safety control measures tailored to their specific needs and continuously evaluate and improve them to achieve optimal safety performance. based on previous research, the following hypotheses were built: h2: safety control has a positive effect on safety performance. based on the review of relevant theory and research above, the proposed research model is described in figure 1 below. regression equation is: y = 𝛼0+𝛾1 𝑋1+𝛾2 𝑋2+ ζ figure 1. research framework methodology the research design used in this study is a causality descriptive research design. causal research design aims to analyze the relationship between variables in a study or to find out how a variable can affect changes in other variables (hair jr et al., 2021). in this study there are exogenous (independent) variables, namely safety planning and safety control, also endogenous (dependent) variables, namely safety performance. the research questionnaire was filled out online for data collection. the research population is building contruction’s projects in dki jakarta, indonesia. data collection, processing and analysis will be carried out in 2023. the sampling method uses non-probability sampling with stratified random sampling. the number of respondents in this study was 150 people, the sample size was taken based on (hair jr et al., 2021). table 1 demographics of respondents demography categories responden percentage gender male 90 60% female 60 40% ages 18 – 30 years 150 100% 31 – 40 years 41 – 50 years 51 – 60 years international journal of human capital management, vol. 7 (1), june 2023 79 | p a g e demography categories responden percentage > 60 years education level diploma bachelor's degree 150 100% master's degree doctorate work experience less than 5 years 140 93% 6 – 10 years 10 7% 11 – 15 years 16 – 20 years 21 – 25 years 26 – 30 years 0 over 30 years management hierarchy senior managers middle managers lower managers 42 28% professionals 12 8% others 96 64% this study uses the structural equation model partial least square (sem-pls) analysis tool with two measurement models (hair jr et al., 2021), namely outer model analysis with five parameters, inner model analysis with four parameters, as well as analyzing models and test ing hypotheses. evaluation of the measurement model (outer model analysis) uses five parameters, including convergent validity value, where the loading factor value must be above 0.70, then it is said to be valid. the second is average variance extracted (ave) with an expected ave value above 0.50, meaning that the higher the ave value, the variance caused by errors in model measurement is smaller than the variance caused by each construct captured by the model. third is discriminant validity, the loading factor value is greater than the cross-loading value or you can also use the fornell-lacker criterion value, where the criterion value is greater than the correlation value to other constructs. the fourth is reliability analysis using the composite reliability (cr) value, and it is expected that the cr value is greater than 0.70, so the latency is said to be reliable. in addition, finally, cronbach's alpha with the expected value is cronbach's alpha greater than 0.60. so, hypothesis testing involving relationships between constructs will only be reliable or valid if the measurement model explains how these constructs are measured (hair jr et al., 2021). significance testing is the process of testing whether a particular outcome occurs by chance. the critical values for this level of significance and the one-tailed test are 1.65, respectively. the significance test using the t-statistic value (t value) for a one-tailed test is 1.65. for the significance level of the p-value is 5% (0.05), it means that it is said to be significant if the p-value is less than 0.05. international journal of human capital management, vol. 7 (1), june 2023 80 | p a g e results and discussion respondents were 150 hse employees from five building construction projects in jakarta, consisting of 60 people (40%) women, and 90 people (60%) were men. the number of respondents from each project is 30 people. furthermore, respondents aged 18 to 30 years were as many as 150 people (100%). for the educational level of all respondents is s1 (bachelor's degree). respondents studied were 10 people who had worked from 6 to 10 years and 140 people who worked less than 5 years. respondents of hse employees who held the position of middle manager in the project were 60% (90 people), 50 people (33.3%) were lower managers and 10 people (6.7%) were professional employees. in this study, if each construct has an ave > 0.50, the minimum acceptable loading factor size is 0.70. based on the smartpls 3.0 processing results shown in figure 2, the loading factor values for all indicators are above 0.70. therefore, the convergent validity model in this study meets the requirements. the loadings, cronbach's alpha, composite reliability, and ave values for each complete construct are in table 1. figure 2. outer model analysis results table 2 convergent validity contruct indicators factors loadings cronbach’s alpha compos ite reliabili ty ave safety planning splan_1 0,679 0,961 0,966 0,724 splan_2 0,808 international journal of human capital management, vol. 7 (1), june 2023 81 | p a g e contruct indicators factors loadings cronbach’s alpha compos ite reliabili ty ave splan_3 0,885 splan_4 0,895 splan_5 0,808 splan_6 0.903 splan_7 0.905 splan_8 0,892 splan_9 0,889 splan_10 0,882 splan_11 0,788 safety control scon_1 0,443* 0,925 0,937 0,580 scon_2 0,828 scon_3 0,845 scon_4 0,767 scon_5 0,691* scon_6 0,803 scon_7 0.930 scon_8 0,780 scon_9 0,798 scon_10 0,766 scon_11 0,616* safety performa nce sper_1 0,690* 0,901 0,916 0,584 sper_2 0,802 sper_3 0,745 sper_4 0,735 sper_5 0,475* sper_6 0,754 sper_7 0,732 sper_8 0,783 sper_9 0,592 sper_10 0,508* sper_11 0,590* sper_12 0,832 discriminant validity tests are conducted to ensure that the concept of each latent variable is different from other latent variables. the model is said to have good discriminant validity if the ave value for each exogenous construct exceeds the correlation between constructs and other constructs. the results of the discriminant validity test using the ave value by looking at t he fornell-larcker criterion value, namely in table 1. the results of the discriminant validity test in table 1 show that the ave value for all constructs is higher (0.724; 0.580; 0.584) > 0.50 than the correlation with other potential constructions (according to the fornell-larcker criteria). therefore, it can be concluded that the model has met discriminant validity. international journal of human capital management, vol. 7 (1), june 2023 82 | p a g e table 3 discriminant validity (fornell-larcker criterion) safety planning safety control safety performance safety planning 0,851 safety control 0,642 0,762 safety performance 0,660 0,832 0,696 testing the hypothesis by looking at the path coefficient of the bootstrapping analysis results by comparing the t-statistics with the t-table. the hypothesis accepts the t-statistic value > t-table (1.65). the results of the complete bootstrapping analysis on the path coefficient with a 90% confidence level are shown in figure 3. the path coefficient value indicated by the t-statistic must be higher than the t-table value with an alpha significance level of 5% (0.05) and the t value above 1.65. the t-statistic values for all paths in the studied structural model. in summary, the results of the path coefficient t-test analysis are shown in table 3. the path coefficient t-test analysis (table 3) shows that safety planning hasn’t direct and not significant effect on safety performance (h1: rejected, t=0.716 and p=0.015). safety control has a direct and significant effect on safety performance (h2: accepted, t=2.060 and p=0.040). figure 3. inner model analysis results international journal of human capital management, vol. 7 (1), june 2023 83 | p a g e table 4 coefficient of determinant score (r-square) r-square r-square adjusted safety performance 0,719 0,672 f-square (f2) is calculated to measure the significance of the partial effect of exogenous variables on endogenous variables, the estimated value of f2 is 1.130 and 1.006 indicating that the value of the effect is weak, moderate, and strong (cohen, 1988). based on the results of table 5, the f2 value of the safety planning variable on safety performance is 1.130 (medium), the safety control variable on safety performance is 1.006 (strong). table 5 assessing the level of effect size (f2) relationship f2 conclusion safety planning -> safety performance 1,130 moderate safety control -> safety performance 1,006 strong finally, q-square (q2) measures how well the model produces the observed and estimated parameters. if the q2 value is greater than 0 (zero), then the model is considered to have a relevant predictive value. in this study, the results of the q2 calculation were 0.474 for safety planning and 0.482 for safety control and for safety performance of 0.332, which means that the variables in this study have a good predictive correlation because the q2 value exceeds zero; the results are shown in table 6. table 6 q-square model fit results q² (=1-sse/sso) safety planning 0,474 safety control 0,482 safety performance 0,332 conclusion research shows that the presence of good safety planning has no effect on safety performance. safety planning which includes risk identification, development of safety procedures, and adequate resource allocation can help reduce accident risk and improve workplace safety, because everything depends on action in the field. safety controls and safety perfor mance: research shows that the implementation of effective safety controls also has a positive effect on safety performance. safety control involves the use of proper personal protective equipment, good safety training, close supervision, and consistent and disciplined application of safety procedures. several studies have shown that good interaction between safety planning and safety control can have a stronger impact on safety performance than implementing the two separately. good coordination between safety planning and implementing effective safety controls can create a safer work environment and improve safety performance. however, each study has a different context, methodology, and sample. conclusions may vary depending on this variation. in addition, safety at work is influenced by many other factors such as safety culture, management commitment, employee participation and environmental factors. therefore, to obtain a more comprehensive and accurate conclusion, a thorough review of various relevant studies in this field is required. this study only examined a relatively small sample with the selected region, only projects in jakarta due to time constraints, so it was lacking in discussing the results of this study. this research is limited as to how these two concepts can be integrated effectively. this research still international journal of human capital management, vol. 7 (1), june 2023 84 | p a g e lacks consensus on how safety performance should be measured. safety interventions are usually implemented to improve safety outcomes, there is limited research on their effectiveness. with the rapid development of new technologies, there is a need to explore their potential role in 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(2022). construction of hierarchical ti3c2tx@ phbp-phc architecture with enhanced free-radical quenching capability: effective reinforcement and fire safety performance in bismaleimide resin. chemical engineering journal, 427, 131634. international journal of human capital management, vol. 6 (2), december 2022 41 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 6, no. 2, december 2022, p 41-55 the importance of service elements in retail business: a case study of toko delima verron saputra sekolah tinggi manajemen ppm email: verronsaputraa@gmail.com aprihatiningrum hidayati* sekolah tinggi manajemen ppm email: apri.hidayati@gmail.com *corresponding author abstract this study aims to find out how the external and internal marketing strategic issues of toko delima, how is the internal and external analysis of toko delima and how is the recommendation of toko delima's marketing strategy for 2023. this type of research is a qualitative research with interview data collection methods conducted on toko delima owners, toko delima consumers and competitor’s store consumers, observation of competitors and documentation studies with secondary data related to toko delima. the data analysis method used in this research is by using qualitative analysis methods. the results of this study indicate that in the future toko delima will experience changes in stp and its marketing mix, namely in the aspects of price, place and promotion strategies. there is an addition to the service elements of toko delima, so that previously using 4p will become 7p. toko delima's marketing strategy recommendations for 2023 are promoting using social media namely instagram, increasing store convenience, adding online sales channels, adding types of promotions and changing product pricing. the results of this study are expected to have a positive impact on the development of science and business in the field of management, especially how to design a marketing strategy. keywords: strategy, marketing. received: 31 october 2022 accepted: 28 november 2022 publish: december 2022 how to cite: saputra, v., & hidayati, a (2022). the importance of service elements in retail business: a case study of toko delima. international journal of human capital management, 6 (2), 4155. https://doi.org/10.21009/ijhcm.06.02.4 http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 6 (2), december 2022 42 | p a g e introduction fast moving consumer goods company or fmcg is a company engaged in consumer products and has a fast movement. the movement is fairly fast because fmcg is a product that is often purchased and consumed by consumers because the price is relatively low so that the product sells quickly. there are various categories of fmcg products, which are usually items that are needed daily such as packaged food and beverages, cosmetics, toiletries, stationery and so on. in the last four years, the population in indonesia is increasing every year. this condition has a positive impact on the fmcg industry which makes the demand for fmcg products continue to grow every year, so it can also be interpreted that the business prospects in the fmcg industry are very promising in the future. this is certainly beneficial for businesses engaged in fmcg, one of which is micro, small and medium enterprises or msmes. msmes that sell daily necessities are familiar and can be found anywhere, from those selling in physical stores to digital platforms, so many people rely on msmes as providers of their daily needs such as to buy food, drinks, equipment. toiletries, kitchen materials, stationery and so on. currently the number of msmes is increasing so that they have an important role for the indonesian economy, therefore the government helps msmes in indonesia through various efforts. in addition to assistance from the government, the current digital era also makes it easier for msmes to develop their businesses, both those that are already running, and those that will be created. therefore, msmes in indonesia have good prospects in the future. although it has good prospects, the fmcg industry also has its own challenges. the products of the fmcg business mostly only have a small profit margin so that the players in this industry must be able to sell as many products as possible, as quickly and efficiently as possible. the current digital era also presents new challenges for players in the fmcg industry, namely the emergence of many new competitors in online sales channels, from websites to existing marketplace platforms. even for businesses that want to switch to digital sales channels, which are currently quite popular, this is not something that can be done easily. the challenges that exist in the fmcg industry require players in the industry, one of which is msmes to have the right marketing strategy. marketing strategy is the marketing logic by which companies hope to create customer value and achieve profitable relationships with customers (kotler & armstrong, 2016). according to perreault, cannon and mccarthy (2021), marketing strategy determines the target market and the marketing mix that will be offered by the company to provide superior customer value to the target market. the company conducts marketing analysis, planning, implementation and control to find the best marketing strategy and marketing mix, so that the company can observe and adapt to the existing market environment (kotler & armstrong, 2016). trading business or ud is a business entity that is managed independently and does not need a partner in its business. in addition, in the eyes of the law, there is no separation of wealth or responsibility between ud and its owners. toko delima, which is located on jalan prajurit siaman a9-10, probolinggo, east java, is a trading business or ud which is engaged in fmcg and based on pp umkm is included in small businesses. toko delima sells daily necessities such as cooking oil, packaged drinks, rice, sugar and so on. toko delima, which has been established since 1992, currently sells its products offline and online with its marketing still being done traditionally. toko delima’s revenue continues to decline every year from 2017 to 2021. one of the reasons is the covid-19 pandemic in indonesia that has made toko delima less competitive with its competitors who have used technology to manage their business, especially in the marketing aspect, such as selling and promoting their products by online. another thing is the marketing strategy of toko delima which is relatively the same from year to year or is not updated, so that it is getting left behind or unable to compete with its competitors. international journal of human capital management, vol. 6 (2), december 2022 43 | p a g e seeing the potential that exists in the fmcg industry, toko delima should be able to take advantage of existing opportunities so that the business it runs continues to be profitable. seeing the revenue from toko delima shows that there are problems that toko delima has. one of the things that toko delima can do to fix existing problems is to create and implement the right marketing strategy, so that apart from increasing sales, toko delima can also compete with its competitors and remain a relevant business in the future. the purpose of this research is to identify strategic issues of external and internal marketing of toko delima, identify external and internal analysis of toko delima and identify recommendations of toko delima marketing strategy for 2023. the limitation or scope of the discussion in this study is limited only to the development of marketing strategies for toko delima. the development of marketing strategies and their implementation is only limited to 2023. this research is also limited to the consumer market. methodology the type of research approach that the author will use is a qualitative approach. in this study the author will try to produce descriptive data. this study uses primary data obtained through observation and interviews. researchers also use secondary data obtained through documentation studies. several data collection methods that will be used in this study are: 1. interview researchers will conduct interviews with the owner of toko delima to obtain the required data, namely stp and toko delima's marketing mix. the researcher also conducted interviews with toko delima consumers and competitors' shop consumers to analyze the customer decision making process. researchers conducted unstructured interviews, in which researchers did not use interview guidelines that were arranged systematically and completely for data collection 2. observation researchers observed competitors from toko delima to obtain the data needed to conduct competitor analysis. this study uses a type of participatory observation in which the researcher will make observations and be directly involved in what is being observed, so that researchers get a clear picture of what is being observed 3. documentation study researchers use secondary data related to toko delima, namely articles, to conduct pestel analysis the data analysis method used in this study is by using qualitative analysis methods by reducing data, presenting data and drawing conclusions. result and discussion pestel analysis pestel analysis is an analysis to determine the external environment of marketing seen from political, economic, social, technological, ecological and legal factors. the purpose of the analysis using pestel is to be able to find out whether information in the form of facts tends to become an opportunity or a threat. international journal of human capital management, vol. 6 (2), december 2022 44 | p a g e table 1 pestel analysis factor information trend o / t source politic the government assesses that the covid-19 pandemic has begun to be controlled in indonesia, especially in the provinces of java and bali. ppkm status in java and bali province has entered level 1 up o maritim.go.id economy in 2022, the government will raise the inflation assumption to the range of 3.5% 4.5% from the previous target of only 2% to 4%. finance minister sri mulyani also believes that domestic inflation is currently starting to experience pressure up t cnbcindonesia .com social the covid-19 pandemic has accelerated the growth of the e-commerce industry in indonesia and increased public consumption on digital platforms. people also shop more online than shopping in person at the location. based on the report "navigating indonesia's e-commerce: omnichannel as the future of retail", 74.5 percent of consumers shop online more than they shop offline up t money.kompa s.com based on the “we are social” report, the number of active social media users in indonesia was 191 million people in january 2022. this number increased by 12.35% compared to the previous year, which was 170 million people. seeing the trend, the number of social media users in indonesia continues to increase every year up o dataindonesia. id based on the kppu's annual report for the 2021 period published in april 2022, the business competition index in indonesia in 2021 is considered the highest in the last four years up t databoks.kata data.co.id technolog y in addition to currency, consumers now prefer to use a digital wallet or e-wallet for their daily needs up o finansial.bisni s.com international journal of human capital management, vol. 6 (2), december 2022 45 | p a g e there are many aspects that can be utilized for the emergence of social media, one of which is using social media as a marketing tool up o kompasiana.c om the point of sales or pos application can assist business owners in managing product sales to customers. some of the benefits provided are monitoring and managing product stock automatically, managing product prices faster and making transactions with consumers more practical up o jurnal.id customer analysis customer analysis is conducted to find out how customers make purchases through five stages, namely need recognition, information search, evaluation of alternatives, purchase decisions and postpurchase behavior.  need recognition at the need recognition stage, consumers need to buy basic needs, so they visit the grocery store. the monthly cost incurred by consumers to shop at their own grocery stores ranges from rp400.000,00 to rp700.000,00  information search based on the results of interviews with consumers, the results show that consumers get information about the grocery stores they often visit from the closest people, such as family members and residents. if they want to switch to other grocery stores, consumers will look for information through the internet, social media and those closest to them  evaluation of alternatives the grocery stores that are known by consumers based on the results of the interviews are toko delima, sinar baru and baruna jaya. things that consumers consider in choosing a grocery store are price, promotion, product completeness, delivery service, installment payment system, availability of online purchases, convenience and return service  purchase decision at the purchase decision stage, consumers are not only customers from toko delima, but also customers from toko sinar baru and baruna jaya. the way that consumers make their purchases is offline and online  postpurchase behavior based on the results of interviews with consumers, after making a purchase at the grocery store they visited, the consumer was satisfied and would recommend the grocery store to others. the suggestions given by consumers to the grocery stores they visit are to add online channels to make purchases and provide even more attractive promotions competitor analysis competitors analysis is an analysis conducted to evaluate the strengths and weaknesses of competitors' marketing strategies, so as to identify opportunities and threats from competitors. one of the competitors of toko delima is toko sinar baru. the market segmentation of toko sinar baru is those who are domiciled in urban and rural areas of probolinggo, whose occupations are housewives, heads of families and students, including teenagers, adults and the elderly with upper middle class, middle and lower middle class. the target market of toko sinar baru is those who live in the urban area of probolinggo, whose work is housewives who are adults (26-45 years old) international journal of human capital management, vol. 6 (2), december 2022 46 | p a g e with middle and lower middle class. toko sinar baru positions its business as an affordable store with a complete range of products. the products sold by toko sinar baru are necessities such as oil, rice, spices, milk, sugar and so on. toko sinar baru also sells items that do not include necessities such as cigarettes, snacks and others. toko sinar baru provide services to their customers in the form of delivering goods, returning damaged goods due to store errors up to a maximum of one day after the goods are received and finally providing an installment payment system on condition that they have been a consumer of toko sinar baru for four months and provide personal data, as well as must pay off a maximum of two weeks after purchase. toko sinar baru sets the price of its products with a competition-based pricing strategy, this strategy makes the price of goods sold in this store set based on the price of goods sold by its competitors and is used as a benchmark. toko sinar baru is located at jalan raya panglima sudirman no. 182, probolinggo, east java. toko sinar baru sells offline and online through the whatsapp business application where consumers can contact the whatsapp number to make an order. toko sinar baru promote its store by word-of-mouth, so that consumers who make purchases at this store are expected to recommend it to others. toko sinar baru carries out its promotion by providing discounts for products that are close to expiration or those that are not selling well and for consumers who make a minimum transaction of rp. 500,000,00 will get prizes in the form of packaged food or drinks and free delivery services. in addition, toko sinar baru also carries out online promotions using the whatsapp business application. other competitors from toko delima are toko baruna jaya. the market segmentation of toko baruna jaya is those who live in urban and rural areas of probolinggo, whose occupations are housewives, heads of families and students including teenagers, adults and the elderly with upper middle, middle and lower middle class. the target market of toko baruna jaya is those who live in the urban area of probolinggo, whose work is an adult housewife (26-45 years old) with middle and lower middle class. toko baruna jaya positions its business as a store with low prices and a store that makes consumers comfortable shopping. toko baruna jaya sells basic needs such as rice, cooking oil, toiletries, kitchen utensils and so on. toko baruna jaya also sells non-staple products, such as cigarettes, snacks, children's toys and so on. the service provided by toko baruna jaya is that consumers can make payments in installments if they have been a consumer of toko baruna jaya for six months and provide personal data and must pay off a maximum of seven days after purchase. toko baruna jaya sets the price of its products with a competition-based pricing strategy, so that the price of goods sold in this store is determined by using the price of goods sold by its competitors as a benchmark. toko baruna jaya is located at jalan pahlawan no.109, probolinggo, east java. toko baruna jaya only sells physically and does not sell online. baruna jaya does a word-of-mouth promotion with the aim that consumers who make purchases at baruna jaya are expected to recommend baruna jaya to the people closest to them. toko baruna jaya carries out promotions by providing discounts such as bundling promos for products that are nearing expiration or products that are not selling well. toko baruna jaya does not promote its shop online. company analysis company analysis aims to evaluate the strengths and weaknesses of the marketing strategy of a business, so that it can gain a sustainable competitive advantage. the market segmentation of toko delima is those who live in urban and rural areas of probolinggo, whose occupations are housewives, heads of families and students including teenagers, adults and the elderly with upper middle, middle and lower middle class. the target market of toko delima is those who live in the urban area of probolinggo, whose work is housewives who are adults (26-45 years old) with middle and lower middle class. toko delima positions its business as a store that has affordable prices, guaranteed quality of goods and continues to innovate. international journal of human capital management, vol. 6 (2), december 2022 47 | p a g e the products sold by toko delima are mostly necessities such as cooking oil, rice, toiletries, medicines, kitchen spices, milk, eggs, sugar and so on. toko delima also sells items that do not include necessities such as cigarettes, candles, baby diapers, snacks and others. toko delima provides services to its consumers in the form of delivering goods, returning goods that are damaged due to a store error up to a maximum of two days after the goods are received and finally, providing an installment payment system on condition that they have been a customer of toko delima for four months and provide personal data, and must perform payment within seven days of purchase. toko delima sets the price of the products it sells with a cost-plus pricing strategy, which does not pay attention to demand from the market or prices given by competitors. toko delima is located at jalan prajurit siaman a9-a10, probolinggo, east java. toko delima sells its products offline and online through a personal whatsapp application where consumers can contact the whatsapp number to make an order. toko delima does its promotion by word of mouth, where consumers who make purchases at toko delima are expected to recommend toko delima to their closest people. toko delima also carries out online promotions using the personal whatsapp application to provide promotions to its consumers. in addition, toko delima conducts promotions by providing discounts for products that will expire or products that are not selling well. competitive profile matrix competitive profile matrix is a tool to identify the strengths and weaknesses of the company and competitors related to the company's strategic position. critical success factors in cpm include internal and external issues, so that there is a ranking of strengths and weaknesses. table 2 competitive profile matrix no key success factors weight toko delima sinar baru baruna jaya score w x s score w x s score w x s 1 price 0.30 2 0,6 3 0,9 4 1,2 2 product completeness 0.08 3 0,24 4 0,32 2 0,16 3 return service 0.08 4 0,32 3 0,24 1 0,08 4 delivery service 0.15 3 0,45 4 0,6 1 0,15 5 installment payment system 0.08 3 0,24 4 0,32 2 0,16 6 promotion 0.15 3 0,45 4 0,6 2 0,3 7 convenience 0.08 2 0,16 4 0,32 3 0,24 8 availability of online purchases 0.08 2 0,16 3 0,24 1 0,08 total 1 2,62 3,54 2,37 international journal of human capital management, vol. 6 (2), december 2022 48 | p a g e information:  score 4 is major strength  score 3 is minor strength  score 2 is minor weakness  score 1 is major weakness conclusion: based on the cpm calculation, it can be seen that toko delima is in the middle position among its competitors, namely sinar baru and baruna jaya, with a cpm value of 2.62. swot analysis swot analysis is an analysis conducted to evaluate the overall strengths, weaknesses, opportunities and threats of a company. the following are the results of the swot analysis in this study: a. strengths  (s1) the products provided at toko delima are quite complete (cpm)  (s2) the return service provided by toko delima is very good (cpm)  (s3) the delivery service provided by toko delima is quite good (cpm)  (s4) the installment payment system from toko delima is quite good (cpm)  (s5) the promotion given by toko delima is quite good (cpm) b. weaknesses  (w1) the price given by toko delima is quite high (cpm)  (w2) the convenience provided by the pomegranate shop is quite low (cpm)  (w3) the online purchase system provided by toko delima is quite poor (cpm) c. opportunities  (o1) the government assesses that the covid-19 pandemic has begun to be controlled in indonesia, especially in the provinces of java and bali. ppkm status in java and bali province has entered level 1 (pestel)  (o2) based on the “we are social” report, the number of active social media users in indonesia was 191 million people in january 2022. this number increased by 12.35% compared to the previous year, which was 170 million people. seeing the trend, the number of social media users in indonesia continues to increase every year (pestel)  (o3) in addition to currency, consumers now prefer to use a digital wallet or ewallet for their daily needs (pestel)  (o4) there are many aspects that can be utilized for the emergence of social media, one of which is using social media as a marketing tool (pestel)  (o5) the point of sales or pos application can assist business owners in managing product sales to customers. some of the benefits provided are monitoring and managing product stock automatically, managing product prices faster and making transactions with consumers more practical (pestel)  (o6) if they want to switch to other grocery stores, consumers will look for information through the internet, social media and those closest to them (cdmp)  (o7) the suggestions given by consumers to the grocery stores they visit are to add online channels to make purchases and provide even more attractive promotions (cdmp) international journal of human capital management, vol. 6 (2), december 2022 49 | p a g e d. threats  (t1) the covid-19 pandemic has accelerated the growth of the e-commerce industry in indonesia and increased public consumption on digital platforms. people also shop more online than shopping in person at the location. based on the report "navigating indonesia's e-commerce: omnichannel as the future of retail", 74.5 percent of consumers shop online more than they shop offline (pestel)  (t2) in 2022, the government will raise the inflation assumption to the range of 3.5% 4.5% from the previous target of only 2% to 4%. finance minister sri mulyani also believes that domestic inflation is currently starting to experience pressure (pestel)  (t3) based on the kppu's annual report for the 2021 period published in april 2022, the business competition index in indonesia in 2021 is considered the highest in the last four years (pestel) matrix tows the tows matrix is used to develop four types of strategies, namely so strategy (strengths-opportunities), wo strategies (weakness-opportunities), st strategies (strengthsthreats) and wt strategies (weaknesses-threats). table 3 matrix tows toko delima strengths weaknesses (s1) the products provided at toko delima are quite complete (w1) the price given by toko delima is quite high (s2) the return service provided by toko delima is very good (w2) the convenience provided by the pomegranate shop is quite low (s3) the delivery service provided by toko delima is quite good (w3) the online purchase system provided by toko delima is quite poor (s4) the installment payment system from toko delima is quite good (s5) the promotion given by toko delima is quite good opportunities so strategy wo strategy (o1) the government assesses that the covid-19 pandemic (s5, o2, o4, o6) although the promotions carried out by toko delima are quite good, (w2, o1, o3, o5) the pandemic which has begun to be controlled and the ppkm international journal of human capital management, vol. 6 (2), december 2022 50 | p a g e has begun to be controlled in indonesia, especially in the provinces of java and bali. ppkm status in java and bali province has entered level 1 they can still be improved by adding promotions through social media which are currently only done through the whatsapp application, this is because there are consumers who are looking for information related to grocery stores through social media, plus currently the number of social media users in indonesia continues to increase. toko delima can use instagram social media to do promotions, because according to a survey conducted by populix, instagram is one of the most widely used social media platforms by respondents. toko delima can create informative social media by providing interesting content such as new products, applicable discounts and information related to services provided by the store, such as delivery services and installment payment systems. through instagram, toko delima can also add a means of purchasing by including linktr.ee, so that consumers can be directly diverted to various sales channels provided by toko delima, such as whatsapp business, tokopedia and shopee level which has decreased will increase the number of customers visiting toko delima, so toko delima must improve the convenience of its store which is currently still quite low. toko delima can take advantage of point of sales or pos applications to manage product stock to make it more practical, so consumers don't have to wait long to find out product availability in the store. the pos application also provides cashless payment features such as debit, credit, ovo, shopeepay and so on which are currently more in demand by consumers. the pos application also provides convenience for the pomegranate shop such as providing data information from each transaction, more practical product price management and others. in addition, toko delima can also create queue numbers for consumers who come to the store, so that consumers will feel comfortable and fair when waiting in line to make transactions. toko delima must also maintain the tidiness and cleanliness of the store and train its employees to always provide the best service so that consumers feel comfortable when visiting toko delima (o2) based on the “we are social” report, the number of active social media users in indonesia was 191 million people in january 2022. this number increased by 12.35% compared to (w3, o7) consumers want more varied online channels, this can be used by toko delima to improve its online purchasing system, which is currently still quite poor. toko delima can switch from using personal whatsapp to business whatsapp so that international journal of human capital management, vol. 6 (2), december 2022 51 | p a g e the previous year, which was 170 million people. seeing the trend, the number of social media users in indonesia continues to increase every year interaction with consumers becomes easier with features to automate, sort and reply to messages quickly. whatsapp business also has a feature to include information about the business being carried out, such as address, email and store operating hours. in addition to the whatsapp business, toko delima can also add sales channels through shopee and tokopedia, because based on data from databoks, shopee and tokopedia lead the ecommerce market in indonesia with the highest number of visitors in indonesia in the first quarter of 2022 (o3) in addition to currency, consumers now prefer to use a digital wallet or ewallet for their daily needs (o4) there are many aspects that can be utilized for the emergence of social media, one of which is using social media as a marketing tool (o5) the point of sales or pos application can assist business owners in managing product sales to customers. some of the benefits provided are monitoring and managing product stock automatically, managing product prices faster and making transactions international journal of human capital management, vol. 6 (2), december 2022 52 | p a g e with consumers more practical (o6) if they want to switch to other grocery stores, consumers will look for information through the internet, social media and those closest to them (o7) the suggestions given by consumers to the grocery stores they visit are to add online channels to make purchases and provide even more attractive promotions threats st strategy wt strategy (t1) the covid-19 pandemic has accelerated the growth of the e-commerce industry in indonesia and increased public consumption on digital platforms. people also shop more online than shopping in person at the location. based on the report "navigating indonesia's ecommerce: omnichannel as the future of retail", 74.5 percent of consumers shop online more than they shop offline (s5, t3) the increasingly fierce business competition requires toko delima to create something new, one of which is to add more types of promotions, because the promotions carried out by toko delima are currently relatively the same as compared to its competitors. toko delima can create new types of promotions that have not been implemented by competitors, such as giving discounts on twin dates and months such as 8.8 and 9.9, providing a point system that can later be exchanged for prizes and make a lucky draw (w1, t2, t3) with inflation assumed to be rising and business competition getting tighter, toko delima should change its product pricing, which is currently the highest compared to its competitors. toko delima can apply competition-based pricing, by making the price of the product provided by competitors as a benchmark for the price that will be set in toko delima (t2) in 2022, the government will raise the inflation assumption to the range of 3.5% 4.5% from the previous target of only 2% to 4%. international journal of human capital management, vol. 6 (2), december 2022 53 | p a g e finance minister sri mulyani also believes that domestic inflation is currently starting to experience pressure (t3) based on the kppu's annual report for the 2021 period published in april 2022, the business competition index in indonesia in 2021 is considered the highest in the last four years new stp and marketing mix for toko delima in the future, the stp and marketing mix of toko delima will experience changes in the aspects of price, place and promotion strategies. there are no changes to the stp strategy and product. in addition, toko delima in the future is expected to have added value to its service elements, so that previously only using 4ps will become 7ps, because by providing good or quality services, it will add value to the sales of its physical goods. here is the stp and 7p for toko delima in 2023:  segmenting the market segmentation of td is those who live in urban and rural areas of probolinggo. his occupations are housewives, heads of families and students including teenagers, adults and the elderly with upper middle, middle and lower middle class  targeting the target market of toko delima is those who live in the urban area of probolinggo, whose work is housewives who are adults (26-45 years old) with middle and lower middle class  positioning toko delima positions its business as a store that has affordable prices, guaranteed quality of goods and continues to innovate  product the products sold by toko delima are mostly necessities such as cooking oil, rice, toiletries, medicines, kitchen spices, milk, eggs, sugar and so on. toko delima also sells items that do not include necessities such as cigarettes, candles, baby diapers, snacks and others. toko delima provides services to its consumers in the form of delivering goods, returning goods that are damaged due to a store error up to a maximum of two days after the goods are received and finally, providing an installment payment system on condition that they have been a customer of toko delima for four months and provide personal data, and must perform payment maximum seven days after purchase  price toko delima, which previously used a cost-plus pricing strategy to set the price of its products, changed to a competition-based pricing strategy, which made the price of the product provided by competitors as a benchmark for the price to be set at toko delima international journal of human capital management, vol. 6 (2), december 2022 54 | p a g e  place toko delima is located at jalan prajurit siaman a9-a10, probolinggo, east java. toko delima previously sold its products offline and online via personal whatsapp. there is a change, which is now using whatsapp business as well as through tokopedia and shopee  promotion toko delima does its promotion by word of mouth, where consumers who make purchases at toko delima are expected to recommend toko delima to their closest people. toko delima, which previously only did promotions by giving discounts for products that were about to expire or products that were not selling well, is now carrying out other promotions such as giving discounts on twin dates and months, providing a point system for consumers who shop so that they can be exchanged for gifts and make a lucky draw. in addition, toko delima, which previously promoted online via personal whatsapp, has now been changed to whatsapp business and instagram by creating interesting and informative content.  people the services provided by toko delima are as follows: a. tangibles featuring a clean and tidy shop, as well as professional employees b. emphaty employees pay attention or care to the consumers c. reliability employees provide services as promised accurately d. responsiveness employees provide fast or responsive service to consumer wants and needs e. assurance employees provide assurance to consumers by communicating well, understanding the products being sold and maintaining a good attitude  physical evidence toko delima uses posters or banners to display the advantages and services provided by the store, such as providing cashless payments, providing delivery services, providing an installment payment system, ongoing promotions and providing online purchases  process consumers who come will take a queue number, after that the consumer can wait in the seat that has been provided until the queue number is called by the store employee, then the consumer can go to the cashier to make a transaction conclusion conclusions from the results of the study are as follows: 1. strategies for promotion using social media instagram 2. strategies to increase store convenience 3. strategy to add online sales channels 4. strategy to add promotion type 5. product pricing strategies some suggestions that the author can give are: 1. the need for cost allocation, because some of the recommended marketing strategies may cost money, such as fees for using point of sales applications and for conducting promotions 2. the need for commitment from toko delima’s owner and employee that the business being run must prioritize the service aspect, not only the quality of the products and competitive international journal of human capital management, vol. 6 (2), december 2022 55 | p a g e prices, but the services provided must also be good, because by providing good services, it will add value to the sales of its physical goods 3. commitment to learning technology is also needed by toko delima’s owner and employee, because some of the recommended strategies require the use of technology, such as using social media, e-commerce, applications to create designs and point of sales applications. references creswell, j.w. (2008). educational research: planning, conducting, and evaluating quantitative and qualitative research, 3rd edition, pearson education, inc., usa. david, f.r., & david, f.r. (2017). strategic management: a competitive advantage approach, 16th edition, pearson education, inc., usa. kotler, p., & armstrong, g. (2016). principles of marketing, 16th edition, pearson education limited, united kingdom. perreault, jr.w.d., cannon, j.p., & mccarthy, e.j. (2021). essentials of marketing: a marketing strategy planning approach, 17th edition, mcgraw-hill education, usa. rothaermel, f.t. (2017). strategic management, 3rd edition, mcgraw-hill education, usa. sugiyono. (2016). metode penelitian kuantitatif, kualitatif, dan r&d, alfabeta, bandung. wheelen, t.l., hunger, j.d., hoffman, a.n., & bamford, c.e. (2018). strategic management and business policy: globalization, innovation, and sustainability, 15th edition, pearson education limited, united kingdom. widoyoko, e.p. (2014). teknik penyusunan instrumen penelitian, pustaka pelajar, yogyakarta. zeithaml, v.a., bitner, m.j., & gremler, d.d. (2017). services marketing: integrating customer focus across the firm, 7th edition, mcgraw-hill education, usa. badan pusat statistik. (2022). jumlah penduduk hasil proyeksi menurut provinsi dan jenis kelamin (ribu jiwa), 2018-2020. accessed from: https://www.bps.go.id/indicator/12/1886/1/jumlah-penduduk-hasil-proyeksi-menurutprovinsi-dan-jenis-kelamin.html. on august 14, 2022, 7:40 p.m. kusnandar, v.b. (2022). jumlah penduduk indonesia capai 273 juta jiwa pada akhir 2021. accessed from: https://databoks.katadata.co.id/datapublish/2022/02/10/jumlah-pendudukindonesia-capai-273-juta-jiwa-pada-akhir-2021. on august 14, 2022, 8:05 p.m. 16 the effect of job satisfaction, motivation and organizational commitment to the performance of the procurement experts in the indonesian house of represetative zahera mega utama mega.abta@gmail.com borobudur university abstract the objective of this research has to study the effect of job satisfaction, motivation and organizational commitment on performance or the board of expert staff members of parliament, the research was conducted in jakarta, and the data had been analyzed using path analysis. the population of this research were 91 person of expert staffs in the parliament. the questionares of this research had been testing on the 40 expert staff. therefore by simple randomly. the research finding more as follows : 1. there was positive direct effect of job satisfaction onexpert staffs performance, 2, there was a positive direct effect of motivation on performance of expert staff 3. there was a positive direct effect of organization commitment of expert staff. 4. there was a positive direct effect of organization commitment on performance, 5. there was a positive direct effect of job satisfaction on motivation of expert staff and 6. there was a positive direct effect job satisfaction on organizational commitment keywords: expert staff performance, job satisfaction, work motivation, organizatinal commitment, house of representatives of the republic of indonesia (dpr ri) as the state supreme institution which accommodates and realizes people aspiration has a very strategic duties and functions, particularly in democratic improvement and development in indonesia. one benchmark of democration development level in indonesia can be seen to which extent the indonesian house representatives (dpr ri) has able to conduct its duty and function in accordance with the growing demand in society. to conduct all of the duties and authorities, performance of a board member of the indonesian house representatives (dpr ri) is assisted by several member experts, fraction experts, board procurement experts, in conducting duty and discussion of various law drafts which will be discussed/drafted jointly with the government. it means that the interests of board members to an expert is the main substantial and functional needs besides it is governed by law, or in a simple language, to have expert member is a constitutional right that attaches to the function and title of legislators, either in the indonesian house representatives (dpr ri), regional house of representatives of province and regency/municipality. in the development of the indonesian house representatives (dpr ri) from time to time, there is demand of expertise support in conduction the constitutional duties. in the long journey of the indonesian house representatives (dpr ri), the presence of expert (ta) was initially designed as procurement tool and fraction 1999. the demand is then developed to be the need of members of the indonesian house representatives (dpr ri) that is realized by providing expert member for members of the indonesian house representatives (dpr ri) since 2004. at the beginning, the need was only 1 (one) person and then later increased to be 2 (two) persons, during 2014 up to 2019 the need of expert member, fraction and procurement of board (akd) were increasing in number of quota. for expert member was increased to 5 persons, fraction expert was in total of approximately 15 persons and board procurement expert (akd) was in total of 10 persons in each commission and board. 17 there are many factors able to affect the expert (ta) performance namely environment and individual factors. according to barley et al., performance is affected by traits have by individual, effort, work and organizational support. 1 meanwhile amstrong and baron identify performance in four classification namely : a. personnal factors, include individual skill, competence, motivation and recruitment, b. qualified leadership factors, include motivation, coaching and encouragement, c. factor of work system and facility given by organization, d. situational factors include changes and pressure from internal and external factors. the problem for performance of procurement experts of the indonesian house representatives (dpr ri) is the absence of performance assessment or rule of discipline as made for civil servant, where there is performance assessment being evaluated annually and discipline in the form of condition to present in working hours on time. the expert (ta) performance has a very important role in the purpose achievement. the expert (ta) performance will be perceived by the relevant board member in conducting his/her daily duties and obligations in the legislative institution. therefore, an expert (ta) performance is expected to be completely competent in his/her field and as expert (ta) performance must also be able to dedicate optimally and has maximum performance. an expert member must have minimum post graduate education and has minimum experience of 5 years working period in the house of representative (dpr) institution. this article discusses the performance issue of board procurement experts of the indonesian house representatives (dpr ri), which we know that performance has used as a measure of success of an office at all times. a success of a working individual or group may also be indicated from the performance. thus, performance is a purpose to make success of an organization. therefore, performance is defined as all profieciencies and behaviors which affect work outcomes in an office authority and work responsibility that is accountable in an organization. the stronger motivation of a person, his/her behavior is increasingly directed in achieving purpose. organizational authority, in addition to direct behavior, also stimulates and strengthens motivation of organizational member so that he/she directed behavior and consistent the achievement of organizational objectives. the writer’s research topic is the relation of performance and work satisfaction, work motivation, organizational commitment to performance of board procurement expert of the indonesian house representatives (dpr ri). from the identification above, the writer made formulation of the issue will be discussed in this writing area: 1). is there a direct effect of job satisfaction to performance? 2). is there a direct effect of motivation to performance? 3). is there a direct effect of organizational commitment to performance? 4). is there direct effect of job satisfaction to performacne? 5). is there a direct effect of motivation to commitment? 6). is there a direct effect of job satisfaction to motivation? method the method used to accomplish this research purpose is survey with causal technique. the reason to choose survey method as it explains or describes the phenomenon being studied concerning several affecting variables in a path diagram. therefore, the technique used is path analysis. there are for variables being stuied in this research namely variable x1 (job satisfaction), variable x2 (organizational commitment), variable x3 (job motivation), and variable y (performance of expert member) as the main endogen variable. population in this research is all procurement experts of the house of representatives, from 11 commissions and 5 boards with total number of 117 board procurement experts of the indonesian house representatives (dpr ri). the research to determine number of representative research sample uses taro 1 john barley, et al., managing organization behavior (australia : jacaranda wiley, ltd, 1991) p. 116 18 yamane formulation that is aimed to obtain generalization validity over the research population. therefore number of research sample is 91 procurement (akd) experts. as the research population is homogeny, because averagely they have post graduate education background and have equal status namely as contract manpower with equal amount of income. this research uses “simple random sampling” as the sampling technique for 91 procurement experts (akd). figure of theoritical model between research variable 1 4 3 6 5 2 based on the background, the issue formulation, the purpose of research as well as the above description, the hypothesis of this research is: job satisfaction has direct positive effect to the performance of board procurement expert of the indonesian house representatives (dpr ri), job motivation has direct positive effect to the performance of board procurement expert of the indonesian house representatives (dpr ri), organizational commitment has direct positive effect to the performance of board procurement expert of the indonesian house representatives (dpr ri). job satisfaction has direct positive effect to organizational commitment. job motivation has direct positive effect to organizational commitment. job satisfaction has direct positive effect to motivation. discussion and result based on causal structural model to the part of model testing, and based on the hypothesis submitted, it can be described : model of structural relation with path coefficient and correlation coefficient between variables direct effect of job motivation (x1) to work (y) job satisfaction job motivation organizationa l commitment performa nce of expert p y2 = 0.268 (r y2 = 0.593) p y3 = 0.332 (r 13 = 0.636) p y1 = 0.369 (r y1 = 0.657) p 32 = 0.294 19 based on the path value calculation result, it is obtained path coefficient py1 = 0.3690 > 0, with value of thitung of 4.582 which is larger than value of ttabel uses significance 0.01 of 2.633 (4.582 > 2.633), therefore h0 is rejected, which means that job satisfaction has direct positi ve effect to performance. the hypothesis testing resulf shoes that job satisfaction has direct positive effect to the performance of board procurement expert. this is seen from the path coefficient obtained, the pyi is very significant at α level = 0.01. therefore it is tested through this research that job satisfaction has direct positive effect the performance of board procurement expert of the indonesian house representatives (dpr ri). this is in accordance with spector’s opinion that job satisfaction lead to job performance) other opinions such as amstrong believes that increase of job satisfaction will produce work improvement. several aspects of job satisfaction needed to be improved by the board procurement expert of the indonesian house representatives (dpr ri) to be used as facility and method to improve their performances are: a) increase of facility support in the form of decent workspace facility, and provision of office tools such as computer, internet and other supporting equipment. b) salary increase and adjustment of the expertise owned by board procurement expert of the indonesian house representatives (dpr ri) according to education levels and expertise. c) development facility and provision of facility and learning opportunity in the form of course, education to improve their abilities. direct effect of motivation (x2) to performance (y) based on the path value calculation result, it is obtained path coefficient p y2 = 0,268 > 0, with value of thitung 3.394 which is larger from value of ttabel using 0.01 significancy of 2.633 (3.394 > 2.633), therefore h0 is rejected which means that motivation has direct positive effect to performance. the result of hypothesis testing that motivation has direct positive effec t to performance. this is seen from the very significant path coefficient value at α level = 0.01. therefore it is tested through this research that motivation has a direct positive effect to performance of board procurement expert of the indonesian house representatives (dpr ri). several motivation aspects necessary to be increased in order to improve the performance of board procurement expert are: a) worker’s individual traits, among other things include interest of each individual, attitude, or different expectation of each individual. b) traits of work, among other things include duties must be implemented, responsibility carried and satisfaction appears. c) work environment and work situation of employee. interaction pattern between employees highly affects his/her activity in working. she/he can be motivated by work partner. rewards from the superior and organizational benefits determine a person’s motivation to work. direct effect of organizational commitment (x3) to performance (y) based on the path value calculation result, it is obtained path coefficient p y3 = 0.332 > 0, with thitung value of 4.139 which is larger than ttabel value using 0.01 significance of 2.633 (4.139 > 2.633), therefore h0 is rejected which means that organizational commitment has direct positive effect to performance. the result of hypothesis testing shows that organizational commitment has direct positive effect to performance. this is seen from the very significant path coefficient value at α level = 0.01. therefore, it is tested through this research that organizational commitment has direct positive effect to performance of board procurement expert of the indonesian house representatives (dpr ri). this is pursuant to the expression of watson and tharp that “commitment is not something you have, it is something you do”. it means commitment is not something has already owned, but something must be done (achieved) so that it needs to be careful in giving limitation on commitment. clifford states 20 that organizational commitment is related to identification. for example, a person’s commitment to organization is an affective response (attitude) generated from evaluation of work situation that relates or attaches individual to organization. darwish a defines organizational commitment as an employee’s obligation feeling to stay in an organization. this feeling is generated from normative internalization pressure that is given to an individual. direct effect of job satisfaction (x1) tto organizational commitment (x3) based on the path value calculation result, it is obtained path coefficient after being modified, namely p31 = 0.353 > 0, with thitung value of 3.521 which is larger than ttabel value using 0.01 significance of 2.633 (3.521 > 2.633), therefore h 0 is rejected which means that job satisfaction has direct effect to organizational commitment. naderi (2012) states that the current study supports significant positive correlation betwewn job satisfaction and organizational commitment. a logical explanation of this result is that organizational commitment is a function of job satisfaction. various job satisfactions such as salary, work partner, supervision, and work alone are needed by workers to fulfill their basic needs. based on the analysis of several developed concepts, it can be synthesized that organizational commitment has feeling attachment to organizational aspects with indicators (a) loyalty to organization, (b.) acceptance of organizational purpose, (c). implementation of organizational values, (d). compliance to organizational regulation, and (e). responsibility to organization. direct effect of motivation (x2) to commitment (x3) based on the path value calculation result, it is obtained path coefficient after being modified, namely p32 = 0.294 with thitung value of ..... which is larger than ttabel value using 0.01 significance of 2.633 (3.521. > 2.633), therefore h0 is rejected, which means that motivation has direct positive effect to organizational commitment. in regard to job satisfaction has direct positive effect to organizational commitment, the testing shows that there is direct positive effice of job satisfaction to organizational commitment. high job satisfaction, may lead an increase of organizational commitment . the hypothesis testing result shows that motivation has direct effect to organizational commitment. this is seen from the very significant path coefficient value at α level = 0.01. therefore, it is tested through this research that motivation has direct positive effect to the performance of board procurement expert of the indonesian house representatives (dpr ri). direct effect of job satisfaction (x1) to motivation (x2) based on the path value calculation result, it is obtained path coefficient after being modified, namely p21 = 0.467 > 0. with thitung value of 4.977 which is larger than ttabel value using 0.01 significance of 2.633 (4.977 > 2.633), therefore h 0 is rejected, which means that job satisfaction has direct effect to job motivation. according to hasibuan, motivation is a driver power that creates a person’s work passion so that they are willing to cooperate, to work effectively and integrated with all of the efforts to achieve satisfaction. meanwhile, akitson and hilgard which was quoted by hariandja states that motivation is defined as factors that lead and encourage personal behavior or desire to conduct an activity as expressed in strong or weak efforts. it can be conveyed several recommendations in improving the expert’s performance, as follows: 1. in increasing job satisfaction of all of these board procurement experts, it is recommended to the general secretary of the indonesian house representatives (dpr ri) division of expert management in collaboration with burt agency of dpr ri, thus it must take into account of the expert’s job satisfaction itself by motivation provision that considers each factor that is 21 adjusted to the existing context. increase of job satisfaction has direct positive effect to performance of the board procurement experts of the indonesian house representatives (dpr ri), this means that increase of job satisfaction will lead to increase of performance of the board procurement experts of the indonesian house representatives (dpr ri). by giving attention to the aspects of job satisfaction as follows a, provision of work facility, b. work convenience, c. salary and reward for experts who are good and have good perform ance, d, job allowance and provision of periodic reward. 2. making of job desk for experts to increase job satisfaction efficiency and effectiveness to lead to the increase of expert’s performance so that the experts perceive clear responsibility to rise good motivation as follows a. to accept organization purpose, b to believe in organization values, c. to get involve in organizational duties, d. loyalti to organization, e. organizational responsibility that is reflected in measurement result in the form of score obtained from respondent’s answers of a set of questionnaire, so thereafter general secretary of dpr ri is able to rise good work motivation and work commitment of the board procurement experts of the indonesian house representatives (dpr ri). 3. it is recommended to general secretary of board procurement experts of the indonesian house representatives (dpr ri) of expert management division, especially board procurement expert to be involved in formal and informal of internal activity of the secretary, such as involve these experts in workshop, course, training and education in improving their abilities and performance, as well as to involve the board procurement expert ( akd) in non-formal activities within the environment of general secretary of the indonesian house representatives (dpr ri), such as family recreation, family outbond to create atmosphere of intimacy and harmony between staff and the board procurement experts (akd). certainly, this will improve their performance, satisfaction, motivation and commitment as part of the team that mutually support. 4. it is recommended to the general secretary of the indonesian house representatives (dpr ri) and burt that accommodate the board procurement experts in order to carry out evaluation and supervision over the performance of these experts, to clearly acknowledge their output in providing work contribution both in team in the commission and in bodies in d pr ri. this certainly will rise moral responsibility of the experts upon rights and obligati on that they obtained during the office. regular meeting and work review will make the procurement experts feel to be cared ad involved in daily activities, which is able to create high commitment to their performance. conclusion based on the data analysis described in the previous chapter, this research resulted findings and conclusions as follows: 1. job satisfaction has a direct positive effect to performance, this means that improvement of work satisfaction will lead to improvement of the performance of board procurement experts of the indonesian house representatives (dpr ri). work motivation has a direct positive effect to performance, this means that improvement of motivation will also lead to improvement of the performance of board procurement expert of the indonesian house representatives (dpr ri). organization commitment has a direct positive effect to performance, this means that improvement of commitment will also lead to improvement of the performance of board procurement expert of the indonesian house representatives (dpr ri). job satisfaction has a direct positive effect to improvement of organizational commitment and this will lead increase of job satisfaction of the board procurement experts of the indonesian house representatives (dpr ri). 22 motivation has direct positive effect to improvement of organizational commitment and this will lead to increase of motication, which will also lead to increase of commitment of board procurement experts of the indonesian house representatives (dpr ri). motivation has positive direct effect to increase of job satisfaction and in this matter the increa se of motivation will lead to the increase of job satisfaction of the board procurement experts of the indonesian house representatives (dpr ri). references david l. watson and roland g. tharp, self-directed behavior: self-modification for personal ajustment, 4 th edition, (california: books/cole publishing company, 1995) dessler, gary, “manajemen sumber daya manusia”,( jakarta : pt prenhalindo, 2002) fred luthans, organizational behavior, seventh edition. (singapore: mcgraw-hill book. co, 1995) james j. mapes, quantum leap thinking, penterjemah, basuki hei winarno, (surabaya: ikon teralitera, 2003) jason a. colquitt, jeffery a. lepine dan michael j. wesson, organizational behavior (new york: mc. graw-hill companies, inc., 2009) john m. ivancevich, robert konopakse dan michael t. matteson, organizatioal behavior and management, eight edition, (new york: mcgraw-hill companies, inc., 2008) neil anderson, deniz s. ones, handan kepir sinangil, chockkaligam viswesvaran, handbook of industrial, work and organnizational psychology, (london: sage publication ltd., 2001) prof.dr. sudarwan danim., motivasi kepemimpinan dan efektivitas kelompok, (pt. rineka cipta, jakarta: 2004) lussier, robert n, achua christopher f., leadership:theory, application,skill development, (usa,south-western college publishing, 2001) robbins, stephen p. perilaka organisasi. terjemahan molan benyamin, (jakarta: pt indeks kelompok gramedia, 2006) yousef a. darwish. organizational commitment and job satisfaction as predictors of attitudes toward organizational change in a non-western setting, (personnel review, vol 29 iss: 5, 2000) wibowo, manajemen kinerja, (jakarta: pt. raja grafindo persada, 2014 international journal of human capital management, vol. 6 (2), december 2022 69 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 6, no. 2, december 2022, p 69-81 nature machiavellian, organizational commitment, retaliation, self-efficacy, religiosity and intention whistleblowing luqman hakim universitas muhammadiyah jakarta e-mail: 1luqman.hakim@umj.ac.id adhelia natasya fikri universitas muhammadiyah jakarta e-mail: 2adhelianatasya27@gmail.com mitsalina tantri universitas muhammadiyah jakarta e-mail: 3mitsalina.tantri@gmail.com abstract this study aims to determine the effect, (1) nature machiavellian on intention whistleblowing, (2) organizational commitment to intention whistleblowing, (3) retaliation to intention whistleblowing, (4) self-efficacy on intention whistleblowing, (5) religiosity towards intention whistleblowing. this research is a type of quantitative research. the data collection method used is primary data obtained by using a questionnaire. the population in this study are internal auditors who work in companies in the south jakarta area and are registered with the internal audit education foundation (ypia) and have worked for more than 1 year. the sampling technique used is purposive sampling with sampling quotas which produced 136 respondents. this test uses spss version 25 as a data analysis tool. the results of this study indicate that (1) nature machiavellian no effect on intention whistleblowing, (2) organizational commitment affects intention whistleblowing, (3) retaliation affects intention whistleblowing, (4) self-efficacy no effect on intention whistleblowing, and (5) religiosity has no effect on intention whistleblowing.. keywords: intention whistleblowing, machiavellian, organizational commitment, retaliation, selfefficacy, religiosity. received: 1 november 2022 accepted: 29 november 2022 publish: december 2022 http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 6 (2), december 2022 70 | p a g e how to cite: hakim, l et.al. (2022). machiavellian, organizational commitment, retaliation, self-efficacy, religiosity and intention whistleblowing. international journal of human capital management, 6(2), 69-81. https://doi.org/10.21009/ijhcm.06.02.6 introduction fraud that occurs can be defined as an irregularity and illegal act that is carried out in a deliberate way for a specific purpose such as deceiving or misleading other parties, this is done both from within and from outside the organization. (aulia et al. 2019). according to the association of certified fraud examiners (acfe) indonesia chapter conducted by the 2019 indonesian fraud survey (sfi) stated that fraud has harmed indonesia with 239 cases and 38.5% of them experienced losses ≥ rp. 1 billion per case. fraud that is currently rife, of course, must be followed up. it is believed that one of the actions that can be taken to uncover fraud is by committing fraud whistleblowing (aulia et al., 2019). to be able to prevent fraud from occurring within a company, fraud must be able to be detected effectively with a system that is expected to optimize fraud detection and be transparent by implementing whistleblowing. according to the knkg (national committee on governance policy) whistleblowing in the reporting system guidelines that refer to the disclosure of unlawful behavior, unethical or immoral behavior or other behavior that can harm the organization or stakeholders by employees or other institutions that can take action against violations. one of the cases that was revealed related whistleblowing among others, chairal tanjung and dony oskaria, commissioners of garuda indonesia, revealed that there were irregularities in garuda indonesia's financial reports which began when the agm became chaotic because the two commissioners said they did not want to sign the financial statements, and after being investigated it was proven true that there was manipulation of the financial statements (ocbc indonesia, 2019). agus condro in the bank indonesia bribery case where agus condro was the revealer of the flow of funds after the election of the senior deputy governor of bank indonesia. agus revealed cases of bribes worth idr 24 billion to a number of dpr members for the 1999-2004 period in the election of bi senior deputy governor mirdana swaray goeltom in 2004 (bagustianto, 2019). in every fraud that occurs, as a profession that is most concerned about when these frauds occur, basically an accountant, external and internal auditor is the center that is most often the spearhead. for example, internal auditors, who, with their professionalism and independence, can certainly take action whistleblowing to uncover all forms of fraud that occurred in the company. the results of the analysis conducted by acfe 2019 show the amount of fraud losses found through reports from the internal auditor as follows: international journal of human capital management, vol. 6 (2), december 2022 71 | p a g e figure 1 amount of fraud losses found by the internal auditor source: data processed by the 2019 indonesia fraud survey the internal auditor is a position that has influence in an organization, because the internal auditor has a role as the party responsible for finding and uncovering irregularities in financial reporting. so, if the internal auditors in an organization dare to commit fraud, it is certain that the performance of an organization cannot be said to be good. based on the explanation of the background above, this research is considered important because the authors aim to prove that there are factors that influence intention whistleblowing. literature review theory of planned behavior theory of planned behavior (the theory of planned behavior) put forward by ajzen (1991) which is a development of the previous theory namely theory of reasoned action (theory of reasoned behavior) put forward by fishbein (1988). according to azzen, theory of planned behavior is a theory based on the assumption that humans will usually behave appropriately (behave in a sensible manner). theory of planned behavior specifically suited to clarify the intent of the complainant, because whistleblowing are actions that are performed based on very complex psychological processes (eka pratiwi and dwita 2020). intentions will then influence the behavior of an internal auditor in making decisions. according to nyoman and ramadhani, et al. (2017) states that a person's behavior depends on the desire to behave (behavioral intentions) which consists of three components, namely: attitude (attitude), subjective norm (subjective norm), and perceived behavioral control (perceived behavioral control). prosocial organizational behavior theory according to brief and motowidlo (1986) what is meant by prosocial action is an act of helping that benefits other people without having to provide a direct benefit to the person taking the action and perhaps even involving a risk for the person helping. prosocial organizational behavior theory. it is a theory that forms the basis for and supports action whistleblowing. in principle one whistleblower is prosocial behavior which seeks to help other parties to uphold and save an organization or company from acts of irregularities or fraud. prosocial behavior theory international journal of human capital management, vol. 6 (2), december 2022 72 | p a g e has several variables which are then grouped into 2 groups, namely contextual and individual influences. whistleblowing intention according to the knkg (national committee on governance policy), whistleblowing is the disclosure of acts of violation or disclosure of unlawful, unethical/immoral acts or other actions that may harm the organization or stakeholders, committed by employees or leaders. from these two sources of internal and external reporting, there are several advantages to be gained when whistleblowing done internally, that is, problems within the organization can still be resolved internally before the full scandal is exposed outside. in addition, internal disclosure will create an ethical atmosphere within the organization where employees are encouraged to report unethical behavior (lee, 2020). nature machiavellian nature machiavellian introduced by a political philosopher from italy named niccolo machiavellian (1469-1527). nature machiavellian is a belief or perception that is believed about interpersonal relationships. this perception will form a personality that underlies attitudes in relationships with other people. individuals with traits machiavellian high tend to take advantage of the situation to gain advantage. personality trait machiavellian explained by wulandari (2015) as a personality who lacks affection in personal relationships, ignores conventional morality, and shows low ideological commitment. personality traits machiavellian has a tendency to manipulate others, and is very low in respect for others. organizational commitment organizational commitment according to l. mathis and jackson (2008) "organizational commitment is the degree to which employees believe in and accept organizational goals and desire to remain with the organization" (organizational commitment is the degree to which employees believe and accept organizational goals and organizational goals and will stay or will not leave the organization). if an employee shows a high commitment to an organization or agency and company, then he will also have a high desire to provide more energy and responsibility to assist in the welfare and success of his organization (ramadhani and suparno 2020). an employee, if the organizational commitment is in him is high, a high sense of belonging to the organization will arise, so that he has strong beliefs and does not hesitate to take action whistleblowing, due to action whistleblowing useful for protecting the organization from destruction (marliza, 2018). retaliation according to portland university's harassment and discrimination policy, retaliation can be interpreted as acts of intimidation, harassment, threats, criticism and discrimination against others. retaliation is an unpleasant action received by whistleblowers and also as a form of direct response to fraud reports that report fraud both internally and externally (rehg et al. 2008). there are two conditions of retaliation, namely high retaliation (penalty) and low retaliation (affiliation). penalties refer to disciplinary consequences in the form of threats to person or property, lawsuits, termination of employment and imprisonment. meanwhile affiliation refers to the form of relationship with other people inside or outside the organization. self-efficacy international journal of human capital management, vol. 6 (2), december 2022 73 | p a g e according to bandura (2005) self-efficacy can be interpreted as an individual's belief in their own ability to organize and carry out the actions needed to achieve a certain level of achievement. an individual is able to control his own thoughts, feelings and actions. their ability to control these thoughts is very dependent on their perception of themselves. individuals with self-efficacy those who are high will tend to be more courageous in disclosing fraud that occurs in their organizational environment because they have confidence in their abilities (macnab and worthley, 2008). behaviorself-efficacy influential in completing the responsibilities of a job which has self-efficacy tall people consider themselves capable of doing many things in various situations and vice versa. religiosity according to worhtington (2003) divided into two types, namely intrapersonal religious commitment that comes from individual beliefs and attitudes, and interpersonal religious commitment that comes from individual involvement with a community or religious organization. a person's religiosity can be measured from the religious commitment (keller et al., 2017) stated that religiosity serves as the basis for establishing ethical standards. mesmer-magnus and viswesvaran (2005) in marga putri, (2016) state that religiosity can be separated into two categories: a) religious affiliation and b) religious commitment. religiosity can reflect that some individuals believe in their god, so religiosity can be used as a reflection of a person's behavior to assess the extent to which reason or conscience works when faced with a dilemma. hypothesis development the effect of machiavellian traits on whistleblowing intentions nature machiavellian is an action taken by someone in the form of bad behavior. people who tend to do traits machiavellian will satisfy their desires in various ways, and do not care about the influence of behavior, whether it affects themselves, others or their organizational environment, they only think about their own interests. this is in accordance with research conducted by (nugraha 2017) which states that people with traits machiavellian high, tend to report internally because he believes it will benefit him personally. based on the results of the explanation above, the hypothesis can be made as follows: h1: nature machiavellian effect on intention whistleblowing the effect of organizational commitment on whistleblowing intentions organizational commitment is an act of loyalty to work based on generally recognized norms and rules (hariyani, putra, and wiguna 2019). with the increasing prevalence of fraud and corruption, it is necessary to reveal the occurrence of such fraud with the professional attitude of employees or national institutions, because being a professional employee is not only beneficial for the organization, but also beneficial and able to be accountable for their profession to the public. highly committed to the organization will have a sense of belonging to his organization (sense of belonging) is also high so he will not hesitate to become a whistleblower because he believes this action will protect the organization from destruction (bagustianto & nurkholis, 2015). in the research conducted (rianti 2017) proved that organizational commitment affects the intention to dowhistleblowing. based on the results of the explanation above, the hypothesis can be made as follows: h2: organizational commitment affects intentionwhistleblowing international journal of human capital management, vol. 6 (2), december 2022 74 | p a g e the effect of retaliation on whistleblowing intentions retaliation is an unpleasant action received by a fraud reporter (whistleblower) and as a form of direct response to reporting fraud who reports fraud (ayuningtyas, 2018). the same thing was also expressed in ayuningtyas (2018) which stated that retaliation had a significant effect on a person's intention to commit a crime.whistleblowing. so based on this description, the hypothesis proposed is: h3: retaliation has an effect on intentionwhistleblowing the effect of self-efficacy on whistleblowing intentions self-efficacy can be interpreted as an individual's belief in their own ability to organize and carry out the actions needed to achieve a certain level of achievement. their ability to control these thoughts is very dependent on their perception of themselves. individuals with self-efficacy those who are high will tend to be more courageous in disclosing fraud that occurs in their organizational environment because they have confidence in their abilities (hidayati and pustikaningsih 2016). based on this, the hypothesis is proposed as follows: h4: self-efficacy effect on intention whistleblowing the effect of religiosity on whistleblowing intentions religiosity according to rahayu (2018) is the level of one's conception of religion and the level of one's commitment to their religion. everyone's religiosity, especially an auditor, does not affect his intention to do sowhistleblowingexternal and internal. these results support the research of dananjaya dewa gede yudha (2018) and abdilla (2017). but these results are not in accordance with research conducted by marga putri, (2016) and alleyne and persaud, (2014). based on this, the hypothesis is proposed as follows: h5: religiosity influences intention whistleblowing methodology data types the type of data used in this research is primary data. the nature of this study used a field survey where the survey method was carried out by giving or distributing questionnaires to respondents. population and research sample the population in this study are internal auditors who work in companies in the south jakarta area and are registered with the internal auditor education foundation (ypia) and have work experience of more than 1 year. the sampling technique in this study uses the method purposive sampling with sampling quotas. result and discussion descriptive statistics analysis of the variable descriptions of the 36 respondents in this study can be seen in the following table: international journal of human capital management, vol. 6 (2), december 2022 75 | p a g e table 1 descriptive statistics descriptive statistics n minimum maximum means std. dev nature machiavellian 136 114 120 116.92 11,556 commitment organizational 136 113 120 116.61 12,246 retaliation 136 114 121 116.64 11,791 self-efficacy 136 113 120 116.83 12,432 religiosity 136 115 120 117.69 11,508 intention whistleblowing 136 114 120 116.69 12,136 valid n (listwise) 136 multiple regression analysis table 2 multiple regression analysis model unstandardized coefficients standar dized coeffici ents t sig. collinearity statistics b std. error betas tolerence vif (constant) -1.943 3.262 -0.596 0.556 nature machiavellian 0.157 0.160 0.114 0.982 0.334 0.583 1.714 commitment organizational 0.833 0.198 0.876 4.208 0.000 0.182 5.491 retaliation 0.342 0.141 0.287 2.428 0.021 0.565 1.768 self-efficacy -0.268 0.244 -0.305 -1.096 0.282 0.102 9.804 religiosity 0.054 0.276 0.038 0.196 0.846 0.207 4.826 based on table 2, the values at the output are then entered into the following multiple linear regression equation: y = -1.943 + 0.157 p1 + 0.833 p2 + 0.342 p3 + 0.268 p4 + 0.054 p5 it can be interpreted from the results of the equation above as follows: a constant value of −1,943 means that if the value x = 0, then the y value will show a level of −1,943 or in another sense if there is no x variable then the y variable is −1,943. regression coefficient on the trait variable machiavellian (p1) shows a positive value of 0.157, then every increase in properties machiavellian by 1 unit will increase intention whistleblowing of 0.157. the regression coefficient on the organizational commitment variable (p2) shows a positive value of 0.833, so every increase in organizational commitment by 1 unit will increase intention whistleblowing of 0.833. the regression coefficient on the retaliation variable (p3) shows a positive value of 0.342, so every increase in turnover intention by 1 unit will increase intention whistleblowing of 0.342. international journal of human capital management, vol. 6 (2), december 2022 76 | p a g e regression coefficient on the variable self-efficacy(p4) shows a negative value of − 0.268, then every increase self-efficacy by 1 unit will reduce intention whistleblowing of −0.268. the regression coefficient on the religiosity variable (p5) shows a positive value of 0.054, so that each increase in religiosity by 1 unit will increase the intention whistleblowing of 0.054. figure 2 p-plot normality test results based on figure 2 the p-plot above shows a straight line across from the lower left corner to the upper right or forming a diagonal direction, so that it can be called a normality reference line. around the normality reference line, you can see the data represented by these points around the reference line. it can be seen that the data spreads around the diagonal line and follows the direction of the diagonal line, therefore the regression model fulfills the assumption of normality. this shows the residuals are normally distributed. table 3 multicollinearity test test results multicollinearity coefficient models t sig. collinearity statistics 1 (constant) -0.596 0.556 tolerance vif nature machiavellian 0.982 0.334 0.583 1.714 commitment organizational 4.208 0.001 0.827 5.491 retaliation 2.428 0.021 0.565 1.768 self-efficacy -1.096 0.102 0.102 9.804 religiosity 0.196 0.207 0.207 4.826 a. dependent variable: intention whistleblowing from the table above shows the results of the multicollinearity test with the results of the data presented in the table it can be seen that the tolerance value obtained from each independent variable is > 0.10 and the variance inflation factor (vif) is less than 10. it can be seen from the table above with the tolerance value for naturemachiavellianof 0.583 and vif of 1.714, organizational commitment with a tolerance value of 0.827 and vif of 5.491, retaliation with a international journal of human capital management, vol. 6 (2), december 2022 77 | p a g e tolerance value of 0.565 and vif of 1.768, self-efficacy with a tolerance value of 0.102 and vif of 9.804 and religiosity with a tolerance value of 0.207 and vif of 4.826. thus, it can be concluded that the regression model in this study proved to be free from multicokinarity symptoms. hypothesis testing table 4 determination test results (r²) summary models model r r square adj. r square std. error of the estimates 1 0.874 0.763 0.724 1.123 a. predictors: (constant), traits machiavellian, organizational commitment, retaliation, selfefficacy, religiosity b. dependent variable: intention whistleblowing from the results of table 4, the adjusted r-square value for model 1 is 0.724 or 72.4%, this shows that the variation of the independent variable (traits machiavellian, organizational commitment, retaliation,self-efficacy, religiosity) was able to explain 72.4% of the variation in the dependent variable (intention whistleblowing), and the remaining 27.6% is influenced or explained by other variables not included in this study. partial regression coefficient test (t test) table 5 t-test results (partially/individually) models b std. error betas q sig. 1 (constant) -1.943 3.262 -0.596 0.556 nature machiavellian 0.157 0.160 0.114 0.982 0.334 commitment organizational 0.833 0.198 0.876 4.208 0.000 retaliation 0.342 0.141 0.287 2.428 0.021 self-efficacy -0.268 0.244 -0.305 -1.096 0.282 religiosity 0.054 0.276 0.038 0.196 0.846 based on table 5, it can be seen the effect of each independent variable on the dependent variable as follows:  nature influence machiavellian on intentions whistleblowing from the results of the t test calculation, it is known that tcount < ttable (0.982 < 1.69913) with a significant value of the trait variable machiavellian (x1) of 0.334 > 0.05. so, it can be concluded that h1 is rejected and ho is accepted, meaning that it is a trait variable machiavellian (x1) has no effect on the intention variable whistleblowing (y).  the effect of organizational commitment on intentions whistleblowing international journal of human capital management, vol. 6 (2), december 2022 78 | p a g e from the results of the t test calculation, it is known that tcount > ttable (2.428 > 1.69913) with a significant value of the retaliation variable (x3) of 0.021 <0.05. so, it can be concluded that h3 is accepted and ho is rejected, meaning that the retaliation variable (x3)  the effect of organizational commitment on intentions whistleblowing from the results of the t test calculation, it is known that tcount > ttable (2.428 > 1.69913) with a significant value of the retaliation variable (x3) of 0.021 <0.05. so, it can be concluded that h3 is accepted and ho is rejected, meaning that the retaliation variable (x3) effect on the intention variable whistleblowing(y).  influence self-efficacy against intention whistleblowing from the results of the t test calculation, it is known that tcount < ttable (-1.096 <1.69913) with a significant value of the variable self-efficacy(x4) of 0.282 > 0.05. so, it can be concluded that h4 is rejected and ho is accepted, meaning that the variable selfefficacy(x4) has no effect on the intention variable whistleblowing(y).  the effect of religiosity on intention whistleblowing from the results of the t test calculation, it is known that tcount < ttable (0.196 < 1.69913) with a significant value of the religiosity variable (x5) of 0.846 > 0.05. so, it can be concluded that h5 is rejected and ho is accepted, meaning that the religiosity variable (x5) has no effect on the intention variable whistleblowing (y). conclusion conclusion based on the data that has been collected and the results of tests that have been carried out using the spss application version 25, the following conclusions can be drawn:  nature machiavellian does not affect intensity whistleblowing someone who is obsessed with achieving goals by justifying any means is an unethical act and one of the traits of nature machiavellian. meaning that someone is expected not to ignore things that can be detrimental to the organization and not for personal gain as their nature machiavellian.  organizational commitment affects intention whistleblowing the company's treatment of workers properly and adequately will manifest organizational commitment which is built on the basis of employee trust by complying with the applicable code of ethics and norms. thus, employees will be motivated to carry out work with sincerity.  retaliation affects intention whistleblowing someone before making a decision will consider the complaint action first, whether the action can be accepted by the other party or not. if there is a risk of retaliation, it will influence the decision to act to report. this means that the smaller the retaliation of a whistleblower, the greater the intention to do so whistleblowing.  self-efficacy does not affect intensity whistleblowing researchers assume that disclosing fraud requires not only self-ability (self-efficacy), but also with contributions from other parties to corroborate the evidence of the fraud.  religiosity does not affect intention whistleblowing people who have religious characteristics only focus on themselves and god almighty and do not easily interfere in other people's affairs because in dealing with cheating they must international journal of human capital management, vol. 6 (2), december 2022 79 | p a g e be careful. if a person does not yet have complete proof of the fraud or violation, then it is better to refrain from intention whistleblowing. limitation this research has been attempted and carried out in accordance with scientific procedures, but still has limitations. the limitations in this study are as follows: 1) it has not fully involved respondents from the entire planned population of auditors. internal auditors who work for companies registered with the internal audit education foundation (ypia) domiciled in south jakarta, so it is deemed necessary to find other methods to increase the number of respondents after the covid-19 pandemic. 2) variables that affect the internal auditor's intention to perform whistleblowing still limited, namely 72.4%, so there are still 27.6% which are influenced by other factors. 3) this research was conducted during the covid-19 pandemic with a high transmission rate so that the distribution of questionnaires was carried out using a google form, and the expected response was not fully according to the maximum research sample plan. 4) this research was conducted by distributing questionnaires sent via company email addresses, so there is a risk that the questionnaires were not delivered to the company's internal auditors. recommendation from the limitations in this study, there are several suggestions and input for further researchers to produce better quality research. suggestions for this research, including: 1) future researchers who are interested in similar topics should conduct research by replacing or adding independent variables outside of this study such as gender and salary and expanding sample collection. 2) for researchers who will carry out similar research in their research, it is expected to increase the number of research respondents so that they can better represent the object of the research. 3) for future researchers to re-examine the consistency of the influence of religiosity on intention whistleblowing and examine other factors that might affect intention whistleblowing. 4) the company is expected to be able to develop and maintain the attitude of employees who have a high commitment to the company so that employees feel motivated to report violations that have a negative impact on the company. 5) companies are expected to ensure that they protect against threats to employees for actions whistleblowing for the benefit of the company. references aulia, siti, et al. 2019. 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(2020), williams et al. (2016), and kearnes (2020). the weakness of this study lied in the sample population which might be inhomogeneous because the research subjects have different organizational cultures. the study results served as a reference model for islamic banking directors in improving employee and banking performance, so they concern on the training factor without ignorance over the cohesion factor. keywords: training, work motivation, cohesion, employee performance. received: 31 october 2022 accepted: 12 december 2022 publish: december 2022 http://journal.unj.ac.id/unj/index.php/ how to cite: hasan, d., et.al. (2022). the analysis of determinant factors affecting the job performance of islamic bank employees in indonesia. international journal of human capital management, 6 (2), 107-119. https://doi.org/10.21009/ijhcm.06.02.9 introduction the emergence of the systemic advantages and importance of islamic banking in many muslim countries, especially in indonesia, has stimulated high interest in the development of islamic banking industry (nastiti & kasri, 2019). empirically, the existing research mostly discusses about the performance of conventional banks based on various performance dimensions, especially efficiency, profitability, and risk or stability (fusva et al., 2020). this study discusses the role of islamic banking sector in global competition with high risk, which is required to improve human resource management more effectively (hakimi et al., 2018). within the development of the islamic banking industry, there are several inhibiting factors (chazi et al., 2018), which comprise the lack of adequate educated and professional human resources (g. chen et al., 2013), differences in views between the concept of bank management according to the islamic principles and the operational practices in the field (nomran & haron, 2019), the relatively low level of muslims’ trust (shawtari, 2018), and the fact that it has not been formulated and systemized perfectly and proportionally according to the academic research in the development of islamic financial institutions (basheer et al., 2019). the impact of public trust on the existence of islamic banks among conventional financial institutions is one of the rising problems, which remains complex (mateev & bachvarov, 2020). diamantidis & chatzoglou (2019) denote that increasing employee performance can positively and significantly improve organizational performance. it is supported by other researchers that the main factor in improving organizational performance is employee performance (apalia, 2017; pradhan & jena, 2017; pang & lu, 2018). therefore, this study analyzes the factors that influence the performance of islamic banking organizations. bieńkowska & ignacek-kuźnicka (2019) find that work motivation affects employee performance. however, according to s. park et al., (2018) and nguyen & duong (2020), training is the main factor affecting performance employee. other researchers, braun et al., (2020) and w.w. park et al., (2017), state that cohesion is an important factor affecting employee performance. to answer the factors affecting the job performance of islamic bank employees in indonesia, this study synthesizes the variables from previous research, so a new hypothetical model can be found with the independent variables of motivation, competence, and cohesion, while the dependent variable is employee performance. then, the finding is analyzed as a reference for a new model for practitioners and banking directors of islamic banks in indonesia. literature review public sector challenges are translated into more complex job demands that require individual innovation. to deal with these demands, many public organizations implement employee performance management (audenaert et al., 2019). therefore, performance is a responsibility for every individual towards his work, and is an affirmation of performance expectation, which is to create a framework for supervisors and subordinates within communication. another opinion explains that employee performance is a comparison of the achievements of one’s activities in an organization to the achievements charged as duties and responsibilities (fogaça et al., 2018). to measure team performance, it can also refer to the perception of team members regarding team conditions, satisfaction, team climate, team commitment and group cohesion (erikstad et al., 2018). it is supported by berber et al., (2020) that the indicators of employee performance can be represented by their respective perceptions on their achievements. motivation is the purpose behind an action. it leads to the initiation and continuation of an activity and determines the general direction of an individual's behavior. motivated employees are perceived as the key to the success of any organization (gheitani et al., 2019). motivation also has a significant influence on work-related behavior. intrinsic motivation is considered valuable in studying an organization (n. chen et al., 2018). motivation is also a force that drives an employee to work hard (lens & vansteenkiste, 2020). work motivation is very influential on the performance of human resources (al-musadieq et al., 2018). bartz (2020) defines motivation as the effort, intensity, persistence, and direction of staff members to complete tasks, work targets, and goals. training of banking employees has attracted academic writers to research on (kutlay & safakli, 2019). it has resulted in various definitions of training. cohen, (2017) defines training as a planned activity to improve employee performance by providing skills. according to armstrong‐ stassen & cattaneo, (2010) training is a behavior modification through experience and transfer of skills and knowledge from those who possess them to those who do not. investment in training programs is not cheap. it is not only in the form of material. the main part of training is consistency with investment spending that tends to be excessive (devaro et al., 2017). the design of the training program needs to be developed. guan & frenkel (2019) confirm a positive relationship between employee perceptions on training and job involvement. furthermore, work involvement can directly improve their task performance. therefore, the company should examine and study further about the training program developed. group cohesion is characterized by a high degree of interdependence and interpersonal closeness among group members (kong et al., 2020). meanwhile, rodríguez-sánchez et al., (2017) shows that team cohesion leads to performance, but it is only for perceived team performance. cohesive teams are more likely to perform well. according to kong et al., (2017) the needs theory aims to propose a needs-driven approach to examine the voice behavior by adding another contextual factor, which is group cohesion. in particular, highly cohesive groups weaken the positive relationship between the need for affiliation and voice behavior through the leader member exchange (lmx). the negative moderating role of task and the combined social cohesion has also been established in the relationship between job demand and job satisfaction (urien et al., 2017), which also introduces two innovations: sample origination and a study on the combined effect of different job resources to assess their effect on the relationship between demands and work attitudes. this opinion also emphasizes that organizations need to deal with increasing levels of ambiguity and complexity due to rapid changes and even though highly cohesive groups have been positively associated with better job outcomes. increased interaction between team members increases task and social cohesion (dey & m.p, 2020). work motivation on employee performance mahlamäki et al. (2019) finds that work motivation has a positive effect on employee performance, which affirms the research finding of steinbauer et al. (2018) that the influential factor on employee performance is work motivation. it is in accordance with steijn & van der voet (2019) that there is a positive relationship between work motivation and employee performance. based on the findings, this research proposes hypothesis 1, which is: hypothesis 1: work motivation has a positive and significant effect on employee performance. training on employee performance training has a positive and significant effect on performance (s. park et al., 2018). it is an important factor in improving employee performance (martins et al., 2019; sharif et al., 2018). therefore, hypothesis 2 is proposed: hypothesis 2: training has a positive and significant effect on work performance cohesion on employee performance according to im et al., (2018), cohesion affects employee performance. cohesion factor is an important variable on employee performance (braun et al., 2020; susskind & odom-reed, 2019; mach et al., 2010). therefore, this research proposes hypothesis 3 as follows. hypothesis 3: cohesion has a positive and significant effect on work performance training on work motivation the result of the study conducted by iqbal et al. (2020) concludes that training increases work motivation. it is supported by chung et al. (2021) and tumi et al. (2021) that there is a relationship between training and work motivation. therefore, hypothesis 4 is proposed. hypothesis 4: training has a positive and significant effect on work motivation. training on cohesion appelbaum et al., (2020) suggests that there is a relationship between training and cohesion. it is in line with the research result of williams et al. (2016) and kearnes (2020) that there is a relationship between training and cohesion. therefore, this research proposes hypothesis 5. hypothesis 5: training has a positive and significant effect on cohesion. methodology the research indicator adapted the previous research. the questionnaire was developed following the likert scale, and then it became an online data instrument which utilised google form. the online data instrument was distributed through social media, with a nonprobability purposive sampling, a collection technique based on specified criteria. the respondents of this study were 356 employees of islamic banks from 7 islamic banks in indonesia. the valid data collected were from 350 employees, and then processed by data analysis techniques using structural equation modeling (sem) amos 25.0. minto, (2016), which suggested that the results of the model construct test could be seen from the results of the output data on the critical value estimation parameter (cr). if the cr was higher than 1.96 (cr > 1.96), the hypothesis was accepted. on the other hand, if it was less, the value was rejected. the higher the cr value is, the more significant the effect will be, or vice versa. the instrument data to be processed were developed within the framework of the hypothetical model provided in figure 1 below: figure 1 research hypothesis table 1 respondent characteristics no profile description quantity (%) 1 gender man 157 44,86% woman 193 55,14% total 350 100% 2 usia < 20 years old 5 1,43% 20 24 years old 47 13,43% 25 29 years old 45 12,86% 30 34 years old 53 15,14% 35 39 years old 55 15,71% 40 44 years old 58 16,57% 45 49 years old 52 14,86% 50 and > 50 years old 35 10% 3 level of education quantity 350 100% high school 12 3,43% diploma 65 18,57% bachelor degree 212 60,57% master/doktor 61 17,43% total 350 100% 4 marital status single 117 33,43% married 228 65,14% divorced 5 1,43% total 350 100% 5 length of work < 1 th 26 7,43% 1 < 2 th 43 12,29% 2 < 5 th 98 28% over 5 th 183 52,28% total 350 100% source: processed data based on the table above, 350 respondents took a part in the research, 44.86% of whom were male and the remaining 55.14% were female. based on the age group, the respondents aged <20 years were 1.43%, aged 20-24 years were 13.43%, 25-29 years were 12.86%, aged 30-34 years were 15.14%, aged 35-39 years were 15.71%, aged 40-44 years were 16.57%, between 45-49 years were 14.86% ,and over 50 years were 10%. based on the level of education, the high school graduates were 3.43%, diploma graduates were 18.57%, bachelor degree 60.57%, master/doctoral degree 17.43%. based on their marital status, the respondents who were not married yet were 33.43%, married 65.14%, and the divorced were 1.43%. based on the length of work, the respondents who had worked less than 1 year were 7.43%, between 1-2 years were 12.29%, 2-5 years 28%, and over 5 years were 52.28%. data collection was made using a questionnaire, developed with google forms, and disseminated through online social media. purposive sampling technique was employed on a population of 7 islamic banks in indonesia, by distributing questionnaires that followed a likert scale on a scale of 1 to 6. note: 6 = strongly agree 5 = agree 4 = slightly agree 3 = slightly disagree 2 = disagree 1 = strongly disagree the data instrument is developed within the framework of hypothetical model, as in figure 2 below: figure 2. hypothesis model framework result and discussion at the initial stage, the input data did not meet the model fit standard (p value = 0.00), as shown in table 2 below: table 2. cmin (model awal non-fit) model npar cmin df p cmin/df default model 43 380.693 147 .000 2.590 saturated model 190 .000 0 independence model 19 2892.960 171 .000 16.918 to get the fit model, modification on mi (modification indices) was made, by eliminating the highest loading factor. after the mi process, the p value of 0.10 was obtained, so that it is declared a fit model or goodness-of-fit. table 3. the examination result of goodness-of-fit (cmin model fit) model npar cmin df p cmin/df default model 29 61.818 49 .103 1.262 saturated model 78 .000 0 independence model 12 1542.008 66 .000 23.364 the mi process which was made until the model was declared fit affected on the change of the initial hypothetical model into an sem graph with a standardized type, which was shown in figure 3 and figure 4 below: figure 3. sem model before modification (non-fit) figure 4. standardized fit-model after modification after the model fit was achieved, it was estimated to obtain the results of the hypothesis test, as decribed in table 4 below: table 4. hypothesis test results hypothesis estimate s.e. c.r. p result work_ motivation <--training .445 .094 4.742 *** accepted cohesion <--training .659 .088 7.452 *** accepted employee_ performance <-- work_ motivation .072 .076 .944 .345 rejected employee_ performance <--training -.009 .110 -.086 .931 rejected employee_ performance <--cohesion .763 .119 6.412 *** accepted table 3 above concluded that hypothesis 1 was rejected because the cr value did not meet the minimum limit where work motivation had no effect on employee performance (cr = 0.940). likewise, hypothesis 2 was also rejected because the value of cr = 0.86, so the training did not affect employee performance. hypothesis 3 was accepted because the value of cr = 6.41, so cohesion positively and significantly affected employee performance. hypothesis 4 was also accepted, which meant training significantly and positively affects work motivation with a cr value of 4.74. hypothesis 5 was also accepted, with the highest cr value (7.45), so that training was the main variable that positively and significantly affected cohesion. this study aims to analyze the factors that influence job performance in indonesia based on the tests on hypothesis 1, which is work motivation has a positive effect on employee performance. in contrast to the research of mahlamäki et al. (2019), steinbauer et al. (2018) and steijn & van der voet (2019), this study suggests that work motivation does not significantly affect employee performance. according to s. park et al. (2018), martins et al. (2019), and sharif et al. (2018), training is an important factor in improving employee performance, yet this study results on the other way around. besides, it supports the previous research of im & yang (2018, braun et al. (2020), and susskind et al. (2019) that cohesion factor is an important variable on employee performance. the hypothesis concludes that the effect of cohesion on employee performance is positive and significant. furthermore, devaro et al. (2017), iqbal et al. (2020), chung et al. (2021), and tumi et al. (2021) suggest that there is a relationship between training and work motivation. similarly, this study also finds that there is a positive and significant effect of training on work motivation. this study finds that the main effect of employee performance is cohesion, and this finding supports the research by appelbaum et al. (2020), williams et al. (2016), and (kearnes (2020). the weakness of the current study lies in the sample population which may not be homogeneous as the research subjects are from 7 islamic banks that may have different organizational cultures conclusion the current research concludes that work motivation and training do not affect employee performance. however, training significantly and positively affects cohesion with the highest path. besides, cohesion affects the performance of employees at islamic banks. therefore, training can positively affect employee performance if mediated by cohesion. this study can be a reference model for islamic banking directors in improving employee performance and banking performance that they need to concern on the training factor and not to ignore the cohesion factor in indonesian islamic banks (pinzone et al., 2019). this limitation of the current research lies on the independent variables. it only covers 3 variables, which are training, cohesion and motivation. in addition, the sample of this study is still limited to only 350 employees from several islamic banks. therefore, it is suggested that further research add to the sample that different results may happen. references al-musadieq, m., nurjannah, n., raharjo, k., solimun, s., & fernandes, a. a. r. 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(2017). ambigüedad de rol, cohesión grupal y satisfacción laboral: un estudio con el modelo demandas y recursos laborales (jd-r) en méxico y españa. revista latinoamericana de psicologia, 49(2), 137–145. https://doi.org/10.1016/j.rlp.2015.09.014 williams, j., brown, j. m., bray, r. m., anderson goodell, e. m., rae olmsted, k., & adler, a. b. (2016). unit cohesion, resilience, and mental health of soldiers in basic combat training. military psychology, 28(4), 241-250. public sector challenges are translated into more complex job demands that require individual innovation. to deal with these demands, many public organizations implement employee performance management (audenaert et al., 2019). therefore, performance ... motivation is the purpose behind an action. it leads to the initiation and continuation of an activity and determines the general direction of an individual's behavior. motivated employees are perceived as the key to the success of any organization (g... training of banking employees has attracted academic writers to research on (kutlay & safakli, 2019). it has resulted in various definitions of training. cohen, (2017) defines training as a planned activity to improve employee performance by providing... group cohesion is characterized by a high degree of interdependence and interpersonal closeness among group members (kong et al., 2020). meanwhile, rodríguez-sánchez et al., (2017) shows that team cohesion leads to performance, but it is only for perc... the negative moderating role of task and the combined social cohesion has also been established in the relationship between job demand and job satisfaction (urien et al., 2017), which also introduces two innovations: sample origination and a study on ... work motivation on employee performance mahlamäki et al. (2019) finds that work motivation has a positive effect on employee performance, which affirms the research finding of steinbauer et al. (2018) that the influential factor on employee performance is work motivation. it is in accordanc... hypothesis 1: work motivation has a positive and significant effect on employee performance. training on employee performance training has a positive and significant effect on performance (s. park et al., 2018). it is an important factor in improving employee performance (martins et al., 2019; sharif et al., 2018). therefore, hypothesis 2 is proposed: hypothesis 2: training has a positive and significant effect on work performance cohesion on employee performance according to im et al., (2018), cohesion affects employee performance. cohesion factor is an important variable on employee performance (braun et al., 2020; susskind & odom-reed, 2019; mach et al., 2010). therefore, this research proposes hypothesis 3... hypothesis 3: cohesion has a positive and significant effect on work performance training on work motivation the result of the study conducted by iqbal et al. (2020) concludes that training increases work motivation. it is supported by chung et al. (2021) and tumi et al. (2021) that there is a relationship between training and work motivation. therefore, hyp... hypothesis 4: training has a positive and significant effect on work motivation. training on cohesion appelbaum et al., (2020) suggests that there is a relationship between training and cohesion. it is in line with the research result of williams et al. (2016) and kearnes (2020) that there is a relationship between training and cohesion. therefore, th... figure 1 research hypothesis figure 2. hypothesis model framework table 2. cmin (model awal non-fit) table 3. the examination result of goodness-of-fit (cmin model fit) figure 3. sem model before modification (non-fit) table 4. hypothesis test results international journal of human capital management, vol. 6 (2), december 2022 82 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 6, no. 2, december 2022, p 82-94 the influence of agile strategies and methods on msmes in indonesia chandra hosen university of bunda mulia, alam sutera, jl. jalur sutera bar. no.kav. 7-9, kota tangerang, banten 15143 email: chandrahosen8@gmail.com abstract this study is based on the importance of msmes in indonesia, since they have their own role in economic development, specifically in their ability of absorbing labor. on the other hand, there is changing situation of msmes in indonesia due to post covid-19 pandemic. therefore, the purpose of this study is to measure the influence of agile strategies and methods on msmes in indonesia, using quantitative method. this study takes data from one of the businesses or msmes in indonesia as main core of influence research and presents the results of responses from various msmes (only 30 businesses) and company position holders, as validation of the findings on the business that became the study. furthermore, from 60 employees in one of the msmes from a total of 30 msmes as research object, the results showed that agile strategies and methods have significant influence to improve employee performance in msmes in indonesia, such as working faster, performing better, increasing productivity, effective working, making work easier, and usefully affecting employee performance. the writer concluded that the use of agile methods has an influence on performance of business organizations and research interprets that their use is able to improve performance, productivity, save costs, and of course as a matter of nature, become more flexible and agile to develop. keywords: influence, agile strategies, msmes, economy, indonesia. received: 22 november 2022 accepted: 1 december 2022 publish: december 2022 how to cite: hosen, c. (2022). the influence of agile strategies and methods on msmes in indonesia. international journal of human capital management, 6 (2), 82-94. https://doi.org/10.21009/ijhcm.06.02.7 http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 6 (2), december 2022 83 | p a g e introduction msmes have their own role in economic development that is important and strategic (sarfiah et al., 2019). the important role can be seen in the ability of msmes to absorb labor so as to increase people's income (lppi and bank indonesia, 2015). according to lppi and bi (2015), at least the strategic role of msmes in indonesian economy is due to their position as major players in economic activities of various sectors, largest providers of employment, important players in local economic development and community empowerment, and as a source of innovation. this is what motivates the government to strengthen the msmes pillar in building the economy so that it can run optimally until it is finally able to alleviate poverty. in the 1998 economic crisis, msmes proved to be able to get through the crisis period and continued to grow from year to year (sarfiah et al., 2019). due to their flexibility in adapting to changes in the business environment, msmes are considered as the most possible to survive the economic crisis. as a matter of fact, the current reality is that msmes in indonesia are faced with unplanned changes in the situation due to the post-covid-19 pandemic. after the covid-19 pandemic, it has had its own impact on msmes in indonesia. many of them even find it difficult to survive and go bankrupt. for the first time, people in the world unites, or more to be forced to accept the decision to comply with restrictions enforced by governments and health care authorities in order to fight covid-19 disease (ting et al., 2020). this then limits some operational activities in the business world. this big change is then referred to as business disruption. after the pandemic (covid-19) which brought major disruptions to all aspects of life around the globe, it has a very pronounced influence on the business economy sector (alao & lukman, 2020; charles, 2020). many businesses have been affected due to dramatic operating restrictions. of course, the supply chain was disrupted and the volume of business activities was significantly reduced. this business disruption is also experienced by msmes in indonesia in particular. in a survey conducted by lppi (2020), it showed that during the post-pandemic, 94.69% of businesses experienced a decline in sales. this includes at least several business scales, namely a decrease in sales of more than 75% experienced by 49.01% of ultra-micro businesses, 43.3% of micro-enterprises, 40% of small businesses, and 45.83% of medium-sized enterprises. based on length of the business, the decline in sales of more than 75% was experienced by 23.27% of businesses aged around 0-5 years, 10.9% of businesses aged around 6-10 years and 8.84% of businesses that have been running for more than 10 years. judging from their sales method, the decline in sales of more than 75% was experienced by 47.44% of offline / physical sales businesses, 40.17% of online sales businesses, and 39.41% of businesses with offline and online sales methods (lppi, 2020). briefly, after the covid-19 pandemic, business profits have decreased significantly due to fixed production costs or even increased while sales decreased. even though some other aspects of costs are still rolling, such as raw materials, transportation, labor, and other costs. if this continues to be experienced by msmes, then they will not be able to survive. the business disruption caused by the post-covid-19 pandemic is radical and requires high flexibility in organizations to be able to achieve their business revival. business strategies and activities need to be reconsidered (ting, et al, 2020). according to kröger & marx (2020) agile marketing can be used by marketers as a solution to face extreme (radical) situation changes that force marketers to be able to adapt faster and more flexibly in managing our business activities and can do it spontaneously. agile marketing refers to the extent to which an entity quickly understands the market and executes marketing decisions to adapt to the market (kalaignanam et al., 2021). international journal of human capital management, vol. 6 (2), december 2022 84 | p a g e literature review the presence of micro, small, and medium enterprises (msmes) in indonesia is very important for economic stability of the indonesian state in particular. msmes have the potential to increase state income and the absorption of productive labor (lantu et al., 2016). in data from bps and the ministry of cooperatives and smes (2012), information was obtained that the contribution of msmes in gdp in 2013, reached 57.56% of the total national gdp with a total of 57.9 million units of business or 99% of the total existing business units. in addition, msmes have important role of recruiting 97% of the total workforce in indonesia. in accordance with act number 20 of 2008 concerning micro, small and medium enterprises (msmes), definition of msmes are as follows: 1. micro business is a productive business owned by an individual and / or individual business entity that meets the criteria for micro business as stipulated in this act, namely with a maximum amount of assets of rp. 50,000,000, – (fifty million rupiah) and a maximum amount of turnover of rp. 300,000,000, – (three hundred million rupiah). 2. small business is a productive economic business that stands alone, which is carried out by an individual or business entity that is not a subsidiary or not a branch of a company that is owned, controlled, or is part either directly or indirectly of medium enterprises or large businesses that meet the criteria for small business as referred to in this act, namely the maximum amount of assets > rp. 50,000,000, – (fifty million rupiah) up to rp. 500.000.000, – (five hundred million rupiah) and the maximum amount of turnover > rp. 300.000.000, – (three hundred million rupiah) to rp. 2.500.000.000, – (two billion five hundred million rupiah). 3. medium enterprises are productive economic businesses that stand alone, which are carried out by individuals or business entities that are not subsidiaries or branches of companies that are owned, controlled, or part either directly or indirectly with small businesses or large businesses with the amount of net worth or annual sales proceeds as stipulated in this law, namely the maximum amount of assets > rp. 500,000,000, – (five hundred million rupiah) up to rp. 10.000.000.000, – (ten billion rupiah) and the maximum amount of turnover > rp. 2.500.000.000, – (two billion five hundred million rupiah) to rp. 50.000.000.000, – (fifty billion rupiah). in its development, there are indeed several common problems that are often experienced by most msmes in indonesia. lantu et al (2016) assessed that both internally and externally, there are still many msmes experienced so that they are considered not highly competitive to encourage economic growth and people's income. lppi and bi (2015) in a survey conducted by him, identified that at least the constraints of the msme business are internal and external. business constraints on internal factors are aspects of capital, human resources, law and accountability. business constraints on external factors are the business climate, infrastructure, and access. to achieve business or business success, there are several things that must be taken, one of which is by applying agility in the business managerial process. in this context there are two main things of agility, namely strategy and method. in the field of strategy, it examines an organization's rapid response to changes in the business environment. meanwhile, in the field of methods, it is trying to examine agile methods from a technological perspective and how they affect business performance, as a response to the rapid development of technology. researchers will focus on agile methods as mentioned earlier, then explore their effects on msmes in indonesia. agile and organizational strategies the idea of organizational agility system, as proposed by waluyo et al., (2019) is rooted in two previously developed related concepts (namely, organizational adaptability, reactive aspects international journal of human capital management, vol. 6 (2), december 2022 85 | p a g e and organizational flexibility, proactive aspects). concretely, the oa includes company's ability to sense changes in environment and respond easily by reconfiguring the company's set of resources, processes in business, and strategies used by the company. in addition, mithas et al., (2011) stated that there are three interrelated dimensions that form oa, namely: 1) consumer agility, which involves the use of consumer opinions to obtain an increase in market share; 2) agility of partnering, which consists of the company's ability to absorb knowledge from different business partners to improve the company's response to market demand; and 3) operational agility, which requires a rapid redesign of processes to take advantage of highly dynamic environmental and market conditions. furthermore, oa is understood as a company's response capability, it allows for more efficient behavior in a highly volatile environment and complex problems within it. this condition requires a quick reaction to change and the company's ability to make anticipation and seizing opportunities, especially through innovation and learning (digdowiseiso & sugiyanto, 2018). using dynamic capabilities view (dcv) approach, oa has been identified as an enterprise dynamic capability. dcv is an extension of the resource-based view based on the results of barney and peteraf's research, this view is indispensable in response to a highly dynamic environment. the rbv approach has traditionally tended to be focused on the internal mechanisms of the organization but dynamic capabilities are influenced by external environmental factors (li et al., 2018). therefore, the effectiveness of dynamic capabilities within the enterprise depends on the context, although the available information is limited regarding the combined effects of the organization's internal and external mechanisms. the value of these companies increasingly lies in the creation and utilization of knowledge, instead of other types of assets or resources (gorondutse & hilman, 2019). thus, an assumption can be made that oc values that increase the level of oa in an organization will find more favorable conditions in this type of environmental context to exert its positive influence. therefore, these environmental conditions will positively affect the agility value involved in one of the four different typologies of oc, as described above. in such conditions, the values of organizational agility will be widespread. agility strategy is defined by tallon & pinsonneault (2011) as the ability of companies to respond quickly to changes in the business environment, adapt to it and take action to control uncertainty. kumkale, (2016) believes that strategic agility is a tool for creating a competitive advantage for organizations. the author argues about the influence of market conditions such as technology, sustainability and competition. in order to survive, one must be responsive to industry dynamics and the author suggests strategic agility as an opportunity to create and expand competitive advantages. for purposes of clarity, we should note that teece et al., (2016) are used as denominations for strategic agility the terms organizational agility or agility. the author defines agility as the capacity of an organization to direct resources to create value. alahyari et al., (2017) consider that strategic agility is meant to be a means of generating value. by achieving it, the company manages to make a difference in the market and provide better performance both internally and externally. brătianu (2015) adds that in strategic thinking, one always considers value creation as the ultimate goal. păunescu et al., (2018) support and the importance of value creation for the business environment, and adamik et al., (2018) demonstrate the importance of achieving competitive advantage. (tallon et al., 2019) have conducted a screening of literature on the perspective of strategic agility. agile methodology numerous organizations use an agile development approach, and found increasing day by day in recent decades and produces high-quality software systems (rehman et al., 2018). when requirements change and move towards volatile behavior, agile methods deal with them in an international journal of human capital management, vol. 6 (2), december 2022 86 | p a g e efficient and effective way to manage those requirements iteratively (salah et al., 2014). agile methods highlight people more, relationships between each other, working software, client coalitions, and changes, rather than methods, tools, contracts, and plans (javanmard & alian, 2015). according to an anupama kaushik literature review, what are considered as main properties of the methodology and what is an integral part of the project management methodology in a broader or narrower sense? the urge to combine project management approaches is demonstrated in the case of software development projects (kaushik, 2007). the scrum software maintenance model begins with a planning process that contains version control for the stalking of maintenance changes. after planning, special attention is paid to the pattern of the type of maintenance demand. maintenance of repairs was considered a priority and began to be implemented by creating new code branches (srivastava, 2017). 1. method methodology is a formula in the application of research where in conducting the research there are steps and also research results. meanwhile, research methodology in field of computer science, or information systems, or information technology is the steps or stages of planning with the help of several methods, techniques, tools and documentation with the aim of assisting researchers in minimizing the risk of failure and emphasizing the research process or target (hasibuan, 2012). 2. agile methods according to schwaber & sutherland, the agile method is a framework that can overcome a complex problem that is always changing, and is also considered to be able to provide good product quality according to wishes of users creatively and productively (hossain et al., 2009). the ability to innovate in today's technology utilization depends on an organization's ability to move fast enough to keep pace with consumers who are always active and technology-empowered and have rapidly changing expectations (lewnes, 2021). this is in line with the conditions of the covid-19 pandemic which forces the company's movement to quickly adapt. this agility should also be accompanied by a strategy that is authentic, transparent, and intends to do good for their customers and the community. lewnes (2021) also conveyed his findings that companies should also focus on innovation, people, processes and technology, which are in line with the company's mission and goals. according to higa et al (1997), in the journal jaidan (2010) explained that technology is an important resource and also a sub-system of organization. thus, technology has critical implications for the company's performance. to stay afloat and excel in market competition, companies need to pay attention and be able to gain an edge from technological opportunities to support business strategies and improve their operations and services. h: utilization of agile methods has a positive and significant effect on company’s performance methodology the method used in this study is a quantitative method. the population used in this study includes all msmes in indonesia and is recorded to be operating as of 2022. the sampling method is purposive sampling with the following criteria: 1) msmes that move and operate for at least 2 years and are calculated to operate until now; 2) companies that have implemented agile methods based on their respective business contexts; and 3) complete the available data. in this study, data used as analysis resource is primary data.. data processing analysis uses validity tests, reliability tests, and hypothesis tests. secondary data in the study are taken from related work that supports the research. to shorten the elaboration, researchers display the results of data processing from international journal of human capital management, vol. 6 (2), december 2022 87 | p a g e one of the msmes studied, then display a graph for the results of data processing from the total of all msmes studied. result and discussion from the results of questionnaire distributed to 60 employees in one of the msmes from a total of 30 msmes that became objects, data shows the characteristics of respondents based on gender obtained information that most of the respondents studied were 63.3% male. thus, most msme employees are mostly male, this condition is because men have conceptual skills that can hold positions as figures who are able to coordinate various activities. diagram 1. employees’ gender in msme. furthermore, the results of the questionnaire which was distributed to 60 employees in one of the msmes from a total of 30 msmes that became objects, data obtained on the characteristics of respondents based on the level of education obtained information that most of the respondents studied were mostly 52.0% studying up to the bachelor's level. so, it can be concluded that the majority of employees have a fairly good education. diagram 2. employees’ education background in msme. then the results of the questionnaire were distributed to 60 employees in one of the msmes out of a total of 30 msmes that became objects, data obtained on the characteristics of respondents based on their age, many or the majority of employees were under the age of 25 years. thus, the msme employees studied have employees of that age because in that age range are times when a person is in a productive period and wants to always look attractive and like items and clothes that are trending and to entertain themselves (schiffman & kanuk, 2004). 63% 37% gender male female 10% 25% 52% 13% education <sma sma s1 s2 international journal of human capital management, vol. 6 (2), december 2022 88 | p a g e diagram 3. employees’ ages in msme. in a number of respondents or samples with a total of 60 employees, response results were obtained which showed that the level of use of technology by workers or employees in the business or businesses run was 63.3%. from these data, it can be seen that the awareness or practice of using technology in employee performance is very high, besides that it is also a reference for efforts to determine decisions on the use of technology or agile methods with a high level of awareness and use. . diagram 4. employees’ technological use in msme then for the measurement results after the application of the agile method, the results are obtained as below: table 1. measurement results after application of agile method regression equations are used calculate form of relationship between free variables and bound variables. using the help of spss for windows ver. 26.00, it is obtained a regression model as in the tables above. from the results of multiple linear regression equation, interpretation can be taken, namely, a constant of -0.749 shows that when the agile method is not applied or is worth zero (0) and there is no change, the business performance will be worth -0.749. variable x, namely the use of the agile method, has a regression coefficient value of 0.813 which shows that when the utilization of 13% 32% 18% 15% 10% 12% age <20 21-25 26-30 31-35 36-40 >40 63% 37% tech use technology non-tech coefficientsa model unstandardized coefficients standardized coefficients t sig. b std. error beta 1 (constant) -.749 .519 -1.445 .154 method use .813 .039 .940 21.005 .000 international journal of human capital management, vol. 6 (2), december 2022 89 | p a g e the agile method is increased, business performance will increase by 0.813 times. or in other words in detail it can be explained that the average employee performance is -0.749, if the free variable is absent. employee performance will increase by 0.813 units for each additional unit x (utilization of agile method). so if the use of the agile method has increased by 1 unit, then employee performance will increase by 0.813 units. based on the interpretation above, it can be seen that if the use of agile methods increases, it will be followed by an increase in employee performance. to find out the magnitude of contribution of the free variable (utilization of the agile method (x)) to the bound variable (employee performance) the value of r2 is used. the data can be seen as below: table 2. magnitude of contribution of the free variable to the bound variable the coefficient of determination is used to calculate the magnitude of the influence or contribution of a free variable to a bound variable. from the analysis in the table obtained the result of adjusted r2 (coefficient of determination) of 0.882. this means that 88.2% of employee performance variables will be influenced by their free variables, namely the use of the agile method, while the remaining 11.8% of employee performance variables will be influenced by other variables that are not discussed in this study. in addition to the coefficient of determination, a correlation coefficient was also obtained which shows the magnitude of the relationship between free variables, namely ease of use of it and the expediency of it use with employee performance variables, an r value (correlation coefficient) of 0.940, this correlation value shows that the relationship between free variables, namely the use of agile methods (x) and employee performance is included in the strong category because it is more than 0.6. the relationship between the free variable, namely the use of the agile method (x) and employee performance, is positive, meaning that if the free variable is further improved, employee performance will also increase. next, hypothesis testing data will be presented. hypothesis testing is an important part of research, after the data has been collected and processed. its main use is to answer the hypothesis made by the researcher. f testing or model testing is used to find out whether the results of the regression analysis are significant or not, in other words the alleged model is appropriate/appropriate or not. if the result is significant, then h0 is rejected and h1 is accepted. whereas if the result is insignificant, then h0 is accepted and h1 is rejected. table 3. hypothesis testing data based on table 3 the calculated f value is 441.222. whereas f table (α = 0.05; db regression = 1 : db residual = 58) is 4.001. since f calculates > f of the table which is 441,222 > 4,001 or the sig value of f (0.000) < α = 0.05 then the regression analysis model is significant. this means that h0 is rejected and h1 is accepted so that it can be concluded that the bound variable (employee performance) can be significantly affected by the free variable of utilization of the agile method (x). additional data model summary model r r square adjusted r square std. error of the estimate 1 .940a .884 .882 .42597 anovaa model sum of squares df mean square f sig. 1 regression 80.059 1 80.059 441.222 .000b residual 10.524 58 .181 total 90.583 59 international journal of human capital management, vol. 6 (2), december 2022 90 | p a g e an industry survey is conducted between various msme businesses that are at the level of maturity, production processes, organizational experience, characteristics and several other different things, which have been controlled to implement the use of agile methods and have delivered a number of projects as well as products in a timely and efficient manner. we received feedback from around 30 companies, which shows majority of them use agile methods as software development and managing them as a support, while others also use dynamic software development methodologies. it is important to note that we conduct online surveys with the help of google forms, which certainly uses less paper and become easy way to improve survey responses instead of physically visiting the company and asking them to have a direct interview. most of participants who filled out gave a good response, which was responded by software engineers from beginner to experienced level. some managers also filled out an online form, in addition to that some ceos and human resource managers represented their business or businesses in the process of responding to the questionnaire. for data on the type of agile method used can be seen in the chart below: diagram 5. employees’ response of agile methods used as software development. managing time and costs in any project is a huge task, as we know that cost management on the majority of developments or technology projects always features waste, meaning it is bad in terms of cost, it is very difficult to handle many needs at the same time, especially with the addition of technology development and projects may have too long or more budgeted schedules. the agile method handles this problem very well, survey says that using the agile method, developers can easily manage time and cost because the work is divided into parts and sprint is determined, developers develop their parts on time and within budget. this makes the progress and productivity of the organization very high and cost-effective. the responses from the developers of each venture can be seen in the image below: 27% 17% 23% 20% 13% agile type scrum crystal dsd fdd mendix 91% 9% developers' response yes no international journal of human capital management, vol. 6 (2), december 2022 91 | p a g e diagram 6. developers’ response of relation to the use of agile methods the majority of responses from developers (total 91% of developers) related to the use of agile methods in businesses or businesses can increase productivity and cost savings, making it much more efficient. in addition, there are responses related to how this agile method affects business performance, which are filled directly by the ceo and manager (project or business) as follows: diagram 7. leaders’ response on how agile methods affect business performance. discussion the results of this study show that the use of agile methods has a significant influence on employee performance. the use of agile methods is able to improve employee performance in msmes in indonesia, such as working faster, performing better, increasing productivity, effective working, making work easier, and usefully affecting employee performance. if the use of the agile method is implemented properly and appropriately, it will support optimal employee performance. in this study, there is a significant influence of variables of agile method utilization on employee performance in msmes. this is supported by jaya (2007) who revealed that the use of technology can improve employee performance, and in this study used a method that utilizes technology agilely, namely the agile method. in addition to the research above, other studies also support, such as putra and rahmansyah (2012) whose research results show that there is a partial, joint, and significant influence between the variables of information technology use on employee performance. a more earlier study was hasnain (2010) which provided an efficient discussion to describe customers, users, agile techniques and specific problems found in a literature review published from 2002 to 2008. based on these review studies, it is shown that the technical methods needed are reviewed in a generic agile approach and are not reviewed in certain agile methodologies such as extreme programming, test-based development or crystal programming. ramesh's findings (cao & ramesh, 2008) in his survey show that exploration and experimentation are more in need of agile practice (kitchenham & charters, 2007; stapleton, 1995). silva et al., (2011) provide a systematic review of user-centric design and integration of agile practices. examines usability issues related to agile methodology design through literature review silva et al., (2011). the review findings identify that agile teams can solve usability issues by adopting a custom user-centric design. these practices have been identified in agile techniques such as large design up front, small design up front, and user testing. barlow et al., (2011) assess the impact of using agile practices in large-level projects. the survey suggests a system design framework that conveys methodology to large projects for implementing agile practices. the results of the survey have help designers and developers to implement development practices in 0% 10% 50%23% 17% leaders' response strongly disagree disagree neutral agree strongly agree international journal of human capital management, vol. 6 (2), december 2022 92 | p a g e large scale organizations. agile performance 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(2019). the costs of reduction emission from deforestation and forest degradation. concepts and issues. journal of environmental management and tourism, 10(1), 63–72. https://doi.org/10.14505/jemt.v10.1(33).07 agile methodology international journal of human capital management e-issn 2580-9164 vol. 1, no.2, december 2017, p 19-26 available online at http://journal.unj.ac.id/unj/index.php/ijhcm 19 copyright © 2017, pps unj publisher evaluation of micro, small and medium enterprises development program in pt freeport indonesia theresia oktavia freeport indonesia theresia.sadipung@gmail.com abstract this research is aimed to evaluate the implementation of micro, small and medium enterprise development program in pt freeport indonesia. the method used for this research was qualitative descriptive, using cipp (context, input, process, and product) evaluation model. primary data was obtain through interviews and observation, and secondary data document study. the results showed that program context, input and process were classified as high category, while outcomes as moderate categories. the overall evaluation shows moderate categories.the program was rendered effective to achieve the goal of enhancing the micro, small and medium enterprise development.it should be continued and further enhanced by the management to acquire better enterprise graduates. keywords: evaluation of program, micro, small and medium enterprise, pt freeport indonesia small and medium micro enterprises (msmes) have an important role in development, umkm is a stand-alone productive business unit undertaken by a business entity or an individual in the economic sector according to tulus tambunan (2012: 11). the empowerment of umkm in indonesia has been based on law number 20 year 2008 on micro, small and medium enterprises. pt freeport indonesia is a contractor from the government of indonesia, pt freeport indonesia is an affiliate of freeport -mc moran copper and gold inc. which mines, processes and explores ores containing copper, gold and silver. with operational areas in the highlands of mimika district, the province of papua, indonesia, referring to law 40 of 2007 article 74 concerning a limited liability company expresses clearly the attachment of social and environmental responsibility to any company that conducts its business activities in the field or related to resources. one of the programs undertaken by pt freeport indonesia is corporate social responsibility program which is community development which is one of the programs launched by ptfi as the contribution of the company to the economic development of papua, in line with the vision of pt freeport indonesia is at the closing of the mine where pt freeport indonesia has fulfilled all of its social commitments to promote the quality of life and livelihoods of affected communities, particularly the indigenous peoples of amugme and kamoro, the five tribes of kinship (mee / ekari, dani, damal, nduga, moni) and other papuan communities. social outreach & local development (sld) is one of the departments in pt freeport indonesia that plays an important role in fulfilling pt freeport indonesia's commitment, one of the programs managed by pt freeport indonesia social outreach & local development (sld)) is the umkm development program. the micro, small and medium enterprises (ppumkm) development program aims to develop the economic activities of local communities by providing guidance and assistance to potential papuan entrepreneurs. community empowerment efforts that have been undertaken by the company based on data in the annual report of 2013 community affairs economic program for small and medium enterprises (msmes) has absorbed "1,031 laborers in which 125 are women, five (5) women managed and of all papuan entrepreneurs 78% come from 7 tribes ", program umkm guidance mailto:theresia.sadipung@gmail.com internationaljournal of human capital management, vol. 1 (2), december 2017 20 implemented by pt freeport indonesia directly absorb labor and contribute to society in government and society itself. community development in line with limited liability company law (pt) no.40 / 2007, article 74, it is clear that (1) the company which runs its business activities in the field and / related to natural resources must carry out the social and environmental responsibilities, it is concluded that the company has strived to implement its obligations in accordance with law no. 40 of 2007 through its csr program program and one of the programs is the development of msmes long before the law no. 40 of 2007 was initiated in which the program started since 1991, however, there are still problems that the community participants of the development program are experiencing difficulties to be independent and there are also community demands that fall into the category of active demands received by pt freeport indonesia in 2015 and in previous years ie claims related to compensation of communal rights,environment, and compensation of remuneration in this case the contract business request. according to fitzpatrick, sanders and worthen (2004: 5), that evaluation is a decision on the price or value of a program and helps to make decisions about the program. a more holistic understanding, put forward by stufflebeam and shinkfield (2007: 329), ie evaluation as a process systematic, providing information that can be used as a consideration for determining the value, the benefits of the intended goals and their impacts, to help make decisions. based on the above description, the evaluation of the training program is the process of providing systematic information about a training program, assessing and determining its benefits, making decisions about the training program, program evaluation, according to royse, thyer, and padgett (2009: 3), is a systematic process of gathering and analyzing information, in order to make informed decisions. this study aims to conduct an evaluation to gain an in-depth understanding of the program concept, program inputs, program implementation, and results of small and medium micro enterprise development program at pt freeport indonesia. methods the research was conducted using evaluative approach using cipp evaluation model according to stufflebeam, which consist of context, input, process, and product. the method used is qualitative descriptive. the unit of analysis of this research is the implementation of the small and medium micro enterprise development program in pt freeport indonesia. the research subjects are the purposive sampling of the program operator department, the beneficiary employer, and the users of umkm entrepreneurs business services and the officer corporate communiation of pt freeport indonesia. the data collected were primary and secondary data, using interview technique, observation and document study. data validation is carried out with triangulation of data sources and techniques. datakualitatif analysis is done through reduction activities, data presentation, and data verification (miles and huberman, 1994: 8-12). data collected compared to evaluation criteria are assessed and interpreted using assessment and interpretation guidelines which consists of three categories: (a) the value of 1 low rating evaluation criteria is not fulfilled completely or partially fulfilled, under fifty percent (≤ 50%) of the number of criterion items (b). niai 2 moderate ratings evaluation criteria are partially met, 50% or more of the number of item criteria (c). value 3 high rank criteria evaluation is fulfilled all 100%. based on the results / research findings carried out discussion then further drawn conclusions and recommendations for the continuation of the program. results and discussion the results of the evaluation of the small and medium micro enterprise development program at pt freeport indonesia are as follows: 1. context evaluation a. objectives and program objectives:clearly written, sustainable goals and objectives the program is prepared for the benefit of community development, based on consideration of the internationaljournal of human capital management, vol. 1 (2), december 2017 21 needs of both the company, the government and the company with the target beneficiaries being the papua community located around the operational area of pt freeport indonesia. vision and mission programs tailored to the needs of jasavisi recipients contain values that ensure sustainability and long-term success and mission are activities to realize the vision of the program. vision and mission of small and medium micro enterprise development program meets the characteristics of: imagible , desirable, feasible, focused, flexible, and communicable. this is in accordance with the characteristics proposed by nawawi, (2005: 122). b. basic programming preparation policy: the main reference in the development of this msme development program is based on the company's commitment to adhere to the ten ongoing iccm (council on mining and metals) practices and is supported by law governing the government's vision and mission of the development program micro small and medium enterprises the preparation of this program is based on the legal aspect and relevance to the management that has been passed the law article 74 no. 40 of 2007, law no. 25 of 2007 on capital investment of articles 15,17 and 34 on csr as the corporate social and environmental responsibility which requires limited liability company (pt) engaged in natural resources to carry out its social and environmental responsibilities specifically around the operations of the pt is operating and throughout the territory of indonesia overall, the results of the program context evaluation get the category high scaling scale 3 evaluation criteria met all 100%. 2. program input evaluation (input evaluation) a. organizational structure and implementation of the development msme program (micro, small and medium enterprises): with a clear organizational structure is a strategy to achieve goals, a strategy is a set of action plans to achieve goals (anthony, kacmar, and perrewe, 2010: 9). organizational structure in the implementation of micro small and medium enterprise development program as a clear tool in improving work effectiveness in the presence of tiered supervision; and enhance cooperation in related departments. implementation of this development program describes a procedure or unity of concepts with components that have interrelationship with each other. implementation this development program uses system design, with stages: needs analysis, program planning, program setting, program preparation, program implementation (including supervision and control and evaluation), and termination. implementation the development is in accordance with the training process according to dessler (2008: 295), and anthony, kacmar, and perrewe (2010: 276). msme development program at pt freeport indonesia is managed by the division of community affairbagian social local development department (as executor of umkm development program the program is managed by sld dept. and the division is headed directly by the executive vice president responsible for all community development programs and reports to the president director, there is a maximum program support facility which is the company provides training venue, guidance and loan revolving loan facility, qualified coach according to need, evaluation criteria fulfilled rating scale 3. b. program implementation procedure: the results showthere are program plans with program implementation procedures such as having operational standards procedures arranged by the social local development department for the development of small and medium micro enterprises based on the value of international council on mining and metals, good planning will determine the smoothness of the program implementation, therefore quality control and supervision important program and needs to be well planned sukukinata, jami'at, and ahman (2010: 37), evaluation criteria fulfilled 100% assessment scale 3. c. program financing:specific budget allocation for small and medium micro enterprise development program, pt freeport indonesia as the sole donor, establishes yayasan bina usaha mandiri to overcome obstacles from the business officers from the budget side through the provision of revolving funds loan in an easy way, fast and cheap, because one of internationaljournal of human capital management, vol. 1 (2), december 2017 22 the most important aspects of business development is capital, it shows that there is a clear funding source for this program, evaluation criteria fulfilled assessment scale 3. d. government support:having regulation from governmental party through minister of finance decree number 135 / pmk.05 / 2008 concerning credit guarantee facility for people's business facility which contains presidential instruction no. 6/2007 concerning real sector acceleration policy and empowerment of micro small and medium enterprises (msme), based on the consideration of law no. 7 of 1992, law no. 9 of 1995 on small businesses, and in the development of small and medium micro enterprises this government provides support such as government award in 2010 leon leon kus and verdy abdullah from the coordinating ministry for people's welfare. thus there is support from the government in terms of the policy of the act and the awards to the program implementer, then the criteria are met the scoring scale of 3 (high).overall, the results of input evaluation (input) got the category met all the assessment scale 3 (high). 3. evaluation implementation program (process evaluation) a. conformity between purpose and implementation 1) program implementation is carried out in accordance with the objective of the development program to develop economic activities for indigenous papuans that educate the entrepreneurs' communities to be independent and able to compete in more competitive markets, in the implementation of development program carried out by guidance even to the supervision of this program through evaluation of the results of the implementation of the package by entrepreneurs, it is found that there is supervision in accordance with the opinion of sukmadinata, jami'at, and ahman (2010: 45), who said that good supervision, monitoring and evaluation activities must meet the main requirements, (planning) is clear, complete and integrated. 2) understanding of beneficiary programs:the results of the study found that the program has been well understood by the participants of the development program program so that the program socialization is successful, because the success of a program is very dependent on the understanding of the beneficiaries and the beneficiaries of the program because in the case of development then both parties must prepare especially the participants of the development program in accordance with mathis and jackson (2008: 270), which said that the effectiveness of learning activities of the training participants, determined by the readiness of the training participants themselves in the learning process (learning readiness). 3) use of budget:the use of the budget is done according to needs and realized in accordance with the plan, the analysis is done first for each budget request this makes the effectiveness of budget usage increases. 4) monitoring and transparency program implementation:pt freeport indonesia operates a transparent and accountable reporting system implemented by adopting a standard reporting system in accordance with the global reporting initiative (gri) and elements developed by the international council mining and metals. supervision is urgently needed for sustainability a program, in the small and medium micro enterprise development program in pt freeport indonesia has been conducted good supervision of the mechanism of oversight carried out both internally organization and there is an independent audit agency, reporting related to the development program activities carried out regularly and transparently so that can be seen by shareholders , stakeholders and government which are packaged in the form of community development program report in holistic way. overall, the results of the evaluation of the implementation of the program are assessed by the assessment criteria of 3 criteria met. internationaljournal of human capital management, vol. 1 (2), december 2017 23 4. evaluation of program results (products evaluation) a. a. results of implementation of umkm (small and medium micro enterprise) development program at pt freeport indonesia for pt freeport indonesia:program implementation results for companies shows the current market segment that 88 employers provide services to pt freeport indonesia in the form of supplier and service contact) or 62% increase is calculated from the data of the last five years since 2011. the achievement of these results is in line with the objectives of the small enterprise development program as a management consulting agency that establishes innovative, dynamic and independent papuan entrepreneurs conducting learning processes to develop the community as a learning process to provide specific knowledge needed by employees to carry out their duties and work (dessler, 2008: 294). the achievement is in accordance with the target of the program: the entrepreneurial entrepreneurial society understands the opportunities and risks in entrepreneurship, of the small and medium micro enterprise development program in line with article 74 of law no.40 of 2007, describes csr as the social and environmental responsibility of the company, requires a limited liability company (pt) engaged in natural resources to carry out social responsibility and the environment especially around the operations of the pt as well as throughout the territory of indonesia, pt freeport indonesia undertakes efforts to minimize negative impacts and maximize positive impacts for all stakeholders in the government, the society and the company itself is in line with the definition of csr indonesia as a real effort from business entities to minimize negative impacts and maximize the positive impacts of its operations on all stakeholders in the economic, social and environmental realms to achieve sustainable development goals (mahmudin yasin 2013; 5) in maintaining the business and creating a conducive business, pt freeport indonesia carries out an awareness of the environment in which the company operates. this is in line with the expert's opinion that for corporate social responsibility (csr) as a concern for business organizations to act in their own way in serving the interests of the organization and external public interests schermerhorn in edi suharto (2007; 102). in relation to one of the problems of the program evaluation that there is still a request for retaliation of services or contract of work of the papuan community to the program, program development of the business incubator program since 1991 and by 2015 there is an equal active demand from the papuan community for the demand for remuneration. analyzes based on the data obtained that there is no decrease in demand contract work even though there are already successful papuan community after following this development program. requests or demands from local communities in relation to contract requests herded back in 1991 in accordance with the policy base taken during the preparation of the program in which all the workforce in the local community wishes to become employees of pt freeport indonesia. repeated requests are influenced by social and cultural factors where most people still have an understanding of how papuan life is the responsibility of pt freeport indonesia, where this society already has a social unity and its self-defined boundaries are in harmony with burhan's theory bungin (2006: 29). says society is a group of people who have lived and worked together long enough for them to organize themselves and regard themselves as a social unity with clearly defined boundaries. this statement states that people are people who live together, which produces culture.criteria for success evaluation a) increasing number of msme entrepreneurs (as per criteria) high ranking (3), b) demand for work contracts decreased compensation (as criteria) moderate ratings (2). b. b. results of the implementation of micro, small and medium enterprises development program at pt freeport indonesia for beneficiary communities:the results of the program's implementation for the community have shown success with the achievement of the number of entrepreneurs who have graduated and got jobs in pt freeport indonesia 49 employers including 20 of them get the project from outside of the company, increasing the quality of internationaljournal of human capital management, vol. 1 (2), december 2017 24 human resources from the community that are food gathering become entrepreneurs, increasing the amount of income of the community entrepreneur micro small and medium enterprises as much as 124% for the comparison of data last 5 years since the yearresults achieved in accordance with the purposeeducation and development to learn the skillsnew skills that will improve their work performance (handoko, 2011: 107) .we know the level of independence of entrepreneurs is still not maximized this is proclaimed with the existing entrepreneurs who have graduated and returned to the coach to get consultation assistance, the purpose of the guidance so that participants can be independent and solve all the problems themselves because it has been equipped with knowledge, skills and attitude development, to increase knowledge, skills, develop attitude to face change, generate motivation, support, feedback and combine the application of theory and psychomotor practices (reksohadiprojo and handoko, 2001: 349). this development program has yielded positive results increasing trust between ethnic communities by conducting joint activities in training, becoming one of the factors to minimize tribal dispute because it has reduced conflict, give each other job that employer give work to brother, it can be concluded happened capital development social development because of the development of resources that have an impact on economic development menigkatnya living standards of entrepreneurs and reduce unemployment this is in accordance with opinion that dikemukanan by social capital itself according to cohen and prusak is a collection of active relationships between people; trust, mutual understanding and similarity of values and behaviors that bind members in a network and community that allows for cooperation (jhon fied 2008; 70). evaluation criteria of success a). program considered to be beneficial to the community (as per criteria) rating 3 b) increase income of entrepreneur assistance (as per criteria) rating 3 and c) the presence of micro small and medium enterprises participants who get jobs outside pt freeport indonesia but still have communication in the form of consultation to the coach of sld (as per criterion) rating 2. c. results of program implementation for the government:community development program focuses on improving people's living standards by looking at indicators of increasing revenue, underlying undip csr law is a legal foundation to unite communities for the benefit of community development. community development is a process whereby there is a group effort for themselves and united with government authorities to improve the economic, social and cultural conditions of society, to integrate society into the life of the nation, and enable them to contribute fully to national progress and community development is an activity community development involving local empowerment through collective community groups to control decisions, projects, programs and policies affecting them as a community (sanders & lohman 2014: 6-7), achievements through small and medium enterprises development program shows the impact that positive for the government is based on the annual report communities affair pt freeport indonesia 2016, known absorption of labor in comparison of 5 years increased labor absorption increased 55% from 2011 to 2016, thereby decreasing the unemployment rate in the papuan community by 1,625 souls. the people's economy is increasing along with the increasing income of the people of papua through small and medium micro enterprise program, the growing of trust between the people due to the development of resources so that there can be economic improvement as evidenced by the increase in the income of the buered entrepreneurs and the increasing of labor absorption rate for mimika. increased revenue is a positive effect for the community from small and medium enterprises development program so it positively impacts the government with the growth of social capital values in society, as the company as private party able to increase social capital, world bank defines social capital as norms and relations socially embedded in social structures that enable people to coordinate actions to internationaljournal of human capital management, vol. 1 (2), december 2017 25 achieve desired goals. successful evaluation criteria a). there is an increase in the number of manpower absorbed through this program (as per criteria) rank 3, b) increasing community economy (according to criteria) rank 3 c) and found an increase in trust between societies developing social capital. 5. attitudes and performance of entrepreneurs passed umkm development program shows independence. achievement change attitude to entrepreneurship, visible improved skill but some who pass still return to the coach for consultation if there is conflict pembina help in the settlement, confidence in solving the problem is still wrong one factor in the impediment of independence is in the opinion of tantaway (2005: 87), who argues that self-esteem is one aspect of personality that will give a strong belief in himself to do or act. unconfident people have negative selfconcept, lack of trust in their ability, and often close themselves. ability to cooperate adequately can be a factor inhibiting independence and success of the program because a) low educational factors lead to less confidence. b) a very strong social-cultural factor with strong emotions and very spontaneous action because it is a dominant pattern that develops genetically or hereditary, c) a perspective which sees that the company is obliged to ensure the lives of the papuans that lead to work ethic which is less ambitious, this fact is in accordance with community theory: society is groups of people who occupy a certain territory, which live relatively longer, communicate with each other, have symbols of certain rules and legal systems that control the actions of members society, has a stratification system, is aware of it as a member of that community and is relatively self-sustaining (burhan bungin 2006; 159). evaluation criteria of success a) there is a change of attitude to entrepreneurship from entry and after completion of development (according to criteria) rank 2, b) there is an increase of knowledge and business management skills by not returning consultation to the coach, solving problems independently, freeport indonesia (as per criteria) of rank 2, c) ability to cooperate with other communities having similar interests both within the department within pt freeport as well as outside parties (criteria) rank 2overall product evaluation gets a 2 (moderate) criteria evaluation criteria is partially met, 50% or more of the number of criteria. conclusion based on the results and discussion, it can be concluded as follows: (1) context evaluation: the objectives and objectives of the program meet the high criteria (3), program policies meet the high criteria (3); (2) program input (input evaluation): criteria (3) program implementation: implementation of learning program and activity activity criteria (3) and 4. program results: program outcomes, for the company, society and government moderate criteria (2)overall, the evaluation of micro small and medium enterprise development programs, which were rated on average: 2.73 moderate assessments with evaluated criteria, 50% or more of the criteria.thus, the program is effective for the micro, small and medium enterprises (ppumkm) development program aimed at developing local economic activities by providing guidance and assistance to potential papuan entrepreneurs for the economic development of papuan communities. references anthony william p., kacmar k. michele, dan perrewe pamela l. (2010).human resource management: a strategic approach. united states: cengage learning. burhan bungin. (2006).sosiologi komunikasi. teori, paradigma, dan diskursus teknologi komunikasi di masyarakat. kencana: prenada media group. coleman. (2012). “social capital development in youth development programming: a case study of california 4-h, youth, families and communities youth development program. dessler gary. (2008).human resource management, 11 th edition. new jersey: pearson prenticehall. erif faturhrahman, tubagus. doc. kebijakan corporate social responsibility pt freeport indonesia dalam pemenuhan hak ekonomi sosial budaya masyarakat lokal papua. internationaljournal of human capital management, vol. 1 (2), december 2017 26 fied, john. (2008).“social capital”.routledge taylorfrancis group london and new york. fitzpatrick, jody l., sanders, james r. dan worthen, blaine r. (2004).program evaluation: alternative approaches and practical guidelines 3 rd edition. boston: pearson education. mahmuddin yasin, agus suherman, muhammad hatta. (2013).perusahaan bertanggung jawab. nawawi hadari. (2006). manajemen strategik organisasi non profit bidang pemerintahan: dengan ilustrasi di bidang pendidikan. yogyakarta: gadjah mada university press. owen, john m. (2006). program evaluation: forms and approaches 3 rd ed. australia: allen & unwin. reksohadiprojo, sukanto dan handoko, hani t. (2001). organisasi perusahaan: teori struktur dan perilaku. yogyakarta: bpfe-yogyakarta. royse david, thyer bruce a., padgett deborah k. (2009). program evaluation: an introduction, 5 th edition. new york: cengange learning. international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 7 (1), june 2023 115 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 7, no. 1, june 2023, p 115-127 the influence of mindfulness and social connectedness in strengthening job embeddedness through sustainable well-being as a mediator variable at industrial estate area bekasi regency ninik anggraini doctoral student program of human resources management, jakarta state university, indonesia email: ninikanggraini_7647167681@mhs.unj.ac.id wardani rahayu doctoral student program of human resources management, jakarta state university, indonesia email: wardani.rahayu@unj.ac.id corry yohanna doctoral student program of human resources management, jakarta state university, indonesia email: corry.yohana@unj.ac.id abstract this research aims to identify of mindfulness, social connectedness and sustainable wellbeing as intervening variable to strengthen job embeddedness. this study adopted a quantitative approach and collected data from 197 respondents and used random sampling. in this study the proposed model uses a structural equation model with assisted data processing using smart-pls software. sustainable well-being is only influenced by mindfulness and social connectedness. others variable do not have an impact not only on sustainable well-being, but also on job embeddedness. mindfulness and social connectedness also do not have a direct effect on job embeddedness but are mediated through the role of sustainable well-being. this research further deepens the conceptualization of mindfulness into internal consciousness, closed external consciousness, and open external consciousness. this research also adds to existing knowledge about the role of social influence in the formation of work attachment. moreover, this study defines the importance of the concept of sustainable well-being because this concept captures a dimension of giving that has never been used as part of the concept of well-being before, although various studies show that giving behaviors such as giving alms or volunteering, improve one's well-being. prosperity and sustainability are two big goals in life but they are often at odds. because of this conflict, recently a new concept has emerged which seeks to make the two aspects synergistic, called sustainable well-being. the concept of sustainable well-being takes into account the welfare that arises from receiving, enjoying, and giving resources. this concept is theoretically and empirically still undeveloped, and the main objective of this dissertation is to http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 7 (1), june 2023 116 | p a g e examine the determinants and consequences of this concept. this general objective is aligned with current development needs in increasing employee embeddedness to generate shared economic benefits consistently and sustainably. due to these considerations, the determinant factors examined are directly related to human resource development in the industrial context. three determinants are proposed: job insecurity, mindfulness, and social connectedness, while job embeddedness is proposed as a consequence. specifically, this study aims to analyze the effect of job insecurity, mindfulness, and social connectedness on sustainable well-being and their impact on job embeddedness. data were collected from employees who work in the assembly and repair sector in the kitic industrial area, bekasi regency. data were analyzed using a structural equation model with the help of smart-pls software. the results of the analysis show that sustainable well-being is only influenced by mindfulness and connectedness. job insecurity does not have an impact not only on sustainable well-being, but also on job embeddedness. mindfulness and social connectedness also do not have a direct effect on job embeddedness but are mediated through the role of sustainable well-being. the results of this research have implications for the importance of increasing employee mindfulness, social connectedness, and sustainable well-being to increase job embeddedness. keywords: mindfulness, social connectedness, sustainable well-being, job embeddedness, job insecurity, employee well-being, productivity received: 8 may 2023 accepted: 28 june 2023 publish: june 2023 how to cite: anggraini, n, et.al. (2023). the influence of mindfulness and social connectedness in strengthening job embeddedness through sustainable well-being as a mediator variable at industrial estate area bekasi regency. international journal of human capital management, 7 (1), 115-127. https://doi.org/10.21009/ijhcm.07.01.9 introduction nowadays human life is getting more prosperous and advanced. to achieve this prosperous life, humans should be able to live in harmony with nature, but on the other hand, this progress makes the impact on global warming more threatening and makes damage worse in various places in the world. in fact, this aspect results in long-term prosperity. however, on the other hand, the impact of well-being on employees and organizational outcomes varies. this can happen because well-being is conceptualized in a limited and hedonistic way through subjective concepts of wellbeing. based on these two issues, the researchers conceptualized sustainable well-being(see also lelkes et al., 2021; tuzovic & kabadayi, 2021). happy and prosperous people will work happily and can increase productivity(hussinki et al., 2018). on the other hand, as a social human being, good interaction and relationships with the environment and people around him are needed. a person's concern as a social creature will make it easier for him to achieve a prosperous life so that this can increase work commitment for everyone, especially employees to their work institutions (see also lelkes et al., 2021). connecting with family, friends, neighbors and peers who are often encountered at work as part of social relationships is an important factor in the path to sustainable prosperity.(ang et al., 2017). encourage collaboration and teamwork by creating opportunities for employees to work together on projects, brainstorm ideas, or solve problems. the effect of social connectedness on international journal of human capital management, vol. 7 (1), june 2023 117 | p a g e our lives is so strong that when we feel rejected or suffer some other type of negative social interaction, our brain feels “hurt” in the same way than when we feel physical pain. social pain is more similar to physical pain than we think(see also rose et al., 2019) based on these two problems, researchers conceptualize sustainable well-being. however, until now no one has tested the determinants and consequences of the concept of sustainable welfare. even though this concept may be the answer to both problems. in this study, social awareness and relationships are determinants of sustainable well-being and employee work attachment as a consequence of sustainable well-being. human activities contribute to global warming by increasing the greenhouse effect. dari data grk (helliwell et al., 2019) the happiness and greenhouses of some countries can be seen in the table below: figure 1. happiness and greenhouse gas pollution in a number of countries (helliwell et al., 2019) meanwhile in the graph below, the well-being level of citizens is mapped against their ghg contribution. it can be seen that there is a consistent upward trend with a degree of determination of up to 71.2% (r 2 = 0.712). that is, it is almost statistically certain that the higher the nation's well-being, the higher the ghg emissions they give to the world as a whole. 2.9 3.1 3.2 3.2 3.3 5.2 7.5 7.5 7.6 7.6 7.8 0.03 0.02 0.08 0.06 0.02 0.5 2.7 1.65 2.52 1.62 2.35 0.0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 kebahagiaan grk per kapita r² = 0.7124 0 2 4 6 8 10 2.9 3.1 3.2 3.2 3.3 5.2 7.5 7.5 7.6 7.6 7.8 g h g p e r c a p it a happiness international journal of human capital management, vol. 7 (1), june 2023 118 | p a g e figure 2. relationship between well-being and ghg emissions source: processed from climate watch data, 2020; and (helliwell et al., 2019) the concept of well-being has also been brought into the workplace in the workplace wellbeing concept. however, when this is brought into the world of work, the question arises as to whether the sustainability well-being of an employee can contribute to productivity as well as to self-beneficial outcomes for the company. happy employees increase the happiness of consumers, so that consumers are more loyal to the product (see also hussinki et al., 2018) . on the other hand, there is also a group of employees whose productivity decreases when they are happy, while on the other hand, there is a group of employees whose productivity increases when they are sad (coo et al., 2020). happy employees improve the company's reputation in society (see also hussinki et al., 2018) research on social resources shows that social relations make employees more embedded in their work (jia et al., 2020). this can be supported even more strongly by csr activities that bring the social networks of the surrounding community closer to employees. in filling this gap, this study has at least some novelty because the variables in this study have never been examined together at once. this is especially because the intermediary variable in this study, sustainable well-being, is a new variable that has never been studied inferentially with other variables. literature review the main theory in this study is the theory of sustainable well-being from (helne & hirvilammi, 2022) continuous welfare theory asserts that welfare comes from the smoothness or efficiency of the process of receiving, enjoying, and giving resources to and from the surrounding environment. in the context of current research, these resources are drawn from resource conservation theory which proposes the existence of three types of resources that determine a person's well-being in living his life: (1) physical and financial resources, (2) emotional, motivational and cognitive resources, and (3) social resources (jia et al., 2020) awareness is also part of resource input in sustainable well-being theory. resource conservation theory states that awareness provides employees with personal resources that make them more tolerant of job resource loss and more aware of alternative resources to work in the surrounding environment, while providing motivation to perform within and outside their role (liang et al., 2022). this means that consciousness can be related as a form of mental resources (emotional, motivational, and cognitive) that become input for well-being (see also hsieh et al., 2021). on the other hand, according to the perspective of sustainable human resource management, to be able to improve employee outcomes such as performance, employees must first feel well-being. this paradigm is different from the old thinking that employees must first increase their work output to achieve well-being (e.g. getting a salary). studies reveal that sustainable human resource management practices increase employee resilience, which in turn drives employee engagement and ultimately performance (lu et al., 2023). another study shows that employee resilience is an impact of well-being and that resilience has an impact on work attachment (eslamlou et al., 2021) (see also ahmad et al., 2022). so, there are mechanisms that allow well-being to affect job embedded. from the theoretical framework above, these three types of resources, it can also be conceptualized that human sustainable welfare comes from these three types of resources (financial, social, and mental) that are received and enjoyed and then shared back into the environment and this research focuses on the first three stages where resource factors such as the international journal of human capital management, vol. 7 (1), june 2023 119 | p a g e presence of psychological/mental resources (awareness), affect sustainable welfare, which in turn impacts job embedded (see also lelkes et al., 2021) . figure 3. the theoretical framework of sustainable well-being (helne & hirvilammi, 2015) methodology research design this research design is a quantitative design. specifically, the quantitative design used by this study is a correlational design, where the relationship between a number of variables is examined but the value of the research variables is collected at the same time and this is different from the causal-comparative design which also checks the relationship between a number of variables, but the value of the research variables is collected at different times (longitudinal) so it is necessary to make comparisons between times. figure 4. research model in particular, the researchers hypothesized that attention, and social connectedness affect employees' ongoing well-being as well as their jobs, and the ongoing well-being associated with job embedded. research participants the population in this study is employees in industrial estates in the bekasi district area. the total number of employees is 4,000 people. as many as 16% is 480 employees work in the assembly and repair sector, and the sample size for a population of 480 people according to isaac and michael's table is 279 for an error rate of 1%, 202 for an error rate of 5%, and 173 for an error rate of 10%. in this study, researchers decided to use a 5% error rate as in general quantitative international journal of human capital management, vol. 7 (1), june 2023 120 | p a g e research. after the data collection process was carried out, this study managed to collect data from 197 people. although this value does not reach 202 people, this value is still at an error level of around 5%. the individual sample consisted of 197 people including 98 or 49.7% women and 99 or 50.3% men. the highest proportion of respondents were in the age range of 19-28 years, which is 80% of the total respondents. the youngest respondent was 19 years old while the oldest was 55 years old and the average age score of respondents was 26 years. table 1 participants based on range age age range qty percentage 19-28 yo 157 79,7 29-38 yo 22 11,2 39-48 yo 15 7,6 49-58 yo 3 1,5 total 197 source : data analysis the majority of respondents have a working period of 0-2 years, which is 108 people or 55%, and there are 11 respondents or 6% who have a working period of more than 10 years. table 2 participant based on work experiences masa kerja jumlah persentase 0-2 year 108 54,8 3-5 year 51 25,9 6-8 year 24 12,2 9-10 year 3 1,5 > 10 year 11 5,6 total 197 source : data analysis results and discussion the following figure shows which effects are significant (marked by solid lines) and which are not (marked by dotted lines) based on the analysis of the structural equation model using smartpls software. the values on the lines indicate the path coefficients and t-values. the effect is said to be insignificant if the t-value < 1.96. international journal of human capital management, vol. 7 (1), june 2023 121 | p a g e figure 5. hypothesis test results based on the results above, it is concluded that sustainable well-being is only influenced by mindfulness. work embedded is indeed a consequence of sustainable well-being and sustainable well-being fully mediates the influence of mindfulness on work embedded. discussion in general, the findings of this study support theories of sustainable well-being, resource conservation, and welfare-based human resource management. the model suggests that sustainable well-being has determinants of emotional and social resources, whereas financial resources are not important determinants, suggesting that non-physical aspects play a more important role in promoting worker well-being than physical aspects. motivational factors seem to be more dominant in supporting sustainable well-being. awareness affects sustainable well-being the coefficient of the pathway from mindfulness to sustainable well-being reached 0.207 which is associated with a significance level of 0.006. this value is less than 0.050, indicating a significant effect. these results mean that mindfulness does have a significant positive influence on sustainable well-being. these findings contribute to calls for further research into the influence of mindfulness on various psychological positive outcomes (eby et al., 2019; cudesia, 2019). previous research has found hints that mindfulness contributes meaningfully to the sustainable well-being of individuals, communities, organizations, and societies in the times we live in today (crane, 2022). the dimension with the highest mean is closed external mindfulness with a mean of 3.25 while the lowest average is internal mindfulness with a mean of 2.83. the highest standard deviation is in the closed external mindfulness dimension of 0.992 while the lowest is open external mindfulness with a deviation of 0.919. the open internal and external dimensions of mindfulness have low achievement while closed external awareness has medium achievement. the achievement of the overall mindfulness variable is low. mindfulness social connectednes s sustainable well-being job embedded 0,207 (2,742) 0,606 (7,451) 0,366 (3,844) 0,119 (1,352) h5 international journal of human capital management, vol. 7 (1), june 2023 122 | p a g e table 3 level of achievement of dimensions and variables of mindfulness dimension average deviation tcr % criterion internal awareness 2.83 0.965 56.6 low closed external consciousness 3.25 0.992 65.0 medium open external awareness 3.07 0.919 61.4 low awareness 3.05 0.786 61.0 low in addition, awareness also leads to lower materialistic values and increase gratitude for what you already have right now (helne & hirvilammi, 2022). both flowing experiences, gratitude, and low materialistic values are three important factors in creating sustainable wellbeing (isham & jackson, 2022) social influence affects sustainable well-being the coefficient of social influence pathways with sustainable well-being has a high value and high significance as well. the results of the analysis revealed that social influence has a very significant influence with a significance close to 0.000, much lower than the maximum significant limit of 0.050. the coefficient of this path of influence is also high, amounting to 0.606. it can be concluded that social influence has a significant effect on social welfare. meanwhile, social influence has three dimensions, namely intimate social relationships, relational social relationships, and collective social relationships. the dimension with the highest mean is relational social relations (4.17) while the dimension with the lowest mean is collective social relations at 3.62. the largest deviation is intimate social relations at 1.222 while the lowest deviation is relational social relations at 0.862. the dimensions of intimate and collective social relationships have moderate achievement while relational social relationships have high achievement. overall, the social influence variable has moderate achievement. table 4 level of achievement of social influence dimensions and variables dimension average deviation tcr % criterion intimate social relationships 3.84 1,222 76.8 medium relational social relationships 4.17 0.862 83.4 high collective social relations 3.62 0.916 72.4 medium social influence 3.88 0.943 77.6 medium these actions create well-being in the feelings of the person performing them and are one of the characteristic dimensions of sustainable well-being. a commonly used explanation is that social influence is a basic human psychological need ((richardson et al., 2020) when these needs are met, a sense of well-being arises. the current research is in line with the theory and previous research. international journal of human capital management, vol. 7 (1), june 2023 123 | p a g e sustainable well-being affects job embedded the effect of continuous well-being with work attachment is a very important influence to test because it bridges the independent variables against the dependent variables in this research model. in this study, all independent variables did not have a significant direct effect on work attachment, so vital for sustainable well-being had a significant effect on work attachment. after data analysis was conducted, continued well-being was found to have a significant effect on job embedded. this is evidenced by the path coefficient reaching 0.366, associated with a significance value of 0.000 which means very significant. in line with these findings, there is the potential that sustainable well-being becomes a bridge for mindfulness and social influence in increasing job embedded. sustainable well-being consists of three dimensions: receiving, enjoying, and giving. the receiving dimension has a high achievement but the enjoying and giving dimension has a medium achievement. in line with this, the level of sustainable well-being of respondents falls into the medium criterion. receiving is the dimension that has the highest mean of 4.05. giving has the lowest mean of 3.49. the dimension with the largest deviation is receiving by 0.998 while the lowest is giving by 0.950. table 5 level of achievement of sustainable well-being dimensions and variables dimension average deviation tcr % criterion receive 4.05 0.998 81.0 tinggi enjoy 3.90 0.969 78.0 sedang give 3.49 0.950 69.8 sedang welfare 3.81 0.865 76.2 sedang none of the determinants of well-being had a direct effect on job embedded. previous research used well-being as a moderator in the effect on work engagement. however, this research model treats sustainable well-being as a mediator. studies have indirectly shown that well-being can increase positive behaviour in the workplace (iqbal et al., 2022). also included in this positive condition is the absence of work stress or burnout (see also iqbal et al., 2022) social influence has no effect on work attachment the coefficient of social connectedness on job embeddedness is only 0.119 with a significance level of 0.177 which means it is still far below the meaningful level of influence, which is a maximum of 0.050. these results suggest that social influence does not have a significant direct role in improving employee engagement. this finding contradicts the assumption that self-esteem exerts an influence on work attachment because it is hypothesized that social influence can affect work attachment through self-confidence. job embedded is unidimensional variable. the mean value of this variable is 3.04 which means it is low (tcr = 60.8%). the standard deviation of the work attachment variable is 1.151. international journal of human capital management, vol. 7 (1), june 2023 124 | p a g e table 6 achievement level of dimensions and job embedded variables dimension average deviation tcr % criterion job embedded 3,04 1,151 60,8 rendah a possible explanation for the insignificant effects of mindfulness on job embedded is that mindfulness is not something prudent in the context of job embedded. mindfulness is not always positive: it can cause a negative emotional state that drives the intention to leave a job if indeed one views quitting as a fair way out in the face of working conditions that are considered unfair. in this study, it is possible that some conscious individuals had negative or conflicting conclusions about work engagement, i.e. felt relieved to stop working. figure 6. result analysis (using smart pls) insignificant findings between social influence and work engagement can be explained by capturing the social context present in social influence. that is, there are several types of social influences and not all social influences can have an impact on job embedded. romantic social influences with partners or strong influences with family may have no effect on job embedded while social influences with neighbours and co-workers have significant influences. international journal of human capital management, vol. 7 (1), june 2023 125 | p a g e conclusion conclusion 1. mindfulness of increasing sustainable well-being. this finding indicates that emotional resources are important for well-being and non-physical aspects play a more important role in promoting worker well-being. 2. awareness promotes sustainable well-being. this finding indicates that emotional resources are important for well-being and non-physical aspects play an important role in promoting employee well-being. 3. mindfulness does not enhance the job embedded. a possible explanation for the insignificant effects of mindfulness on embedded work is that mindfulness is not something prudent in the context of work engagement. 4. social influence does not increase work attachment. insignificant findings between social influence and work attachment can be explained by capturing the social context that exists in social influence. that is, there are several types of social influences and not all social influences can have an impact on work attachment. social influences that are romantic with a partner or strong influences with family may have no effect on work attachment while social influences with neighbors and co-workers have a significant effect. 5. continuing well-being increases job embedded. these findings support the theory of resource conservation, sustainable well-being, and well-being-based hr management perspective. 6. continuing well-being mediates the influence of mindfulness and social connectedness on job embedded. these findings indicate that sustainable well-being fully mediates the influence of social connectedness on job embedded. in closing, the following figure is the final model of this study. it can be seen that the mindfulness and social connectedness do not have a direct but indirect effect on work engagement. in this case, sustainable well-being becomes an important mediator in the indirect influence of mindfulness and social connectedness on job embedded. the finals model in this research as follows: figure 7. final model implications by examining the influence of mindfulness and social relationships on well-being and ongoing work engagement, this research contributes to the still limited knowledge about the impact of mindfulness, social relationships on individuals and organizations. this research further deepens the conceptualization of consciousness into internal consciousness, closed external consciousness, and open external consciousness. this research also adds to existing knowledge about the role of social influence in the formation of labor plants. moreover, this study underscores the important value of the concept of sustainable well-being because it captures dimensions of giving that have never been made part of mindfullness social connectednes s sustainable well-being job embedded international journal of human capital management, vol. 7 (1), june 2023 126 | p a g e the concept of well-being before, although various studies show that giving behaviors, such as giving alms or volunteering, improve one's well-being. recommendation for practitioners, the results obtained by this study point to the need to implement efforts to improve the continued well-being of employees to encourage them to engage in their work. in addition, the conclusions drawn from this study should be seen as an encouragement for companies to create programs that raise awareness for employees such as religious activities in the company environment. the results of this study also have important implications for designing psychosocial strategies and interventions that can strengthen social influence and the potential for social support in them. for future studies it is necessary to use a longitudinal approach that observes samples at several times and variable measurements are carried out at different times or causation is measured at different times. in addition, future research may break down the variables studied in this study into their dimensions so that insignificant influences can be investigated further. comparative studies can be conducted using different instruments to measure the variables in the study. another recommendation is the need for further research aimed at developing instruments that can be important research to understand concepts in this study such as the concepts of sustainable well-being and other variable. further research is also needed to investigate whether the influences in this research model apply to different contexts such as in other countries or workers in other sectors. references ahmad, a., shah, f. a., memon, m. a., kakakhel, s. j., & mirza, m. z. 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(2021). the influence of social distancing on employee well-being: a conceptual framework and research agenda. journal of service management, 32(2), 145– 160. https://doi.org/10.1108/josm-05-2020-0140 international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 7 (1), june 2023 104 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 7, no. 1, june 2023, p 104-114 cippo model evaluation on the english language training program at the indonesian navy education services nani kusmiyati department of human resource management, universitas negeri jakarta, indonesia email: nani1navy@gmail.com hamidah department of human resource management, universitas negeri jakarta, indonesia email: hamidah@unj.ac.id kadir uin syarif hidayatullah jakarta, indonesia email: kadir@uinjkt.ac.id abstract this study describes the implementation of the english language education and training program at the indonesian navy education service for indonesian navy personnel. this study applies a descriptive qualitative method using the cippo model (context, input, process, product and outcome). to get the data, the researchers conducted interviews, observation, documentation, focus group discussions and questionnaires. from the data obtained through interviews, observation, documentation, focus group discussions and cippo model questionnaires using a likert scale (1 to 5) the context aspect shows 3.81, the training has been carried out based on the objectives, educational plans and activity plans. the input aspect shows 3.59, it supports the training process. the process aspect shows 3.82, the training process can run smoothly. the product aspect shows 3.96, the results of the training are satisfactory. the outcome aspect shows 3.95, the training has a good impact on human resources and institutions in the navy. thi s research has the novelty that english education and training at disdikal really needs an in depth evaluation of the implementation of education and training. so far, the evaluation is still based on reports on the completion of training. keywords: cippo, context, input, process, product, outcome, the training, disdikal received: 8 may 2023 accepted: 28 june 2023 publish: june 2023 http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 7 (1), june 2023 105 | p a g e how to cite: kusmiyati, n, et.al. (2023). cippo model evaluation on the english language training program at the indonesian navy education services. international journal of human capital management, 7 (1), 104-114. https://doi.org/10.21009/ijhcm.07.01.8 introduction the naval education services (disdikal) as one of the educational institutions in the indonesian navy has organized english language education and training which aims to prepare the indonesian navy's human resources towards the world class navy. the world class navy can be proven when the indonesian navy plays a role in the international community in maintaining world peace and maritime borders with friendly countries. english as one of the languages of diplomacy and the language of instruction for the manuals for the main tools of the sophisticated indonesian navy's main weapon system must be learned and mastered by the indonesian navy's human resources. english as the international language will make it easier for the world community to communicate and interact so that misunderstandings can be avoided. the indonesian navy personnel receive many offers from various countries to take part in assignments, specialized education and development abroad, english is one of the requirements for passing the test for these offers. international activities such as seminars, workshops and meetings are also often held both domestically and abroad. so that the implementation of english education and training is very helpful for indonesian navy personnel to prepare themselves to fulfill the offer and take part in these international activities. the success of the training can be known by an in-depth evaluation of the implementation of the education and training. researchers evaluated english training at disdikal using the cippo model (context, input, process, product, outcome). the theoretical benefit of this research is that it can contribute to the development of knowledge about training evaluation so that it can become a reference for other researchers. in the field of human resource management (hrm), this research can provide new perspectives or views, especially in developing human resources through training. while the practical benefit is that it contributes to educational institutions as organizers of the english language training program in making decisions for t he formulation of policies related to the education and training program that has been implemented. the evaluation results obtained then serve as a basis for improvement in accordance with the findings and research recommendations. literature review program evaluation concept program evaluation according to muryadi a.d. (2017) is a tool or procedure used to find out something with predetermined methods and rules. explicitly evaluation refers to the attainment of goals while implicitly, evaluation is a comparison of the results achieved with the established achievement standards. program evaluation is also a systematic investigative activity about something of value from an object. arikunto, suharsimi (2018) argues, program evaluation is an activity unit that aims to collect information about the implementation of a policy on an ongoing basis in an organization that involves a group of people for decision making. program evaluation aims to obtain information about program implementation which is then used as a follow-up activity or decision making. international journal of human capital management, vol. 7 (1), june 2023 106 | p a g e stufflebeam (2014), states that evaluation is a process of validating reliability, effectiveness and cost efficiency, security, ease of use, and honesty. evaluation shows the community about strengthening values, benefits, progress, accreditation, and accountability. bad programs must end while good programs need to be maintained and expanded. however, evaluation does not always guarantee high service quality because those in power do not necessarily pay attention to the evaluation results and take the necessary corrective actions. decision makers fail to make decisions because they do not pay attention to or cover up worrisome evaluation information. program evaluation model evaluation model is a pattern used to collect and analyze the process of an activity to obtain information about the success of the program. several evaluation models are used to evaluate education and training programs. as revealed by muryadi a.d et al (2017), there are various evaluation models such as the cipp evaluation model and the kirkpatrick evaluation model. the following is an explanation of the evaluation model mentioned above. cipp evaluation model (context, input, process, and product) stufflebeam et al (2014), stated that the cipp model has the core concept of evaluating the context of entities, inputs, processes, and products, which are denoted by the cipp acronym letters. in context evaluation, evaluators assess needs, problems, assets, and opportunities, as well as relevant contextual conditions and dynamics. decision makers use context evaluation to determine objectives, priorities and ascertain program objectives for significant needs and problems. in input evaluation, evaluators assist program planners by identifying and assessing procedural plans, staffing requirements, and budgets for feasibility and potential cost -effectiveness in meeting targeted needs. decision makers using input evaluation are intended to identify and select plans, write funding proposals, allocate resources, assign staff, and work schedules. in process evaluation, evaluators monitor, document, assess, and report on the implementation of program plans. evaluators provide feedback during program implementation and the extent to which the program is implemented. program staff use periodic process evaluation reports to track progress, and identify program implementation issues to ensure quality. after the program cycle, specific departments such as program staff, supervisors and constituents can use the process evaluation documentation to assess how well the program was implemented and assess the reasons for the lack of program success due to weak intervention strategies or inadequate implementation strategies. in product evaluation, the evaluator identifies and assesses the costs and results achieved in both the short and long term. evaluators provide feedback during the program, the extent to which program implementation is carried out and the goals achieved. at the end of the program, product evaluation helps to identify and assess the full performance of the program. program staff use interim product evaluation feedback to maintain focus on achieving key outcomes and to identify and address gaps in program progress toward achieving key outcomes. kirkpatrick model (reaction, learning, behaviour, and result) kirkpatrick's evaluation model, as suggested by kirkpatrick, donald. l, and james (2007) in their book use four levels of evaluation as follows: reaction international journal of human capital management, vol. 7 (1), june 2023 107 | p a g e reaction evaluation is how the participant's personal feelings and reactions to the training or learning experience relate to the program, teaching materials or materials, instructors, methodologies, facilities, and so on. examples of reaction evaluation methods and tools are feedback forms based on subjective personal reactions to the training experience, verbal reactions that can be recorded and analyzed, post-training surveys or questionnaires, online evaluations or assessments by participants. evaluation can be carried out immediately after the training is over, it is very easy to get feedback, to know that the participant is satisfied with the training, and will make a positive impression when relating the participant's experience to others who may be experiencing the same thing. participant reactions are an important factor for the improvement and continuation of the program. learning evaluation of learning is a measurement of increasing knowledge or intellectual abilities before and after learning. have participants learned the material being taught, put it into practice, and how far has the progress or change of participants been made after attending the training and whether it is in accordance with the training objectives. learning evaluation methods and tools can be through assessments or tests given before and after training, interviews or observation before and after although this is time consuming and inconsistent, assessment methods must be closely related to learning objectives, measurement and analysis. assessment can be done through hard copy, electronic, online or interview. behaviour behavioral evaluation, namely an evaluation of the behavior of participants in carrying out learning and being able to change their behavior after training or a few months later. it depen ds on the situation in which participants can apply their learning when returning to work with relevant skills and knowledge, when these changes affect the performance of trainees after returning to their roles, changes in behavior and new levels of knowledge are maintained, can transfer knowledge to others, and when participants see changes in their behavior, knowledge, skill level. behavioral evaluation methods and tools, namely observation and interviews over time, are needed to assess changes, the relevance of changes, and the sustainability of changes. evaluation of behavior change is possible with good support and involvement from line managers or trainees, so it is helpful to involve them early on, and to identify benefits for them. result evaluation of results, namely evaluations that can increase the performance of trainees as a result of business or the environment. as a measure, usually the key performance indicators of a business or organization, such as value, percentage, time span, return on investment, and other quantitative aspects of organizational performance, for example; number of complaints, staff turnover, attrition, failure, waste, non-compliance, quality ratings, achievement of standards and accreditation, growth and retention. external factors greatly influence organizational and business performance, obscuring the true causes of good or bad results. human resource management (hrm) the definition of human resource management (hrm) eri susan (2019) argues that hr is the factor that most supports the success of an organization. so it is necessary to do the management and development of human resources in international journal of human capital management, vol. 7 (1), june 2023 108 | p a g e order to become productive human beings. good hr management and development will help hr to complete the demands of tasks from now and in the future. employee performance and skills will not be maximized without a debriefing and development process. hr has two meanings, namely micro and macro. micro human resources are individuals or members who work in an agency or company which are referred to as employees, workers, or laborers. while macro human resources are residents of a country who have entered productive age, both those who have not worked and those who are already working. currently, employees are not only seen as human resources, but more as capital or assets of an organization or institution of high value that need to be developed and not as a burden. so the perspective of hr as an institutional or corporate investment is increasingly prominent, so that a new term appears called human capital (hc). he also quotes from basir barthos' book (2012) which states that hrm is a field of management that specifically studies human relations and roles in corporate organizations which includes the development, use and protection of human resources both individually and when in work relationships. meanwhile, quoted from malay s.p. (2013) hrm is the art of regulating labor roles or work relations so that they are effective and efficient in helping the realization of company, employee and community goals. likewise, as quoted from sedarmayanti in her book kadarisman (2013), the scope of hrm based on implementation and development tasks includes (1) pre service training given to prospective employees who want to work or new employees as provision to be ready to carry out their duties. employment, (2) in-service training conducted by employees when they work in organizations to improve their ability to carry out their work, (3) post -service training is provided to employees to prepare them for retirement. according to sondang (2018), hrm is an hr management activity carried out by managers in an organization, starting from job planning to employee retirement. hr needs to be handled professionally by specialists so that hr can be managed properly. human capital management (hcm) the term human capital is often debated by many people compared to human resources (hr). some people argue that human capital is a revolutionary way of managing people, but other opinions state that the concept of human capital is just one model of hr management. those who disagree with the term human capital state that the term human capital does not humanize the human element in a company. while those who agree with the term human capital argue that the concept of human capital will place humans in an equal position with other capital such as machines and money in a company. human capital is currently accepted as an important element of the value of intangible assets. lantip diat p., (2017) quoting becker (1965) states that the analysis of human capital starts from the assumption that individuals decide to attend education, training, medical care and others as knowledge and health by weighing the benefits and costs. these benefits include the cultural and other non-monetary benefits that come with increased income and employment, the costs of which are usually highly dependent on the value lost from the time spent on these investments. the concept used for human capital development in organizations can be seen from human capital indicators, human capital investment results and human capital success measures. human capital indicators consist of task-related human capital (start-up experience and work management experience), and non-task-related human capital (education and work experience). while the results of human capital investment in the form of skills, knowledge, competence and motivation. while the measure of success can be seen from productivity, performance and welfare. human capital management strategy program design lantip diat p.et al (2017) states that the design of a human capital management strategy program is a decision-making process carried out by a leader in the organization by choosing the international journal of human capital management, vol. 7 (1), june 2023 109 | p a g e right organizational structure with the organizational strategy and environment. the design of the organizational structure is used as a reference for employee activities in developing themselves and the organization. the design of the human resource management strategy program consists of seven components, namely: recruitment, selection, training, professional development, performance management, compensation and termination of employment. the seven components are structured so that hr can benefit the organization and itself. improving organizational performance is the achievement of hr/employees, so that the context of leadership policies in the form of organizational strategy and role design (what keys are needed to carry out the strategy) play a very important role in creating competence and motivation in the form of knowledge, skills, attitudes, from role holders (humans) . strategies for employee talent acquisition, employee development and talent retention can also drive the successful design of hc strategic management programs. human capital management is the process of obtaining, training, managing and maintaining human workforce so that they can contribute effectively to the company (prasojo, mukminin & mahmudah, 2017). such an approach is seen as an extension of the traditional way known as human resource management to manage people more effectively and make organizations able to survive and face future competition. development of indonesian navy's human resources as human capital human resources are one of the greatest assets of the indonesian nation in realizing indonesia's national goals. educated and qualified human resources are able to face global competition and play an active role in national and international activities. the military and civil servants of the indonesian navy are human resources who must be prepared to face global competition and create a world-class navy with various improvements in all fields according to their specialization. the indonesian navy continues to strive to improve the quality of its human resources through various human resource development activities such as courses, training, seminars at home and abroad. the indonesian navy's english training was held at disdikal as a manifestation of the leadership's concern for developing its human resources and giving them the opportunity to progress further and prepare themselves for an increasingly competitive era. the world class navy salim (2015) said that having a world-class navy would increase indonesia's position in the global defense capability index. the navy is one of the strategic components that is taken into account in the formulation of foreign policy towards certain countries. border issues, trading activities, and international transportation across southeast asia's seas are increasing rapidly. the growing importance of regional waters is reflected in growing merchant fleets, increasing global dependence on seaborne trade, and greater exploitation of biological and non-biological resources. the global community is pressing indonesia to improve the security of international sea lanes that pass through its sovereign waters. yakti (2017) in his article stated that jokowi's national medium-term development plan shifted from land-oriented to sea-oriented. maritime defense and security is the main axis supported by the presence of the indonesian navy. the world class navy doctrine was first issued by the indonesian navy prior to the declaration of indonesia as the world maritime axis. to make this happen, the indonesian navy must achieve a minimum essential force (mef), namely creating professional soldiers equipped with defense equipment. various problems must be faced by indonesia, especially for the indonesian navy, because indonesia is still far from having adequate maritime defense indicators even though the defense budget occupies the highest portion in the state budget (apbn). two figures of classical thought: alfred mahan and julian corbe became a reference for indonesia's achievements in military strategy, because indonesia's position international journal of human capital management, vol. 7 (1), june 2023 110 | p a g e is at the junction of two continents and oceans. indonesia implements sea control as an effective way to control trade routes that are currently controlled by a small country like singapore. in terms of sea power, the indonesian navy is categorized based on its territorial coverage: navy brown, green and blue water. however, currently the indonesian navy is still in the status of a green water navy with its capability only as a means of protecting the coast. the current focus is on the readiness of the indonesian navy in accompanying the government's steps in realizing the world's maritime axis and for the realization of a world class navy requires a high budget for upgrading defense equipment and developing human resource capabilities and increasing welfare. human resources or navy soldiers. english education and training at disdikal. english language training at disdikal is a form of realizing the development of indonesian navy human resources. english training is held every year on an ongoing basis for military personnel and civil servants from different units under the indonesian navy. the type of english training depends on the needs of the indonesian navy at different times. the trainings that will be held from 2019 to 2022 are the toefl english training, public speaking english training and elementary level english training. toefl english training is held to prepare indonesian navy personnel, especially officers who will take postgraduate, ph.d., specialization, development and sesko (staff and command college) education abroad. meanwhile, english public speaking training is held to prepare indonesian navy personnel to participate in international events such as seminars, workshops, meetings and assignments abroad. elementary level english training and education is intended for navy personnel who want to learn english starting from the basics as well as those who want to learn to a higher level such as intermediate. the number of training participants for each type of training is 24 people. the teachers come from disdikal itself and outside disdikal institutions such as the center for language education of the ministry of defense of the republic of indonesia education service, indonesian navy (disdikal) disdikal is a research center that organizes english language education and training. based on the regulation of the chief of staff of the navy (2010) states that disdikal is the central executive institution of the navy which is directly under the chief of staff of the indonesian navy (kasal). its task is carrying out educational function development which includes needs analysis, educational planning, educational development and education organizer as well as supervision, control and evaluation. the composition of disdikal officials in general consists of the head of the naval education services, secretary of the naval education services, head of the planning section, sub head of the operational education, sub head of the educational development, sub head of education curriculum, sub head of education control, and sub head of education quality. evaluation model used this study uses the cippo evaluation model (context, input, process, and product, outcome). the results of the evaluation can be used as a reference in implementing the next english language education and training program. international journal of human capital management, vol. 7 (1), june 2023 111 | p a g e methodology this evaluation study uses a qualitative approach with a descriptive method. data collection techniques using questionnaires, interviews, observation, focus group discussions and documentation. the questionnaire method is used to evaluate the context, input, process, product and outcome of the training. questionnaires were given to 53 former english training participants, 6 organizing staff, 6 teachers, 20 supervisors of former english training participants from 2019 to 2022. interviews were also conducted with 13 former training participants, 6 organizing staff and 6 teachers. the research took place at disdikal, mabesal, cilangkap, east jakarta. observations were made by observing, recording and searching for supporting documents for program activities. documentation methods for collecting documents or data archives which include manuals/instructions, minutes, scientific papers and photos of activities. data analysis used descriptive statistical analysis and miles and huberman's analysis which included data collection, data reduction, data presentation and conclusion drawing or verification. the evaluation method used in this study uses a modification of the kirkpatrik model, as follows. cippo model context context evaluation aims to evaluate a program as a whole starting from needs, problems, assets, opportunities, conditions and relevant contextual dynamics, program objectives, as well as identifying strengths, weaknesses, diagnosing problems, and providing appropriate solutions to problems that arise when program implementation. at the context stage of the english education and training program, the focus of the discussion is gathering information related to th e needs, problems and objectives of the english education and training program. input input evaluation to find out program planning including readiness and planning for english language training by compiling an activity plan based on the indonesian navy's educational plan so that educational goals can be achieved according to standards. with related institutions such as navy personnel services and navy security staff, disdikal works together to have the training participants. disdikal as the education and training organizer also prepares the budget, educational curriculum, teaching staff, program administration staff, instruction packages or teaching materials, and training facilities. process process evaluation with regard to program implementation aims to detect whether the procedures and implementation of the english education and training program are in accordance with the program plan, whether the teaching methods that are being applied are appropriate with the education and training and are of good quality, whether there are any obstacles during program implementation. in order to obtain information about the implementation of the training, the organizers document the activities, assess and report the implementation of the education and training. product product evaluation is an activity to identify and assess the success of the education and training program; the obstacles encountered during the implementation of the education and international journal of human capital management, vol. 7 (1), june 2023 112 | p a g e training program; whether the achievement of the education and training program is quite significant and comparable to the budget spent; how the development of human resources is in accordance with the standards set in the program planning and whether this training program can be used again for the next program or needs to be improved. outcome evaluation of outcome aims to provide information about the impact achieved from a program or activity compared to the expected results. evaluation of outcome aims to determine the results of the hr development program for organizational improvement. after completing the training program, the skills of former training participants are expected to be used for organizational progress and to improve their performance in the organization. results and discussion the results of the evaluation of the english language education and training program at disdikal for the indonesian navy were carried out through interviews, observation, documentation, focus group discussions and cippo model questionnaires (context, input, process, product and outcome) with respondents 53 former training participants, 6 organizer staff and 6 teachers. the results of the questionnaire show: (1) the evaluation of the training context shows an average questionnaire of 3.81. it means that the implementation of english language education and training at disdikal is in accordance with the objectives, education plans, training activity plans; (2) the training input evaluation shows an average questionnaire of 3.59. it describes that the implementation of english language education and training in general has satisfactory input with the certain aspects to be concerned such us the proposals for training participants are not fully based on offers, the basic abilities of training participants are still heterogeneous, some participants attend training because of the orders from superiors. the number of training support staff is still lacking, mess facilities are not optimal and the education and training budget needs to be increased; (3) the evaluation of the education and training process shows an average questionnaire of 3.82. it describes that the process of organizing english language education and training in general can be carried out well with the concern on the role of leaders, organizers, support staff, and the education and training environment should be improved; (4) evaluation of education and training products shows an average questionnaire of 3.96. it means that the process of organizing english education and training is very beneficial for institutions as well as individuals because it can increase selfconfidence and english language skills, and (5) the evaluation of education and training outcomes shows an average questionnaire score of 3.95. it shows that the implementation of english language training is very helpful for the indonesia navy to have the participants who will study, be assigned abroad and take part in international events. the results of the evaluation of the english language training can be seen in the following chart. international journal of human capital management, vol. 7 (1), june 2023 113 | p a g e conclusion the results of the cippo evaluation show that the implementation of english language training at disdikal is in accordance with the objectives, education plans, and training activity plans. the objectives of the education and training can be achieved by the large number of former english training participants attending schools abroad such as officer advanced education, command staff college and national resilience institute as well as the peace missions assignments in conflict countries. other activities such as seminars, workshops, joint exercises with friendly countries can also be attended by former english training participants. in general, the implementation of english language education and training has satisfactory inputs. sev eral things need to be improved namely the candidates for training participants should have the english language skills according to the level of education and training. the number of training support staff must be increased. the mess and library facilities need to be improved. the research can run smoothly with some limitations, for some interviews and questionnaires cannot be carried out directly but by using via email and whatsapp. it is expected that the results of this research can be used as input for the implementation of english language training at disdikal and other institutions in the indonesian navy which organize similar training. in addition, the english language training will continue to be established to improve the english language skills of indonesian navy personnel to become the world class navy and the education and training can be operated in the separate institutions that focus on education and training. as a result, the organizers, teachers and the learning environment are really not disturbed by offices’ activities. references a. muryadi. (2007). model evaluasi program dalam penelitian evaluasi (jurnal ilmiah penjas, vol 3, no 1, january 2007) page 1, 9-10, issn: 2442-3874. d.l. stufflebeam. (2014). systematic evaluation, a self-instructional guide to theory and practice, e-isbn-13:978-94-009-5656-8, doi: 10.1007/978-94-009-5656-8. 3.81 3.59 3.82 3,96 3,95 context input process product outcome cippo result likert scale (1-5) international journal of human capital management, vol. 7 (1), june 2023 114 | p a g e d.l. kirkpatrick and james. (2007). implementing the four levels, a practical guide for effective evaluation of training programs. isbn 978-1-57675-454-2, pdf ebook isbn 978-157675-532-7,2007-1. dalam http://www.ct.gov/ctdn/lib/ctdn/ttt_14_ m5handouts2.pdf. e. susan. (2019), manajemen sumber daya manusia, volume 9, no. 2, p-issn: 2407-8107, eissn: 2685-4538, https://jurnal.iain-bone.ac.id/index.php/adara/article/view/429/354. prasojo lantip, mukminin amirul, mahmudah f. (2017). manajemen strategi human capital dalam pendidikan.yogyakarta: isbn 978-602-5566-02-8. peraturan kepala staf angkatan laut, buku petunjuk pelaksanaan penyusunan pokok pokok organisasi dan prosedur serta organisasi dan prosedur di lingkungan tni angkatan laut (pum-1.100, 2010). salim. (2015). a pathway to indonesia’s maritime future: the role of maritime policy, doc trine and strategy, soundings, commonwealth of australia. july 2015, issue no 5 page 6-7. s. arikunto. (2012). evaluasi program pendidikan. (resume, january 14, 2012) page 1-2. dalam http://anannur. blogspot.co.id/2012/01/evaluasi-program-pendidikan-prof dr.html?m=1. sondang. (2018). manajemen sumber daya manusia. jakarta: pt bumi aksara. isbn 979-526100-2. y. p. darono. (2017). tni angkatan laut sebagai world class navy pada strategi pertahanan indonesia dalam mewujudkan poros maritim dunia. edisi jurnal no.2 tahun ke-41 departemen hubungan internasional, fakultas ilmu sosial dan politik, universitas airlangga. (gema keadilan, majalah pemikiran umum dan sosial, 2017), issn: 0852-0011. international journal of human capital management, vol. 6 (2), december 2022 95 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 6, no. 2, december 2022, p 95-106 correlation of human capital and employees satisfaction of hotel employees’ helen grace cañete-legorio university of southeastern philippines email: helengrace.legorio@usep.edu.ph abstract the purpose of this quantitative research was to determine the correlation of human capital in relation to employees’ satisfaction, a survey questionnaire was administered to different hotels in davao region with 400 hotel employees, results show that human capital shows a significant relationship with employees’ satisfaction, variable on human capital have a direct significant effect on employees’ satisfaction. keywords: business administration, employees’ satisfaction, human capital, philippines received: 30 september 2022 accepted: 13 december 2022 publish: december 2022 how to cite: legorio, h.g.c. (2022). correlation of human capital and employees satisfaction of hotel employees’. international journal of human capital management, 6 (2), 95-106. https://doi.org/10.21009/ijhcm.06.02.8 introduction a satisfied employee is an important ingredient for successful businesses. employee satisfaction has a big effect on business turn-over. since human capital is given more emphasis on technological industries, and the hotel industry is not exempted. opportunities in hotels are facing assets based on intelligence (rudez & mihalic, 2007). zopiatis, constanti, and theocharous (2014) speculated that low employee satisfaction caused by lack of opportunity could have damaging effects on the organization. satisfied employees make business organizations solid, responsive and flexible. lin, kain, and frits (2013) address employees’ pressure on hotel industries to be more intense than those in other service industries. business managers understand the employee’s capabilities. however, there are instances that employees’ satisfaction was not properly addressed which causes high employee turnover rates which have been one of the main concerns within the hotel industry (tavitiyaman, qiu zhang & qu, 2012). http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 6 (2), december 2022 96 | p a g e high levels of proficiency are becoming more widely understood by individuals, groups, and nations as being necessary for security and success in the future. one of the essential parts of intellectual capital is human capital, which is a vital resource in many fields. employees who believe they are putting in more effort than others at work but are not receiving fair treatment or compensation are likely to view their jobs negatively (akinbobola, 2011) . observances on employees’ satisfaction in the workplace is considered a major priority for every employer. when hotel workers feel uncomfortable with the atmosphere in the workplace, workers’ tend to radiate in the environment thus this will have an impact in workers professional attitudes and working performances, and this would greatly affect also the organizational satisfaction and loyalty of every customer (lin & tseng, 2013). study of octavia and lubis (2017) allegedly identifies the worldwide crisis in the hotel industry labor and skill shortage (ashton, 2018). human capital, represents the individual capacity of an organization signified by its employees (bontis, 2001; bontis & fitz-enz, 2002). employees perform human capital through their competence, attitude and intellectual agility. knowledge and skills are some of the competence, and the employees’ work components cover behavioural attitude. knowledge and wittiness make an individual innovate the practices and think of clarifications to the issues and challenges faced (engström, westnes & furdal westnes, 2003). the important purpose of an organization is satisfaction, this satisfaction radiates in organizations to financial growth, employees contentedness, and satisfied customer that completely affect the organization (haider, aamir, hamid & hashim, 2015). this study adds to and fills in gaps in the existing body of knowledge that addresses employee’s satisfaction in the hotel industry. this research is an extension of the study conducted by becker, murphy, and spenkuch (2016) which focus on fun in the workplace, work engagement, constituent attachment and turnover among newly-hired workers, and the study conducted by sharabati et al. (2010). this study was conducted upon the recommendation of the study of sharabati et al. (2010) that some organizations identify the intelligence among employees who have the capacity and capability as focal persons. all employees in an organization are included in the management plan in accordance with the organization’s strategic goals. guthrie, petty, and ricceri (2006) recommend further that the study should focus on determining if there are changes in attitude and values toward satisfaction in the workplace when an employee is advanced to management. study of mizuuchi (2012) did not investigate relationships with satisfied employees. thus this study will find the effect of employees’ satisfaction. the researcher decided to conduct the study dealing with the three variables as a concept of employee’s satisfaction. there were no studies conducted yet on the link of variables. this study makes it unique for it is hoping to produce a model for employee satisfaction specifically for the hotel employees’ making this study a meaningful contribution to new knowledge. the main focus of the study was to investigate the correlation of employees’ satisfaction. specifically, the research study seeks to attain the following objectives and hypothesis. reflected hypothesis was the result of the study conducted by akinbobola (2011) states human capital involvement creates positive satisfaction. 1. to assess the level of human capital in terms of the following indicators: 1.1 learning and education; 1.2 experience and expertise; and 1.3 innovation and creation. 2. to establish the level of employees’ satisfaction as perceived by the respondents in terms of the following indicators: 2.1 leadership; 2.2 motivation; 2.3 rewards; 2.4 expectations; 2.5 job organization; and international journal of human capital management, vol. 6 (2), december 2022 97 | p a g e 2.6 work environment. 2.7 to determine the significant relationship between the following human capital and employees’ satisfaction; hypotheses will be tested at 0.05 level of significance is: there is no significant relationship between the human capital of hotel employees’ satisfaction davao region the study is anchored on the link between human capital (sharabati et al., 2010) and employee satisfaction (bontis, 2001). employee’s satisfaction is increased when the feeling of belongingness of employees within the organization is respected, and employees are given challenges to fulfill themselves (osman et al. 2015) employee’s satisfaction in the hotel industry in asian countries are derived from organizational value while structure is more in western. theoretical benefits of job satisfaction are transparent in human capital theories suggest several platforms in which employee satisfaction will be enhanced and the link between human capital (sharabati et al., 2010) and employee’s satisfaction (salanova & kirmanen, 2010). the idea to formulate comes from theodore schultz in early 1990, the way that investing in education as part of human capital brings advantages to a person (afiouni, 2013). the focus of human capital in the organization is to produce an interpretation that tangible resources are less important compared to the intangible ones, specifically human resources (kulvisaechana, 2006; odhong, were & omolo, 2014). the behavioural component of the employee consists of work skills and education and attitude (lee & way, 2010). the first indicator in human capital is learning and education. studies from different parts of the world investigate the impact of educational attainment as a positive contribution to the general economy’s output. some bigger studies concluded contrasting, inconsistent and debatable results (pritchett, 2001). studies that investigate relevant problem which has revealed a reliably constructive connection between the workplace learning and their labor productivity and earnings (trostel, walker & woolley, 2002; patrinos & psacharopoulos, 2002). experience and expertise is the second indicator for human capital which is defined as personally encountered from the personal involvement of the individual. capitalizing in people’s skills, experience and expertise are important in the service industry to be responsible for supporting the business growth. this support usually supports the organization’s intelligence to predict the opportunities and expertise to improve the effectiveness and efficiently of a business (alvarez & busenitz 2001). the third indicator in human capital is innovation and creation which differs from product innovation in important ways, for this is a labor-intensive, interactive services and actual providers to the customer experience. study of innovation in the hotel industry is a crucial issue, little is known about the determinants of change in this sector, as most innovation research has focused on manufacturing firms or knowledge-intensive services (kamukama, ahiauzu & ntayi, 2010). employees' satisfaction is increased when the feeling of belongingness of employees within the organization is respected, and employees are given challenges to fulfill themselves (osman, ing, adis, razli, majid & bujang, 2015). to improve unsatisfied employees is a big challenge in every organization buckingham (2010). this serves as a challenge to the organizational leader to identify the different considerations that will uplift the employee’s satisfaction as well as employee’s expectations that they will receive from the organization skaff 2012). the study of rigg, day and adler (2013) was supported by gursoy, chi, and karadag (2013) when it was revealed that employee’s satisfaction is vital in the service industry which includes hotel’s due to the nature of work in an organization. this was also reinforced that the nature of service is the complementation of production and consumption and service process needs to be of standard (kusluvan, kusluvan, ilhan, & buyruk, 2010). the study is anchored on the human capital theory (sharabati et al., 2010) and employees satisfaction theory (bontis, 2001). also the theoretical benefits of job satisfaction in human capital theories (becker & gerhart, 1996; likert, 1961; mcgregor, 1960; pfeffer & villeneuve, 1994) were also considered. international journal of human capital management, vol. 6 (2), december 2022 98 | p a g e methodology this study utilized primary research design employing a quantitative research method. it looks at issues that have to do with the human capital of employees in relation to employees’ satisfaction and how they react to different satisfaction given by hotel managers and supervisors. descriptive research gives an exact picture of the status or characteristics of a situation or phenomena and it focuses on describing the variables that exist in a given situation (johnson & christensen, 2008). in correlation research, this determines the strength of a relationship between variables and how well the two variables are correlated. on the other hand, the study is descriptive because the data is presented in quantitative descriptions on different levels of employees’ satisfaction. in the same manner, it is correlational because the independent variable on human capital is linked with the dependent variable “employees’ satisfaction”. this quantitative descriptive research study is appropriate to identify the correlation of the variable of human capital and employees’ satisfaction in davao region. descriptive-correlation defined by detroyer et al., (2014) as the standard procedures applied in studies to meet its objectives, the description of phenomena in contrast, to determine what caused them and their value and significance. it also implies a purposive process of gathering, analysing, classifying and tabulating data. this study was made in the different areas of davao region from october to december 2017 star-rated accommodation establishments identified hotels and resorts in region xi. the region is called southern mindanao region in the philippines, located in region xi. it is further located, at the southeastern part of mindanao, having five provinces namely: compostela valley, davao del norte, davao del sur, davao oriental and the newly created province, davao occidental. the researcher chose davao region as a focus of the study since the region is the fastest growing region in the country and one of the largest cities in the world in terms of land area. respondents of this study were the hotel employees in the davao region. the researcher adopted and modified a survey questionnaire to fit for the study. a pilot testing was done to test the survey questionnaires. reliability tests using the cronbach alpha and expert validity tests were conducted to ensure the consistency and accuracy of each measure of the questionnaire. survey questionnaires were administered in different areas region xl. result and discussion the level of human capital of employees was measured through an adopted survey questionnaire with the following indicators: learning and education, experience and expertise and innovation and creation as shown in table 1. it shows that among the indicators, experience and expertise got the lowest mean of 3.88 followed by the second indicator on learning and education with a mean of 3.90. among the three indicators, innovation and creation received the highest mean of 3.91. there were slight differences between the results of the three observed indicators with an overall descriptive level of high reveals that the level of human capital is oftentimes manifested. table 1 level of human capital indicator sd mean descriptive level innovation and creation 0.62 3.91 high learning and education 0.63 3.90 high https://en.wikipedia.org/wiki/regions_of_the_philippines https://en.wikipedia.org/wiki/philippines https://en.wikipedia.org/wiki/mindanao https://en.wikipedia.org/wiki/provinces_of_the_philippines https://en.wikipedia.org/wiki/compostela_valley https://en.wikipedia.org/wiki/compostela_valley https://en.wikipedia.org/wiki/davao_del_norte https://en.wikipedia.org/wiki/davao_del_sur https://en.wikipedia.org/wiki/davao_oriental https://en.wikipedia.org/wiki/davao_occidental https://en.wikipedia.org/wiki/davao_occidental international journal of human capital management, vol. 6 (2), december 2022 99 | p a g e experience and expertise 0.60 3.88 high overall 0.58 3.90 high also discloses the results of an overall mean of 3.90 with a high descriptive level, this further indicates that the extent of human capital in relation to hotel employees’ satisfaction is oftentimes manifested. presented in table 4 is the level of employees’ satisfaction. this table presented six indicators observed in the study as far as the level of employees’ satisfaction is concerned. among the six indicators, the highest indicator reveals motivation with the highest mean of 3.96. three observed indicators show the same mean of 3.86, these are the indicators of leadership, expectations and job organization. the second lowest mean is the indicator of the work environment that reveals the second lowest mean of 3.84, the indicator on rewards reveals the lowest mean of 3.79; however, this indicator still shows a high descriptive level which manifests that the extent of hotel employees’ satisfaction is oftentimes manifested. every indicator in the level of hotel employees’ satisfaction shows an individual descriptive level of high, thus this manifests that the level of hotel employees’ satisfaction is oftentimes manifested. an overall mean for the level of employees’ satisfaction reveals an overall mean of 3.86, this result tells that the level of hotel employees’ satisfaction is oftentimes manifested also reveals a high descriptive level. table 2 level of employees’ satisfaction indicator sd mean descriptive level motivation 0.71 3.96 high leadership 0.61 3.86 high expectations 0.73 3.86 high job organization 0.74 3.86 high work environment 0.70 3.84 high rewards 0.73 3.79 high overall 0.65 3.86 high significance on the relationship between human capital with employee satisfaction exhibited in table 5 is the correlations employees’ satisfaction between human capital, structural capital and relational capital. the data revealed the correlation between human capital and employee’s satisfaction and shows an overall correlation of r= 0.795 and the p-value of is less than 0.05. this expresses that the null hypothesis table 3 significance on the relationship between human with employee satisfaction independent variables employees’ satisfaction leadership motivatio n rewar ds expect ations job organi zation work enviro nment overal l international journal of human capital management, vol. 6 (2), december 2022 100 | p a g e human capital .792* .000 .777* .000 .692* .000 .712* .000 .755* .000 .706* .000 .795* .000 learning and education .740* .000 .718* .000 .616* .000 .652* .000 .681* .000 .657* .000 .728* .000 experience and expertise .719* .000 .731* .000 .649* .000 .671* .000 .717* .000 .652* .000 .742* .000 innovation and creation .764* .000 .733* .000 .679* .000 .676* .000 .720* .000 .673* .000 .761* .000 is rejected. the results of the correlation between measures clearly show that null hypothesis observed that there is no significant relationship between human capital is hereby rejected thus this shows that there is a significant relationship between the human capital of hotel employees’ satisfaction davao region. multiple regression analysis of the influence of human capital on employees’ satisfaction featured in table 6 is the stepwise regression analysis of the influence of human capital on employees’ satisfaction. its purpose is to show significant predictors of hotel employees’ satisfaction. the results reveal that human capital was found to be significant predictors of hotel employees’ satisfaction. particularly, human capital shows to have the positive standardized beta and have the highly significant influence on hotel employees’ satisfaction with p-value <0.000. this shows when hotel employees’ satisfaction was regressed on human capital it table 4 multiple regression analysis of the influence of human capital, structural capital and relational capital on employees’ satisfaction employees’ satisfaction (indicators) t sig. (constant) .159 1.279 .20 2 human capital .230 .204 3.045 .00 2 r .840 r2 .706 f 16.667 p .000 generated an r2 of 0.706. the anova value of this regression is 70.60 significant at 0.000. it can be stated therefore that the combination of the three independent variables significantly international journal of human capital management, vol. 6 (2), december 2022 101 | p a g e influenced the hotel employees’ satisfaction. the r2 of 0.706 indicates that 70.4% of the variance in hotel employees’ satisfaction is attributed to human capital. this means that 29.4% of the variation in hotel employees’ satisfaction with other variables is not covered in this study. discussion the highest indicator in the human capital is innovation and creation. respondents strongly believe that innovation and creation, employers creativity, coming up with new ideas, and bringing new knowledge into the company is very important. included are: employees' keen voice, coming up with new ideas, their knowledge to the organization, and innovation to policies and programs. this results supported (berry, shankar, parish, cadwallader & dotzel, 2006; chen, zhu & yuan xie, 2004; kamukama, ahiauzu & ntayi, 2010) that these competence are necessary to the organization’s renewal to their innovation and strategy and also agrees as it reveals that these competence are necessary to the organization’s renewal to their innovation and strategy. sadly, alvarez and busenitz (2001) and bontis and fitz-enz (2002) notice that organization’s intelligence is needed to predict the opportunities and expertise to improve the effectiveness and efficiently of a business and the blending of competence, attitude, and creativity of an employee is a factors to be considered. motivation was the highest among all indicators. these results agree with the study of agler (2013); and saari and judge (2004) and that employee satisfaction results in more productivity and thereby contributes to an organization’s success. motivated employees are important to the achievement of any organization. motivating and keeping employee’s motivation is an integral part of human resources and management within organizations is supported by katz and kahn,1990; latham, 2012; komin, 1990; and xanthopoulou, bakker, demerouti, & schaufeli, 2009 as they harmonize motivation and job satisfaction of employees who happen to differ from every organization that influences the values. motivated employees exert quality performance that radiates to their colleagues to be more motivated to work and motivational concept on work engagement should promote optimistic ambiance that radiates to employees to be positive on their jobs. he also identified physical, cognitive and emotional tasks as the three job channels that are characterized by personal engagement behaviors as an important factor in motivation. the test of the relationship between variables reveals a significant relationship between human capital and employees’ satisfaction which leads to rejecting the null hypothesis of the study. this implies that human capital is associated with employees’ satisfaction. further, it implies that employees’ satisfaction has something to do with human capital. the overall result of the human capital of hotel employees in region xl is significantly correlated with employees’ satisfaction. in a singular state, indicators such as leadership, motivation, rewards, expectations, job organization and work environment are correlated to human capital. the result supports the study of lee and way (2010) who averred that competence comprises skills and education, while attitude covers the behavioral component of the employees’ work. on the other hand, these results contradict the study of kulvisaechana (2006) as cited in odhong et al. (2014) that human capital in organization produces an interpretation that tangible resources are less important compared to the intangible ones, specifically human resources. but this is consistent with the study of strasdas et al. (2007) and kozic (2012) that correlation between employees’ training and employees’ commitment in the hospitality industry is positive, which ultimately leads to providing customers with high-quality service. every time an employee leaves the organization, he/she takes with him valuable knowledge about the company and the customers, which he often takes to competitors. international journal of human capital management, vol. 6 (2), december 2022 102 | p a g e correlation analysis showed that there was a significant and positive relationship between human capital and employees’ satisfaction as reflected. this means that the higher the level of human capital, the higher is employees’ satisfaction which connotes that the null hypothesis is rejected. this conveys further that learning and education, experience and expertise and innovation and creation are associated with employees’ satisfaction. these results are congruent to the study of odhong et al. (2014) who asserted that in addition to academic qualification, graduates need to possess teamwork skills, good communication skills and the ability to appreciate others’ perspective to be more proficient. the study of lee and way (2010) also agrees that competence comprises skills and education, while attitude covers the behavioral component of the employees’ work. these results concur with the study of seleim et al. (2007) and barney et al. (2001) regarding organizational learning of employees in an organization, the resource-based view of the firm also concur with the study kraaijenbrink et al. (2010). the result of the study of crook et al. (2011) reveals that more recently the knowledge-based is viewed to the firm. hotel industry can innovate by offering the new benefit that revolutionizes employee’s access. innovations and creations create markets on new delivery of benefits and offer controllable convenience. with flexible solutions, employees can enjoy the benefits at any time and place (berry et al., 2006). moreover, this conveys further that learning and education, experience and expertise and innovation and creation will affect the correlations to employees’ satisfaction (da costa mendes et al., 2010). this conveys further that learning and education, experience and expertise and innovation and creation are associated with employees' satisfaction. these results are congruent to the study of odhong et al. (2014) who asserted that in addition to academic qualification, graduates need to possess teamwork skills, good communication skills and the ability to appreciate others’ perspective to be more proficient. reed et al. (2012) said that consumer interaction translates to relational capital when a firm uses it along with its own interaction with its customers. one of the most important purposes of this study is the regression analysis determining the influence of human capital on employees’ satisfaction. the results show that the human capital is a significant influence on employees’ satisfaction. the result is significant; hence the null hypothesis of no significant influence is rejected. this supports the study of osman et al. (2015) that employees' satisfaction is increased when the feeling of belongingness of employees within the organization is respected and employees are given challenges to fulfill themselves. the argument of bontis et al. (2015) in their study that simply considering human capital indicators is not the key to better performance since organizations do not own the employees though employees are vital assets of an organization, this results were evident in this study since human capital indicators learning and education and experience and expertise is reflected in the result. this also supports to the study of ballout (2007) as they agree on the encouragement satisfaction of employee’s organization in the form of rewards such as better pay, better job security as a form of addition compensation that is considered as a magnitude in human capital the result is congruent to the study of chang and lee (2007) that behaviors are positively related to employees' satisfaction; positive management leadership behavior led employees to be more productive and satisfied across three dimensions: intellectually, physically, and environmentally. by contrast, negative management leadership behavior will generate negative consequences. similarly, the result also concur with the study of edmans (2012) as they agree on the composition of intellectual capital which is the human capital that is one of the contributors to employee’s satisfaction. he further expresses that an organizational employee needs to perform on behalf of international journal of human capital management, vol. 6 (2), december 2022 103 | p a g e the organization to achieve satisfaction and an unhealthy working relationship on human capital diminishes employee’s involvement and satisfaction which may eventually lead to low employee satisfaction. conclusion with considerations on the results of the study, conclusions are drawn in this section. the findings of this study unambiguously confirm in finding out the best predictors of employee’s satisfaction. first, the findings revealed that in terms of the employee’s satisfaction, of the three dimensions, human capital got the same highest total means. therefore, it can be concluded that the human capital has an impact on the organization’s employees’ satisfaction. in terms of the employees’ satisfaction, among the dimensions observed motivation obtained the highest level mean score. it implies that the employees’ enjoyment and being satisfied in the workplace plays a very important role in the organization. the results on the test of the null hypothesis stating that there is no significant relationship between human capital was rejected. thus, human capital has an effect on the employees’ satisfaction. the null hypothesis stating that human capital does not influence perceived employees’ satisfaction was rejected. in the theory adopted in this study, the results conforms to the study made by the sharabati et al., 2010 on human capital, structural capital, relational capital and employees satisfaction (bontis, 2001) as conveys in the results of the study employees’ satisfaction when organization gives support to employees. references afiouni, f. 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(2014). job involvement, commitment, satisfaction and turnover: evidence from hotel employees in cyprus. tourism management, 41, 129-140. international journal of human capitalmanagement e-issn 2580-9164 vol. 1, no.2 , december 2017, p 27-36 available online at http://journal.unj.ac.id/unj/index.php/ijhcm 27 copyright © 2017, pps unj publisher impact of transformational leadership, personality and job involvement to organizational citizenship behavior niningdwirosanti ministry of education and culture republic of indonesia ndrosanti@gmail.com abstract the purpose of this study examines the impact of transformational leadership, personality, job involvement to organizational citizenship behavior (ocb) structural officials directorate general of teachers and education personnel of the ministry of education and culture. the research used quantitative method with survey approach. research sample of 123 structural officials of echelon 4 are taken at random. collecting data using questionnaires and data analyzed using path analysis. the results showed: transformational leadership had a direct positive and significant effect on ocb; personality had a direct positive and significanton ocb; and job involvement has a direct positive and significant effect on ocb; transformational leadership has a direct positive and significant impact on job involvement; personality has a direct positive and significant effect on job involvement; transformational leadership has a direct positive and significant effect on the personality. thus, in order to increase ocb to structural officials in the directorate general of teachers and education personnel environment, transformational leadership, personality, and job involvement need to be improved. keywords: transformational leadership, personality, job involvement, organizational citizenship behavior. one of the most decisive things for organizations lies in the organizational citizenship behavior (ocb) of its members. ocb is the willingness of members of an organization to act outside its formal role for the progress of the organization, successfully exceeding the targets or standards set by the organization. high ocb is demonstrated through behavior in the form of altruism, consciousness, sportsmanship, courtesy, and civic virtue. thus, behaviors that reflect ocb may secure the organization, move forward the organization, and create a quality work life that is conducive to every member of the organization. leadershipbehaviors are needed by an organization to develop its organization optimally. especially for public organizations such as government which its excellent services are the priority to the community, ocb is very important and needed. it also occurs in the directorate general of teachers and education personnel ministry of education and culture republic of indonesia. as a work unit of the government under the auspices of ministry of education and culture, the directorate general of of teachers and education personnel also provides public services to the public, especially those related to the development and empowerment of teachers and education personnel. that is, the role of directorate general of teachers and education personnel is very strategic in an effort to prepare superior and qualified teachers and education personnel. the results of a survey conducted by the secretariat of the directorate general of teachers and education personnel with three heads of department leaders indicate that the structural officials at the head section of the section (echelon iv) generally these officials work by using the assigned function task without thinking how to give the best to their organization. not a few officials who work less care of the principle of prudence, lack of helpful attitude, less sporty in facing the problem, and less prudent in making decisions related to his work. this reflects the limited organizational citizenship behavior (ocb) of the directorate general of teachers and education personnel which is interesting to be studied, especially through the perspective of transformational leadership, personality, and job involvement. mailto:ndrosanti@gmail.com internationaljournal of humancapitalmanagement, vol. 1 (2), december 2017 28 based on the background of the problem, problem identification are: (1) does transformational leadership have direct influence on ocb officials? (2) does personality have direct influence on ocb officials? (3) does job involvement have direct influence on ocb officials? (4) does personality have direct influence on the job involvement officials?\ 1. research methods this research uses quantitative approach or positivistic paradigm. quantitative research is related to survey techniques, such as questionnaire distribution, experimentation, structured observation, statistical analysis. themethod is a survey method, research aimed at assessing large and small populations by selecting and reviewing selected samples from the population to find the incidence, distribution, and relative interrelations of the variables. specifically, surveys are used to study attitudes, beliefs, values, demographics, behavior, opinions, habits, desires, ideas and other types of information. from the data, the facts or the information can then be conditioned of each variable that researched allowing to know the correlations of one variable to another variable, which in the context of this study is the impact of transformational leadership, personality, and job involvement as exogenous variables and ocb as endogenous variables. this research used questionnaire distribution method of collecting data, includes data of: transformational leadership, personality, job involvement, and ocb collected through questionnaire distribution. questionnaires are designed using likert scale and rating scale. on this scale the proposed statements are supplemented with five alternative answers and their weightings for each alternative. 2. research results based on the results of data processing using spss data obtained are as follows: table 4.12summary of path coefficient and test t line coefficient tcount ttabel =0,05 py1 0,383 5,772* 1,980 py2 0,232 3,142* 1,980 py3 0,349 5,003* 1,980 p21 0,526 6,800* 1,980 p31 0,174 2,044* 1,980 p32 0,493 5,791* 1,980 information: * significant path coefficient (p <0.05) based on the above table we get the following equation: 1) y = 0.383 * x1 + 0.232 * x2 + 0.349 * x3 thit = 5,724 3,116 4,962 2) x3 = 0.174 * x1 + 0.493 * x2 + e thit = 2,035 5,767 3) x2 = 0.526 * x1 thit = 6,800 a. the impactof transformational leadership to ocb the result of path calculation of coefficient direct influence of transformational leadership to ocb (py1) = 0,383. while the coefficient of indirect path of 0.2732 with the total influence is 0.6562. a positive path coefficient is obtained, indicating that the effect is directly proportional, in the sense that effective transformational leadership will increase ocb. the tcount value obtained is 5.772, while the ttable value for dk = 120 at  = 0.05 is 1.980. tcount value>ttable, so ho is rejected internationaljournal of humancapitalmanagement, vol. 1 (2), december 2017 29 and h1 accepted. this means that transformational leadership has a direct positive and significant effect on ocb. b. personality influence to ocb from the path calculation of coefficient between the influence of personality to ocb (py2) got the value of 0.232. while the indirect line coefficient is 0.172 so the total coefficient of path is 0.404. the positive-valued path coefficient indicates that the improvement of the positive-pointed personality indicates that personality improvement will lead to an increase in ocb. while the value of tcount obtained is 3.142, while the ttable value for dk = 74 at  = 0.05 of 1.980. thitung value>ttable, so ho is rejected and h1 accepted. this means that personality is directly positive and significant to ocb. c. job involvement to ocb the direct path coefficient of job involvement to ocb (py3) is 0.349. the path coefficient has a positive value which indicates that if job involvement is improved it will be followed by an increase in ocb. the tcount value obtained is 5,003 and ttable value for dk = 120 at  = 0,05 is 1,980. the value of tcount>ttable indicates that ho is rejected and h1 is accepted. this means that job involvement has a direct positive and significant impact on ocb. d. the influence of transformational leadership to job involvement. the path coefficient of the calculation shows the direct influence of transformational leadership with job involvement (p31) = 0.174. the indirect path coefficient is: 0.174 with the total coefficient of the path is: 0.433. the acquisition of a positive path coefficient signifies that when the transformational leadership is improved it will be followed by the increasing of job involvement. the tcount obtained is 2.044, and the ttable value for dk = 120 at  = 0.05 is 1.980. thitung value>ttable, so ho is rejected and h1 accepted. this implies that transformational leadership has a direct positive effect and a significant effect on job involvement. e. the influence of personality tojob involvement from result of calculation of path coefficient of personality influence to job involvement (p32) got value equal to 0,493. a positive value coefficient indicates that when the dimensions of the personality are applied it will have an impact on increasing employment engagement. the value of tcount obtained is 5,791, whereas ttable value for dk = 120 at  = 0,05 equal to 1,980. thitung value>ttable, so ho is rejected and h1 accepted. this means that personality has a direct positive and significant effect tojob involvement. f. the influence of transformational leadership to personality the path coefficient of direct influence of transformational leadership to personality (p21) is 0,526. the path coefficient is positive, indicating that the improvement of transformational leadership will be followed by an improvement in personality. while tcount value obtained is 6,800 and ttable value for dk = 120 at  = 0,05 is 1,980. the value of tcount>ttable indicates that ho is rejected and h1 is accepted. this means that transformational leadership has a direct positive and highly significant effect to personality. path coefficient and t arithmetic can then be seen in the following path diagram. internationaljournal of humancapitalmanagement, vol. 1 (2), december 2017 30 figure 4.5path coefficient and tcount the influence of transformational leadership, personality and job involvement to ocb in addition to the direct influence of transformational leadership variables, personality, job involvement to ocb there is also an indirect influence of the transformational leadership of ocb. these indirect effects can be seen in the table below: table 4.13indirect influence and total influence indirect influence direct influence total influence x1 0 0.383 0.656 x1 melalui x3 0.174*0.349 = 0.060726 x1 melalui x2 0.526*0.232 = 0.122 x1 melalui x2 dan x3 0.526*0.493*0.349 = 0.0905 the table above describe indirect influence x1 to y through x3 is equal to 0.06, whereas the indirect effect of x1 through x2 is equal to 0.122, and the indirect effect of x1 through x2 and x3 is 0.090 so that the indirect effect of 0.273, when summed with the influence direct which amounted to 0.383 then the effect of total x1 to y is equal to 0.656 this shows that the leadership transformational give a significant influence on ocb officials echelon iv directorate general teachers and education personnel ministry of education and culture. from the calculation of lisrel also obtained the probability value of chi square and rmsea to test the accuracy of the model. the value of significance or p value for chi square is 1,000> 0,05 and rmsea (0,000) <0,08. these results indicate that the theoretical model tested has represented or corresponds to the structure of equations based on empirical data. thus the results obtained from this study fit (fit) with the theory that became the basis for building theoretical model of this study. transformational leadership (x1) job involvement (x3) ocb ( y ) py1 = 0,383 thitung = 5,724 p31 = 0,174 thitung = 2,035 py3 = 0,349 thitung = 4,962 p32 = 0,493 thitung = 5,767 py2 = 0,232 thitung = 3,116 personality (x2) p21 = 0,526 thitung = 6,800 internationaljournal of humancapitalmanagement, vol. 1 (2), december 2017 31 discussion the results of this study prove that transformational leadership has a direct positive and significant impact on ocb. this suggests that transformational leadership is very important and ocb must be improved. this empirical fact is inseparable from the practical reality that every organization needs strong leadership in order for the organization to survive and grow. mostly style of leadership style is transformational leadership, characterized by a strong self-identification, the creation of a shared vision for the future, and the relationship between leader and follower based on something more than merely a reward for obedience. the transformational leader defines the need for change, creates a new vision, mobilizes a commitment to execute a vision and transforms followers at both the individual and organizational levels. the leader's ability to articulate an attractive vision for the future is a key element of transformational leadership. thus transformational leadership reflects a person's capability in influencing, motivating, managing activities and interactions among individuals, and enabling others to build a vision and confidence so as to contribute to the achievement of organizational goals, through the influence of idealism, inspirational motivation, stimuli, and individual considerations. leaders who demonstrate such leadership behaviors can inspire and stimulate subordinates so willingly do the extra work that reflects ocb, that is, actions that are conducted continuously and exceed the standards required by the organization that can contribute positively to the development and effectiveness of the organization. according to the organ as quoted by tschannen-moran, ocb is implemented in the form of mutual interest, prudence, sportsmanship, obedience, and wisdom. the results of meihami, varmaghani, and meihami also show that transformational leadership has a significant effect on ocb, especially altruism, prudence, and virtue. similarly, the results of kian and tui's research also proved that transformational leadership has a significant effect on ocb. this means that the results of this study are appropriate and therefore confirm the results of previous studies on the influence of transformational leadership on ocb, with the research setting on the echelon iv officials of the directorate general of teacher and education personnelministry of education and culture ri. the results of this study also proves that personality has a direct positive and significant effect on ocb. this shows that personality is important for growing ocb. this empirical fact is inseparable from the existence of personality as a specific characteristic inherent in a person. according to ciccarelli and meyer, personality is a unique and relatively stable way of thinking, feeling, and acting. in organizational life, the way of thinking, feeling, and acting is very important, both for individual members of organizations and organizations. thinking can reflect a person's way of solving problems, feels able to reflect responsiveness to the various things within the organization, while acting is a real form of the mind and attitude. personality can be manifested in friendliness, toughness, trustworthiness, openness to experience, and adjustment. if a person has five dimensions it is in good condition then it is a capital for him to be able to do things that go beyond the boundaries of targets and standards of work or commonly called ocb. ocb is a continuous action that exceeds the standards required by an organization that can contribute positively to the development and effectiveness of the organization, manifested in the form of mutual interest, prudence, sportsmanship, adherence, and prudence. the results of judge's research, et al. also proves that personality has an effect on ocb. this means that the results of this study are appropriate and therefore confirm the results of previous research on the influence of personality on ocb, with research setting on echelon iv officials of directorate general of teacher and education personnelministry of education and culture ri. the results of this study also proves that job involvement has a direct positive and highly significant effect on ocb. this shows that employment engagement is very important for ocb. this empirical fact is inseparable from the dynamics of organizational life, including the government organization of the work unit of ministry of education and culture, which requires the involvement of employees and their officials. job involvement, according to macey and schneider, refers to the positive feelings that employees feel related to their work and the motivation and effort they provide internationaljournal of humancapitalmanagement, vol. 1 (2), december 2017 32 in the work. job involvement can be reflected in active participation in work, showing work is the main thing, and assuming that work is something that is important to his self-esteem. employees with high employment will tend to work beyond the standards set by the organization or commonly called ocb, that is, actions that are carried out continuously and exceed the standards required by the organization that can contribute positively to the development and effectiveness of the organization, manifested in the form attach importance to common interests, prudence, sportsmanship, obedience, and wisdom. research rashidi, gheisari, and farokhian, nwibere and ueda also proved that job involvement has a positive and significant effect on ocb. this means that the results of this study are appropriate and therefore confirm the results of previous studies on the effect of job involvement on ocb, with the research setting on the echelon iv officials of the directorate general of teacher and education personnelministry of education and culture ri. the results of this study also proves that transformational leadership has a direct positive and highly significant effect on job involvement. this suggests that transformational leadership is essential to spur employment engagement. this empirical fact can not be separated from the existence of transformational leadership which in reality dynamics of organizational life is very necessary, especially to overcome and anticipate complexity of organizational problem. transformational leadership is characterized by a strong self-identification, the creation of a shared vision for the future, and the relationship between leader and follower based on something more than merely a reward for obedience. transformational leaders can define the need for change, create new visions, mobilize a commitment to exercise vision and transform followers at both the individual and organizational levels. transformational leadership reflects a person's ability to influence, motivate, manage activities and interactions among individuals, and enable others to build a vision and confidence so as to contribute to the achievement of organizational goals, through the influence of idealism, inspirational motivation, stimuli, and individual considerations. leaders who demonstrate such leadership behavioral patterns can inspire and stimulate volunteers to be actively involved in work. according to macey and schneider, work engagement refers to the positive feelings that employees feel about work and the motivations and efforts they provide in the work, which can be manifested in active participation in work, showing work is the main thing, and assuming that work is something important for his pride. the results of nazem and mozaiini's research in india also proved that leadership has a significant effect on employment engagement. this means that the results of this study are appropriate and therefore confirm the results of previous studies on the influence of transformational leadership on job involvement, with the research setting on the echelon iv officials of the directorate general of teacher and education personnelministry of education and culture ri. the results of this study also proves that personality has a direct positive and significant effect on job involvement. this shows that personality is very important for work engagement. this empirical fact is inseparable from the existence of personality as a specific characteristic of a person who is unique and relatively stable in thinking, feeling, and acting. this way of thinking, feeling, and acting is very important for employees and organizations. the way of thinking can determine the quality of the solution of various problems, feel able to determine the positive attitude and responsive to various problems that arise, and act is a concrete form of the positive thoughts and attitudes. personality can be manifested in friendliness, toughness, trustworthiness, openness to experience, and adjustment. if the five dimensions are in good condition then it can encourage someone engaged more actively in various job activities. according to macey and schneider, work engagement refers to the positive feelings that employees feel about work and the motivations and efforts they provide in the work, which can be manifested in active participation in work, showing work is the main thing, and assuming that work is something important for his pride. the results of liao and lee and eswaran and islam also proved that personality influences job involvement. this means that the results of this study are appropriate and therefore confirm the results of previous studies on the internationaljournal of humancapitalmanagement, vol. 1 (2), december 2017 33 influence of personality on job involvement, with research setting on echelon iv officials directorate general of teacher and education personnelministry of education and culture. the results of this study also proves that transformational leadership has a direct positive and highly significant effect on the personality. this shows that transformational leadership is very important for personality. this empirical fact is inseparable from the existence of transformational leadership that in reality the dynamics of the organization is not only expected to help the effectiveness of the organization in achieving its objectives, but more than that it is also expected to encourage the formation of better employees (subordinates). transformational leadership is characterized by a strong self-identification, the creation of a shared vision for the future, and the relationship between leader and follower based on something more than merely a reward for obedience. the transformational leader defines the need for change, creates a new vision, mobilizes a commitment to execute a vision and transforms followers at both the individual and organizational levels. the leader's ability to articulate an attractive vision for the future is a key element of transformational leadership. transformational leadership reflects a person's ability to influence, motivate, manage activities and interactions among individuals, and enable others to build a vision and confidence so as to contribute to the achievement of organizational goals, through the influence of idealism, inspirational motivation, stimuli, and individual considerations. leaders who demonstrate such behavioral patterns of leadership can inspire, stimulate and motivate the volunteers to make their personality better. according to ciccarelli and meyer, personality is a unique and relatively stable way of thinking, feeling, and acting. in this case, the example of the leader can improve the way in which subordinates think, feel and act, which manifests in terms of hospitality, toughness, trustworthiness, openness to experience, and adjustment. johnson's analysis, et al also shows that leadership positively affects the personality. this means that the results of the study are appropriate and therefore confirm the results of previous research on the influence of transformational leadership on personality, with the research setting on the echelon iv officials of the directorate general of teacher and education personnelministry of education and culture. conclusions from the elaboration and discussion of the results of research analysis in chapter iv it can be concluded that the empirical findings of this study are:(1) transformational leadership has a direct positive and significant influence on ocb. the findings indicate if the improvement of transformational leadership can increase ocb echelon iv officials at the directorate general of teacher and education personnelministry of education and culture. (2) personality has a direct positive and highly significant effect on ocb. these findings indicate that personality improvement can improve the ocb of echelon iv officials on the directorate general of teacher and education personnelministry of education and culture. (3) job involvement has a direct positive and highly significant impact on ocb. these findings suggest that improvements in job involvement may increase ocb echelon iv officials on the directorate general of teacher and education personnelministry of education and culture. (4) transformational leadership has a direct positive and highly significant impact on job involvement. these findings indicate that improvements in transformational leadership can increase the involvement of echelon iv officials in the directorate general of teacher and education personnelministry of education and culture ri. 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(2001)."organizational commitment: a concept analysis," nursing forum, vol. 36. 152 the effect of empowerment, employee engagement and organizational commitment towards performance of governmental-employees of financial-management liz zeny merry*, faroman syarief** lizzenymerry@gmail.com* faroman.frr@bsi.ac.id** abstract the objectives of this research is to study the influence of empowerment, employee engagement, and organizational commitment on performance of the financial management staffs at riau islands provincial government. quantitative approach used in this research with survey method. the samples of this research were 230 staffs selected randomly. the data were obtained by distributing questionnaire and analyzed by using path analysis. the results of research shows that: (1) empowerment, employee engagement and organizational commitment had a positive direct effect on employee performance; (2) empowerment and employee engagement had a positive direct effect on organizational commitment; (3) empowerment have a positive direct effect on employee engagement. the research findings recommend to improve employee performance by improving empowerment, employee engagement and organizational commitment of the financial management staff at riau island provincial government keywords: empowerment, employee engagement, organizational commitment, and performance realizing good governance with a clear and transparant requires human resource support with optimal performance, especially those in charge of managing finance in each agency. as the “riau islands” province is one of the local indonesia-governmental agencies are also required to be able to carry out the management of the budget in accordance with the existing legislation. to realize that they are expected to show optimum performance in the execution of their duties. in fact, related to financial performance management staff, showing still not optimal. the inspection-results conducted by governmental board of financial audit in 2015 showed that financial statements of “riau islands” provincial government still found any problems, such as: not inadequacy of government internal control system; the weakness of the management of spending on goods, capital and social assistance; less orderly asset management; recording of transactions that are less accurate and not exactly right time; as well as the management of revolving funds is not adequate. it shows there are still weaknesses in the financial management by the existing human resources. on one side, the data obtained from the mailto:lizzenymerry@gmail.com 153 ministry of domestic affairs, known uptake budget kepri province per august 2015 and only 35% of which should have absorbed 60%. in general human resource administration “riau islands” province have an educational background which is quite good. a minimum of 57.69% of graduates become from undergraduate, diploma-graduate 19.25%, and 12.20% of high school graduates and below-grades. this condition describes the problems that lead to the problem of human resources government-employees performance in “riau islands” province. there are various underlying problems that caused a lower person's performance in an organization. in this study, researchers examined several factors that can affect the performance of employees, such as empowerment, employee engagement and organizational commitment. performance performance is the perform of an employee shown during the implementation of duties and work, so it finished well suits the purpose of the organization. t.v. rao (2004: 5) argues performance is what is expected to be delivered by an individual or a set of individuals within a time frame. what is expected to be delivered could be stated in terms of results or effort, tasks and quality, with specification of conditions under which it is to be delivered. some dimensions of performance according to him i.e. output dimension, input dimension, time dimension, focus dimension, quality dimensions and cost dimension. rue et. al. (2016:222) define that job performance is net effect of an employee’s effort as modified by abilities and role (or task) perception. lim et. al. (2010:347) define that performance appraisal is the process of determining how well employees do their job relative to a standard and communicating that information to the employee. furthermore, he identified several criteria that can be used in the assessment of the performance: the amount of the work, the quality of results of the work, the time completed the work and presence in the workplace. sabine sonnentag and michael frese (2002:6) define that task performance refers to an individual’s proficiency with which he or she performs activities which contribute to the organization’s technical core. performance is the ability of a person to show activity that contribute to the basic activities of the organization. robin stuart – kotze (2006:3) define that performance is all about doing the right thing at the appropriate time. that performance is about doing the right thing at the right time. furthermore, mathis and jackson (2002: 78) illustrates several dimensions of performance, it is said that the performance is essentially what is done or not done by employee. employee performance is affecting how much they contribute to the organization which among others, include: quantity of output, quality of output, the output time period, attendance at work, and cooperative attitude. empowerment 154 empowerment is the efforts undertaken boss about how efforts to increase the capacity of their employees become more empowered in the task by exploiting all the good-potential that comes from within himself or other resources so as to benefit the organization. ken blanchard, et. al. (2012: 4) use the term enable employees. "it is said that empowerment is a process of liberating force in others to achieve stunning results”. the point is to free knowledge, experience, and strength of motivation that already exists in everyone, but not taken. quick nelson (2013: 364) argues, “empowerment means sharing power in such a way that individuals learn to believe in their ability to do the job. the driving area or empowerment is that the individuals closest to the work and to the customers should make the decisions and that this makes the best use of employees’ skills and talents.” luthans (2011: 124) defines empowerment namely: empowerment is the authority to make decisions within one’s area of responsibility without first having to get approval from someone else. he describes empowerment as the authority to make decisions on the responsibility of someone without asking the permission of others. furthermore it is said there are two characteristics of empowerment, namely: 1) employees are encouraged to use their own initiative dan 2) empowered employees are given not only the authority but also the resources, so they are able to make decisions and have the power to get them implemented. empowerment by bob nelson (2007: 34) that gives employees responsibility and authority to do everything in their own way, can be uplifting them. employees want to be treated as a member of an organization that is trusted and respected. when they were given the independence and autonomy, not only supervisors can concentrate on other issues, but also the employees themselves could make decisions better, and usually they are more happy to work. employee engagement employee engagement is a person's emotional involvement with his work, and which performed success-oriented tasks and jobs. employee engagement by schermerhorn (2013: 403) is defined as a personal initiative and the willingness to 'go the extra mile' at work that attachment as individual initiative and desire to contribute more to the job. luthans (2011: 124) writes that engaged employees are those who are emotionally invested in their jobs. michael armstrong (2009: 337) writes: engagement is job-oriented ... employee engagement takes place when people at work are interested in and positive, even excited about their jobs and are prepared to go the extra mile to get them done to the best of their ability. an engaged employee as defined by bevan .et. al. (1997) is someone who is aware of business context, and works closely with colleagues to improve performance within the job for the benefit of the organization. he explained there are several factors that influence employee engagement i.e.: the work itself, the work environment, leadership, opportunities for personal growth, and opportunities to contribute. 155 organizational commitment organizational commitment is a promise faithfully reflecting employee loyalty, obedience, responsibility, and the desire to be always involved maximally in the organization to realize the values and goals of the organization. newstorm and davis (2002: 185) describes the organizational commitment as a form of employee loyality, it is said that the organizational commitment, or employee loyality, is the degree to which an employee identifies with the organization and wants to continue actively participating in it. according to lim et. al. (2010: 78), organizational commitment is the degree to which employees believe in and accept organizational goals and desire to remain with the organization. " mathis and jackson (2002: 158) describes the organizational commitment is the degree to which employees believe in and accept organizational goals and want to remain with the organization is called organizational commitment. method the research was conducted on the financial management staffs in “riau islands” provincial government on esselon level iv as a technical officer supervisory in each agency. this research is quantitatif approach and the method was using survey and the population of 542 persons subsequently taken a sample of 230 persons by using strata proportional sampling techniques (proporsional stratified sampling). the research instrument tested in advance to assess the validity of the formula product moment correlation and reliability with cronbach alpha formula. data analysis using inferential statistical analysis. descriptive statistical analysis includes the value of the average, median, modus, standard deviation, variance, maximum and minimum scores, the distribution frequency and histogram. inferential statistical analysis using formulas path analysis. the study evaluated the relationship between variables that were analyzed and measured the effect of one variable to another variable. the study examined four variables, i.e. empowerment, employee engagement, organizational commitment and performance. the theoretical model of research variables could be seen on the following figure: empowerment (x1) employeee engagement (x2) organizational commitment (x3) performance (y) β y1 β y2 β21 β y3 β 32 β 31 156 figure 1. theoretical model of research variables. prior to the data analysis to test the hypothesis, necessary to test requirements analysis, including normality test, linearity test, regression and correlation significance. subsequently carried out evaluating the hypothesis with path analysis. after conducted validity and reliability test towards the respondents data then conducted normality test by using liliefors and linearity test. these tests are purposed to see whether the data can be representative of the population and whether the constructed model has a linear relationship or not. the evaluation of the path coefficient will be executed after research-hypothesis have been tested in advance by statistical hypothesis, namely : hypothesis 1: hypothesis 2: hypothesis 3: h0 : βy1 ≤ 0 h1 : βy1 > 0 h0 : βy2 ≤ 0 h1 : βy2 > 0 h0 : βy3 ≤ 0 h1 : βy3 > 0 hypothesis 4: hypothesis 5: hypothesis 6: h0 : β31 ≤ 0 h1 : β31 > 0 h0 : β32 ≤ 0 h1 : β32 > 0 h0 : β21 ≤ 0 h1 : β21 > 0 results and discussion before calculating the path coefficients, it’s necessary to calculate the correlation coefficient between the variables in advance. the calculations show that all the correlation coefficient between variables is positive, indicating that there is a positive relationship between the variables contained in the structural model. the entire value of the correlation coefficient was significant at α = 0.05. a summary of the results of path coefficient, can be seen on the following table. table 1. results summary of path coefficient and its influence no variable direct influence of path coefficient 1 x1 towards y 0.259 2 x2 towards y 0.286 157 3 x3 towards y 0.330 4 x1 towards x3 0.420 5 x2 towards x3 0.294 6 x1 towards x2 0.531 based on the results of data analysis, it’s obtained a structural equation below : sub structural 1 : y = 0.259x1 + 0.286x2 + 0.330x3 sub structural 2: x3 = 0.420x1 + 0.294x2 sub structural 3: x2 = 0.531x1 after calculating the path coefficients in sub structure 1, 2 and 3, the path diagram could be described as the following; figure 2. path diagram of variable x1, x2, and x3 towards y firstly, from the above calculation of path analysis, further we analyze to determine the acceptance or rejection of the hypothesis. the calculation result of path coefficient shows that empowerment has a direct influence towards employee performance with path coefficient value empowerment (x1) employee engagement(x2) organizational commitment(x3) performance (y) βy1=0.259 (4.385) β31=0.420 (6.896) β32=0.294 (4.828) βy2=0.286 (5.074) βy3=0.330 (5.643) ) β21=0.531 (9.461) 158 (ρy1) = 0.259 and ta value = 4.385, while t-tab for n = 228 (n-2) on α = 0.05 is 1.645. the value of ta > t-tab, then ho is rejected and h1 is accepted. thus, it can be concluded that empowerment has a positive and direct effect towards employee performance. it means that the increasing of empowerment will improve employee performance. the second hypothesis test is known that the calculation result of path coefficient shows that employee engagement has a direct influence towards employee performance with path coefficient value (ρy2) = 0.286 and ta value = 5.074, while t-tab for n = 228 (n-2) on α = 0.05 is 1.645. the value of ta > t-tab, then ho is rejected and h1 is accepted. thus, it can be concluded that employee engagement has a positive and direct effect towards employee performance. it means that the increasing of employee engagement will improve employee performance. the third hypothesis test is known that the calculation result of path coefficient shows that organizational commitment has a direct influence towards employee performance with path coefficient value (ρy3) = 0.330 and ta value = 5.643, while t-tab for n = 228 (n-2) on α = 0.05 is 1.645. the value of ta > t-tab, then ho is rejected and h1 is accepted. thus, it can be concluded that organizational commitment has a positive and direct effect towards employee performance. it means that the increasing of organizational commitment will improve employee performance. the forth hypothesis test is known that the calculation result of path coefficient shows that empowerment has a direct influence towards organizational commitment with path coefficient value (ρy31) = 0.420 and ta value = 6.896, while t-tab for n = 228 (n-2) on α = 0.05 is 1.645. the value of ta > t-tab, then ho is rejected and h1 is accepted. thus, it can be concluded that empowerment has a positive and direct effect towards organizational commitment. it means that the increasing of empowerment will improve organizational commitment. the fifth hypothesis test is known that the calculation result of path coefficient shows that employee engagement has a direct influence towards organizational commitment with path coefficient value (ρy32) = 0.294 and ta value = 4.828, while t-tab for n = 228 (n-2) on α = 0.05 is 1.645. the value of ta > t-tab, then ho is rejected and h1 is accepted. thus, it can be concluded that employee engagement has a positive and direct effect towards organizational commitment. it means that the increasing of employee engagement will improve organizational commitment. the sixth hypothesis test is known that the calculation result of path coefficient shows that empowerment has a direct influence towards employee engagement with path coefficient value (ρy21) = 0.531 and ta value = 9.461, while t-tab for n = 228 (n-2) on α = 0.05 is 1.645. the value of ta > t-tab, then ho is rejected and h1 is accepted. thus, it can be concluded that empowerment has a positive and direct effect towards employee engagement. it means that the increasing of empowerment will improve employee engagement. furthermore, the results of hypothesis evaluation recapitulated in the following table. table 2. recapitulation of hypothesis evaluation results 159 no hypothesis test of statistic path coeff ta df=230 decission of ho conclusion 1. empowerment (x1) directly positive effected towards performance (y) h0 : βy1 ≤ 0 h1 : βy1 > 0 0.259 4.385 h0 not accepted directly effected 2. employee engagement (x2) directly positive effectied towards performance (y) h0 : βy2 ≤ 0 h1 : βy2 > 0 0.286 5.074 h0 not accepted directly effected 3. organizational commitment (x3) directly positive effected towards performance (y) h0 : βy3 ≤ 0 h1 : βy3 > 0 0.330 5.643 h0 not accepted directly effected 4. empowerment (x1) directly positive effected towards organizational commitment (x3) h0 : β31 ≤ 0 h1 : β31 > 0 0.420 6.896 h0 not accepted directly effected 5. organizational commitment (x2) diredtly positive effected towards organizational commitment (x3) h0 : β32 ≤ 0 h1 : β32 > 0 0.294 4.828 h0 not accepted directly effected 6. empowerment (x1) directly positive effected towards employee engagement (x2) h0 : β21 ≤ 0 h1 : β21 > 0 0.531 9.461 h0 not accepted directly effected the results of this study indicate that the empowerment has a positive direct effect towards employee performance. empowerment is an effort to increase the capacity of employees become more empowered in performing their duties. in this case, employer play a role in just doing that as an effort to recognize and exploit the potential within the financial management staff. presented by randolph in luthans (2011: 322), the empowerment may be defined as recognizing and releasing into the organization the power that people have in their wealth of useful knowledge and internal motivation. in this case the employer will obtain information on 160 the members related to what is understood and knowledge possessed by its staff in terms of financial management. in addition, employer can also obtain information about talent or potential that exists in an employee, or knowing the personal motivation of employees at work so as to facilitate employer to manage any potential human resources within the team. if an employee has developed the knowledge and motivation, it will be very useful to be able to complete their tasks properly. hypothesis evaluation results indicate that employee engagement has a direct positive effect towards employee performance. it means that the increasing of employee engagement will improve employee performance. in the context of this study, the increasing of employee engagement of financial management staff in the government of kepri province will improve employee performance. employee engagement plays an important role in influencing the performance because employee engagement is an individual internal factor that can provide the strength and encouragement for someone to do something better. presented snell and bohlander (2010: 713), engaged employees are employees who consistently perform at high levels, are enthusiastic about what they do, and look for better, more efficient ways of doing things. it means that individuals who are tied to their work demonstrated by employees who consistently demonstrate high performance, enthusiastic about what they are doing, and looking for the best, and to find the most efficient way of doing things. these conditions are important prerequisites so that individuals can show a good performance. the evaluation results of hypothesis prove that organizational commitment has a positive direct effect towards employee performance. it means that the increase of organizational commitment will have an impact on increasing employee performance. in the context of this study, the strong organizational commitment of employees at the financial management in the regional work units of kepri provincial government will provide a significant impact on increasing employee performance. organizational commitment has aspects of conviction of the value and purpose of the organization, the desire to survive, the desire to promote the organization, as well as their pride in the organization. in the context of financial management at the regional work units of kepri provincial government, organizational commitment shown by the confidence of employees against the values and goals of the organization. employees looked at in accordance with personal values, not clash, so they were being supportive happen. employees also receive a variety of policies under the derivative values. as a financial manager employee in this case seeks to support the establishment of clean governance. besides it, within commitment of the organization, employees are showing a desire to survive in the organization. as noted by robbins (2015: 102) define that organizational commitment is the degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization. according to becker and meyer in the greenberg (2011: 231) explain that organizational commitment is concerned with the 161 degree to which people are involved with their organizations and are interested in remaining within them. employees who have committed to the organization are also shown by the desire to promote the organization. among these want to remind colleagues in order to diligent in work, not only his own, employee also want to encourage other colleagues performing the task of financial management accordance with applicable regulations, contribute actively looking for a solution in the job, willing to share their experiences in order to realize a good cooperation, willing to help other colleagues execute their duties. denisi and griffin (2005: 270) argues, organizational commitment is the degree to which an employee identifies with an organization and is willing to exert effort on behalf of the organization. even employees who have higher organizational commitment mentioned more able to face problems in the organization. as it researched by jamal (2011) demonstrated that individuals with high organizational commitment appear to be more able to face the consequences of conflict from job stress than people with low organizational commitment. so that those who have the organizational commitment is expected to realize the goals and values of the organization. cooper (2004: 31) describes the influence of commitment to performance as we consider the important link between commitment and job performance. it is accepted that greater commitment leads to improve work and organizational performance. most managers believe that real commitment from staff would dramatically improve performance of their business. interestingly, investigation has found a positive relationship between organizational commitment and output of measures of performance, such as a change in operating profit and sales targets. the above explanation shows that the commitment is considered as an important factor related with the performance. conclusion based on the results of research and statistical analysis, it could be concluded: (1) empowerment directly positive influence towards employee performance. it means that high empowerment will be able to increase employee performance. (2) employee engagement directly positive influence towards employee performance. it means that high employee engagement will be able to increase employee performance. (3) organisational commitment directly positive influence towards employee performance. it means that high organizational commitment will be able to increase employee performance. (4) empowerment directly positive influence towards organizational commitment. it means that high empowerment will be able to increase organizational commitment. (5) employee engagement directly positive influence towards organizational commitment. it means that high employee engagement will be able to increase organizational commitment. 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introduction to management, singapore: john wiley & sons, inc, 2013. 163 snell, scott dan george bohlander, principles of human resouce management. south-western: cengange learning, 2010. sonnentag, sabine dan michael frese, psychological management of individual performance, (new jersey: john wiley & sons, ltd, 2002. stuart, robin– kotze, performance, the secrets of successful behaviour (great britain: prentice hall, 2006. international journal of human capital management e-issn 2580-9164 vol. 1, no.2 , december 2017, p 37-44 available online at http://journal.unj.ac.id/unj/index.php/ijhcm 37 copyright © 2017, pps unj publisher evaluation of community community services and mediation services infringement of children's rights in the commission of indonesian child protection naswardi the commission of indonesian child protection nasjj@yahoo.co.id abstract this study aimed to evaluate the service programs of public complaints and mediation of dispute child rights violations in the indonesian child protection commission (kpai) . evaluation model used was discrepancy evaluation model (dem). this study used a qualitative approach. data collected through observation, interviews, focus groups and internal supporting data. the results showed that the sub-focus research on the desain of the program resulted in a skor value of three, it’s means lower inequality. this illustrates that the desain of the program has been good. sub focus of the program installation skord eight, it’s means inequality are quite low and illustrates quite well the installation program. sub focus on the process of implementing the program generates a skor value of ten, it’s means that inequality is high enough and illustrates that the process of program implementation should be improved both from the aspect of organization, management of human resources and services. sub focus of product produces a value of ten, it’s means that high inequality. this illustrates that the product of service complaints and dispute mediation and child rights violations in kpai, in need of repair and upgrading. this study found some substantial weaknesses in the implementation of the program by kpai. limited human resources, organizational structure ineffective, limited information service system, the absence of a quality management system in service and availability of facilities, infrastructure and facilities that have not been friendly for users of the service. this is a major problem that must be corrected to improve the quality of public complaints service program of and mediation of dispute child rights violations in kpai. keywords:evaluation, program, service, complaint, mediation, dispute, violation of childs right consolidation of democracy in its development does not only rely on the concept of trias politica. the legislative, executive and judicial powers are deemed inadequate to run the wheel of democracy, so that new independent organs of power are created in the form of the state commission. one of the state commission is the indonesian child protection commission (kpai). the establishment of kpai as a non-structural state institution is based on the important consideration and urgency of the state's presence in ensuring the protection and fulfillment of children's rights. this is part of the government of indonesia's commitment after ratifying the convention on the rights of the child through presidential decree no. 36/1990. the government then gave birth to law no. 23 of 2002, which was then revised into law no. 35 of 2014 on child protection, which became the foundation of the indonesian child protection commission, with the aim of streamlining the fulfillment of children's rights, with the task of receiving and conducting reviewing public complaints about child rights violations and mediating disputes over child rights violations. given the duty of the kpai is to make effective the implementation of child protection, wherein the provision of child protection is the government, local government, ministries and institutions. then the kpai organization needs to apply the principles of clean government and good government. secondary data from result of evaluation of ombudsman ri about compliance of public service standard in 2014, result of kpai get value 645 with yellow compliance zone meaning that kpai public service standard is low. so program evaluation need to be done to know the quality of program implementation of public complaint service and mediation of dispute on child rights violation organized by kpai. mailto:nasjj@yahoo.co.id internationaljournal of human capital management, vol. 1 (2), december2017 38 the results of this study are: 1) zaherawati zakaria, et al (2011), under the title key performance indicators (kpis) in the public sector: a study in malaysia. this study aims to look at public sector service programs in the malaysian government especially registration department national (civil record) .2) jorge f.del vallea, et al (2013), under the title child protection in italy and spain: influence of the family supported society. the study was conducted in spain and italy with the analysis unit being parents in the family. the results explain that child protection policy in spain and italy emphasizes strengthening family functions, as a preventive measure to avoid the occurrence of forms of violation of the rights of children. 3). roxana anghela, maria herczogb and gabriela dimac (2013), entitled the challenge of reforming child protection in eastern europe: the cases of hungary and romania. this study used a qualitative approach with a focus on research on the reform of child protection system initiated by eastern european countries especially hungary and romania. the results explain that the reform of child protection systems in transition countries such as hungary and romania requires political commitment, inter-sectoral coordination, long-term planning, sustainable programs and competent human resources. based on the above issues, the focus of this research is the evaluation of the public complaints service program and the mediation of the dispute on child rights violation in the indonesian child protection commission (kpai). the sub-focus of the research is (1) the design of the public complaints service program and the mediation of disputes on child rights violations in the indonesian child protection commission (2) installation of community complaints service programs and mediation of rights abuses disputes in the indonesian child protection commission. (3) the process of implementing the public complaints service program and mediating the dispute on child rights violation in the indonesian child protection commission. (4) product of public complaints service program and mediation of rights violation disputes at child protection commission of indonesia. methods this research uses program evaluation method with qualitative approach. evaluation model used is discrepancy evaluation model malcomprovus.model discrepancy is consist of four stages namely design, installation, process and product. data collection is done through interview method, observation, focus group discussion and document analysis. the process of data analysis of the results of this study was conducted simultaneously with the data collection process. data analysis includes developing field notes, categorizing data, entering data into analytical formats, developing questions to collect data. the conclusions are drawn by comparing data that has been analyzed by the evaluation criteria. reasons for selecting dems to evaluate community service complaints programs and mediating disputes over child rights violations in the indonesian child protection commission (kpai) by considering the following: (1) the effectiveness and efficiency of the organization in achieving the objectives desperately requires ongoing monitoring, (2) by individuals bound in the work unit, individual work success, group work into program success, (3) success of activities evaluated at the end of implementation, (4) dem aims to evaluate the implementation process to determine improvement in achieving goals. the data sources of this research are kpai's complaint division employees, including commissioners, managers and staff of complaints service. selection criteria informants emphasized on aspects of understanding of job duties and responsibilities (job description), work experience and positions and formal positions. result and discussion the results of this study are based on the evaluation of the discrepancy evaluation model (dem) model conducted on each sub focus of the research so that it can be known the level of disrepanction of the public complaints service and the mediation of the rights violation dispute on the kpai complaint division. the result summary can be explained as follows: internationaljournal of human capital management, vol. 1 (2), december2017 39 table1. summary of results of dem analysis of community complaints service program and mediation of child rights violations dispute in kpai. stages aspects evaluated category score discrepancy 1 2 3 4 5 6 sr r cr ct t st design legal basis 1 3 √ rencana strategis 2 installation service organization 2 8 √ governance 3 hr service 3 process service organization 4 10 √ governance 4 hr service 2 product achievement of objectives 5 11 √ impact 6 information design and product (highest score 12) total categories 11-12 = discrepancy is very high, which means 1% -16% of the criteria are met total category 9-10 = discrepancy is high, meaning 17% -33% criteria are met total categories 7-8 = discrepancy is quite high, which means 34% -52% of criteria are met total categories 5-6 = discrepancy is quite low, which means 53% -68% of criteria are met total categories 3-4 = discrepancy is low, meaning 69% -83% criteria are met total category 0-2 = discrepancy is very low, which means 84% -100% criteria are met installation and process (top score 18) total category 16-18 = discrepancy is very high, which means 1% -16% of the criteria are met total category 13-15 = discrepancy is high, which means 17% -33% of criteria are met total categories 10-12 = discrepancy is quite high, which means 34% -52% criteria are met total categories 7-9 = discrepancy is quite low, which means 53% -68% of criteria are met total categories 4-6 = discrepancy is low, meaning 69% -83% criteria are met total category 0-3 = discrepancy is very low, which means 84% -100% criteria are met design of community complaints service and mediation dispute program violation of child rights in kpai. evaluation at the design stage is measured from two aspects, namely the legal basis and the strategic plan of the public complaints service program and the mediation of the infringement on child rights violation in kpai. the results of evaluation at the design stage can be seen in the following table2: table2. results of dem analysis at design stagecomplaints service program and mediation of child rights violations in kpai stages aspects evaluated category score discrepancy 1 2 3 4 5 6 sr r cr ct t st design legal basis 1 3 √ the strategic plan 2 in table 2 it can be seen that the value at the design stage is 3 (three). this result is obtained from the accumulation of the basic legal aspect value with category 1 (one) and the strategic plan internationaljournal of human capital management, vol. 1 (2), december2017 40 aspect value with category 2 (two). this means that the design of complaints service program and mediation of rights violation disputes in kpai have low discrepancy. in the basic aspect of the law, the four elements of the standard are met very well namely the ratification of the convention on the rights of the child (crc) to guide the implementation of the program, available rules and laws that become the legal umbrella in acceptance of all forms of complaints of violation of the rights of the child, the availability of presidential decree and ministerial regulation in the implementation of the program, kpai regulations serve as technical guidelines for program implementation. aspects of the strategic plan have four standard elements that are met well enough that the formulation of the objectives of the implementation of the program, the formulation of the strategic objectives of the program implementation, the formulation of program performance indicators and the existence of the formulation of program success targets. in the aspect of the strategic plan the element that has not been met well is the target of program success. based on the kpai strategic plan of 2015-2019, the target of public complaints service in kpai is 10% of community complaints followed by 2015, 12% in 2016, 18% in 2017, 22% in 2018 and 28% in 2019. percentage of target the success of the program is set low enough, this has a negative impact on the achievement of the objectives and targets of the program that is increasing the number of citizens who use the service complaints and increasing the percentage of community complaints are followed through the system and procedures of complaints services prime. the setting of low program success targets impacts on the low level of community satisfaction of service users. in terms of ihsanudin (2014) in essence the purpose of public service that leads to improving the welfare of society and improving the quality of service received by the community. installation of community complaints service program and mediation of child rights violation dispute. installation stage is a step to test the accuracy and suitability of program design to be implemented. dem analysis results in the installation phase can be briefly seen in table 3 follows: table3. dem analysis results in installation stagecomplaints service program and mediation of child rights violations in kpai stages aspects evaluated category score discrepancy 1 2 3 4 5 6 sr r cr ct t st installation service organization 2 8 √ governance 3 hr service 3 in table 3 it can be seen that the score on the installation stage is 8 (eight). this result is obtained from the accumulated value of service organization aspect with category 2 (two), service management with category 3 (three) and service human resources with category 3 (three). this means that the installation of community complaints service programs and mediation of rights violation disputes in kpai have low discrepancies. in the aspect of service organization, the four standard elements are fulfilled well enough, namely the implementation of organizational structure of complaints service, the clarity of the division of labor and duties in the service of complaints, the implementation of internal and external coordination in the service of complaints and employee relations service complaints harmoniously. the service management aspect has 5 (five) standard elements ie the availability of vision, mission, motto and notification of complaint service, standard operating procedure, time standard and standard of complaint service cost is clear and measurable, complaint and mediation service is internationaljournal of human capital management, vol. 1 (2), december2017 41 equipped with quality management system and iso certificate 9001: 2008, a digital-based complaint information service system and the availability of facilities, infrastructure and service facilities for people with special needs. however, the research finds that in this aspect only met 4 (four) standard elements very well. based on the results of the study, kpai's complaint division has no standard time in completing the complaint. according to law number 25 year 2009 on public services it is explained that one component in the public service standard is the settlement period. holle (2011) argues that the lack of certainty of time in public service will lead to mall administration of public services, resulting in public services provided have a high degree of uncertainty. aspects of service human resources have 4 (four) standard elements namely formal employee education related to the work of complaints services, employees obtain education and training programs in complaints services, built employee discipline control system and the ratio of the number of employees with balanced workload. based on the results of research on this aspect met 3 (three) elements of the standard very well. an unmet element is the ratio of the number of employees with unbalanced workload. process of community complaint service and mediation of dispute rights violation of child. phase of the process is the stages to find data and information related to the successful implementation of the program. dem analysis results in the process phase can be summarized in the following table 4: table 4. results of dem analysis at process stagecomplaints service program and mediation of child rights violations in kpai stages aspects evaluated category score discrepancy 1 2 3 4 5 6 sr r cr ct t st process service organization 4 10 √ governance 4 hr service 2 in table 4 it can be seen that the score on the process stage is 10 (ten). this result is obtained from the accumulated value of service organization aspect with category 4 (four), service management with category 4 (four) and service human resources with category 2 (two). this means that the process of public complaints service program and mediation of rights violation disputes in kpai have high discrepancies. in the aspect of service organization is measured by 4 (four) standard elements namely organizational structure structuring speed up service process, job of complaint service done with full responsibility, internal and external coordination accelerate reporter receive response to complaint report submitted and establishment of team cooperation in service process of complaint. however, the results of the study found that only 3 (three) standard elements were met well enough. unmet elements are structural arrangement not yet able to accelerate service process. based on the results of research kpai has done structuring the organizational structure, where the structure is available division-based and field-based, but in practice the organizational structure kpai not established in accelerating the service process, because different structures are occupied by the same people. in terms of riswandi (2009), organizations need to create structural stability in order to achieve organizational goals effectively, in the sense that the processed input will produce the expected output, in accordance with the cost, personnel and time planned. the aspect of service administration has 5 (five) standard elements namely vision, mission, motto and notification of complaint service able to be applied in service process of complaint, implementation of complaint service in accordance with operational standard procedure, standard internationaljournal of human capital management, vol. 1 (2), december2017 42 time and standard cost which have been determined, in accordance with the quality management system and iso 9001: 2008 certificate, complaint service information is published through information technology based media and appropriate complaint services for the community with special needs. the results of this study found only three (3) standard elements were met. elements that have not been fulfilled in this aspect is the unavailability of vision, mission, motto and notification service complaints. based on the result of vision research and mission of complaint service currently only based on kpai vision in general that is to realize child friendly indonesia. according to sinamo and santoso (2012) vision is a future portrait of a realistic, convincing and attractive organization. vision becomes the articulation of the intended direction, a future that is inherently better, more powerful, and more compelling than the present. the complaint service program does not yet have a quality assurance system. in terms of qolbi (2008) organizations need to maintain the ensured good quality of service for customers. this is one of them can be done through the implementation of iso 9001: 2008 quality management system. furthermore, the element that has not been fulfilled is the creation of a friendly and appropriate complaint service for people with special needs. according to priscyllia (2016) public services are the basic rights of citizens and the state's responsibility to fulfill them in the framework of human rights including in the form of public service facilities accessible to persons with disabilities and the state shall ensure. human resource aspects service has 4 (four) standard element that is service employee have good knowledge related to protection and fulfillment of child right, employee complaint service have skill in service process of complaint, employee complaint service have integrity in service process of complaint and employee complaint service finish job well and comfortable. the research finds that in this aspect, 4 (four) standard elements are met well enough. the result of research find one important factor in realizing the quality of kpai complaint service is human resource factor of service apparatus. this is in line with the opinion of irianto (2011) that human resources (hr) is one important instrument for the organization in achieving its various objectives. for the public sector, the great responsibility of the bureaucracy in providing services to the public should be supported by the human resources (hr) of a professional and competent apparatus. product of community complaints service program and mediation of child rights violation dispute. evaluation at the product stage is measured from two aspects, namely the achievement of objectives and the impact of the existence of the program. dem analysis results at the product stage can be seen in table 5 as follows: table5. results of dem analysis at product stagecomplaints service program and mediation of child rights violations in kpai in table 5 it can be seen that the score on the product stage is 11 (eleven). this result is obtained from the accumulated value of aspect achievement aspect with category 5 (five) and impact aspect value with category 6 (six). this means that the product of complaints service program and mediation of rights violation disputes in kpai have high discrepancies. stages aspects evaluated category score discrepancy 1 2 3 4 5 6 sr r cr ct t st product achievement of objectives 5 11 √ impact 6 internationaljournal of human capital management, vol. 1 (2), december2017 43 on the aspect of the achievement of tujun is measured by 4 (four) standard elements, namely the increasing number of users and accessibility of complaint service, the increasing of settlement of child rights violation case through mediation process, the increasing of settlement of child rights violation case through referral process and increasing number of partner case partner institutions with cooperation agreement (mou). based on the research result in this aspect only fulfilled 2 (two) standard element that is escalation of settlement of case through process of mediation and referral. the impact aspect is measured by 4 (four) standard elements namely the increasing of capacity and accountability of service performance of complaint with indicator of value of lakip result of kemenpan & rb assessment, realization of improvement of service quality complaint with indicator of result of ombudsman's appraisal, increasing of public satisfaction of complaint service user with indicator of low complaint of the service user community and the availability of child rights violation data. based on the results of research on this aspect only fulfilled 1 (one) standard element that is the availability of data violation of child rights fulfillment. conclusion based on the discussion of the results of the evaluation of the public complaints service program and the mediation of disputes on child rights violations in the indonesian child protection commission (kpai), using the discrepancy evaluation medel (dem) analysis. the results explain that the design stage obtained low discrepancy level, the installation stage has a low level of discrepancy. while the next two stages of the stages of the process and the product shows the level of discrepancy is quite high and very tinggi.artinya design and installation of the program is good while the stages of the process and products need improvement and improvement. specifically the results of the evaluation can be concluded based on sub focus of research as follows: the design of community complaints service programs and mediation of violations of child rights violations in kpai is good. this is reflected in the low discrepancy rate. the legal basis and the strategic plan in the execution of the program are available, but the program success targets set in the settlement of complaints have a low percentage, thereby impacting the low quality and level of customer satisfaction.installation of community complaints service program and mediation of rights violation disputes in kpai is good. this is reflected in the low discrepancy rate. aspects of organization, governance and human resources services are running as it should. however, in the management of the service there needs to be improvement efforts through the availability of vision, mission, motto and maklumat service, as well as the quality management system and iso 9001: 2008 certificate. in addition, it is necessary to improve the quality of service through the balance of the ratio of the number of employees with the workload of complaints services. the process of implementing the community complaints service program and mediating the dispute over child rights violations in kpai has not been good. this is reflected from the high level of discrepancy. the availability of kpai organizational structures is not effective in improving the quality of services, the execution of tasks and functions in the structure does not work well, one of them as a result of placing the same people on different organizational structures simultaneously and service facilities for people with special needs are also not yet available properly. the product of the implementation of the public complaints service program and the mediation of the infringement on child rights violations in kpai is not good. this is reflected from the very high level of discrepancy. ease of access to complaints services has not been realized and the quantity of service users continues to decline. accountability and compliance in public services need to be significantly improved and improved. internationaljournal of human capital management, vol. 1 (2), december2017 44 refrences anghela roxana, herczogb maria dan dimac gabriela. (2013). the challenge of reforming child protection in eastern europe: the cases of hungary and rumania, journal elsevier phsychosocial intervention, 22. holle, s, erick. (2011). pelayanan publik melalui electronic goverment, upaya meminimalkan praktek maladministrasi dalam meningkatkan publik service. jurnal sasi vol. 17 no. 3. ihsanuddin. (2014). kualitas pelayanan publik pada badan perizinan penanaman modal dan promosi daerah (bp2mpd) kabupaten indragiri hilir, jurnal administrasi publik dan birokrasi, vol. 1, no. 2. irianto, jusuf. (2014).manajemensumberdayamanusiasektorpublik di indonesia, pengantarpengembangan model msdm sektorpublik,http://journal.unair.ac.id. priscyllia, fanny. (2016). kajian hukum terhadap fasilitas pelayanan publik bagi penyandang disabilitas, jurnal lex crimen vol. v/no. 3. qolbi, yahdi. (2014). sistem manajemen mutu iso 9001:2008 dalam peningkatan mutu pelayanan dan kepuasan pelanggan di dinas kesehatan kota tarakan.jurnal ilmu pemerintahan, 2 (4). riswandi. (2009).ilmu komunikasi. jakarta: graha ilmu. sinamo, jansen dan santoso, agus. (2012).pemimpin kredibel pemimpin visioner. jakarta: institut darma mahardika. undang-undangnomor 25 tahun 2009 tentangpelayananpublik (lembaran negara ri tahun 2009 nomor 112, tambahanlembaran negara ri nomor 5038). undang-undangnomor 35 tahun 2014 tentangperubahanatasundang-undangnomor 23 tahun 2002 tentangperlindungananak (lembaran negara ri tahun 2002 nomor 109, tambahanlembaran negara ri nomor 4235). vallea del f. jorge, et, al. (2013). child protection in italy and spain: influence of the family supported society, journal elsevier phsychosocial intervention, 22. zakariazaherawati, et, all. (2011). key performance indicators (kpis) in the public sector: a study in malaysia, journal asian social science, vol. 7, no. 7. http://journal.unair.ac.id/ 124 leadership style, discipline, motivation and the implications on teachers’performance cicihratnasih* borobudur university, east jakarta, indonesia* fe.unbor17@gmail.com* abstract this study aims to determine the effect of leadership style, discipline, motivation and performance either partially or simultaneously in east jakarta area.this study is using quantitative method. total population in the human resource development as the study sample counted as many as 112 respondents. the sampling technique is using purposive sampling.the variables in this study areindependent variable, consist of leadership style, discipline, motivation and performance, and the dependent variable consist. tests proved that motivation has a positive influence on the performance of teachers. looking at the calculationsthat have been done the coefficient values obtained is 0.416 and t-count value is 5.984 with a significance level of 0.000 which less than 0.05, means that this hypothesis accepts ha and reject ho, tests proved that the style of leadership have a positive impact on teacher performance. judging from the calculations that have been done obtained coefficient value of 0.421 and t-count value of6.446 with a significance value of 0.000, smaller than 0.05. thus, ha is accepted and ho is rejected., the tests proved that the discipline of work has a positive influence on the performance of teachers. judging from the calculations that has been done obtained coefficient value of 0.151 and the t-count value of 2.055 with a significance level of 0,042 which smaller than 0.05, means that the hypothesis in this research reject ho and accept ha. the results showed that the leadership style, discipline, and motivation partially have significant effect on performance ofaudit quality in east jakarta area.leadership style, discipline, motivationsimultaneously have significant effect on performance with coefficient of determination 81.6%. keywords: leadership style, discipline, motivation, teacher performance human resources are the central figure in the organization as well as company. so that the management activity goes well, schools must have teachers who are knowledgeable and highly skilled also efforts to runs the school as optimal as possible so that the performance of teachers will improve.according to budi setiyawan andwaridin (2006) teacher’s performance is the result or achievement of teacher’s work which assessed in terms of quality and quantity based on work standards determined by the organization. a good performanceis the performance that meets the organization standards and promotes the achievement of organization’s goals.good organization is an organization that tries to improve the ability of the human resources. leadership style is the behavior norm that is used by a person at the time the person is trying to influence the behavior of others (suranta, 2002). the leadership style is suitable if the purpose of the company has been communicated and subordinates have received it. a leader must apply a leadership style to manage subordinates, because a leader will greatly affect the success in achieving its organization’s objectives (waridin and bambangguritno, 2005). motivation is the drive, effort and desire that exist in people who activate, provide power as well as direct the behavior to carry out tasks well within its work surroundings (hakim, 2006). robbins (2006) defines motivation as a process that will determine the intensity, direction, and persistence of individuals in order to achieve the target. motivation as a process that stems from the strength in terms of physiological and psychological or needs that result in behavioral or encouragement shown on a goal or incentive (moekijat 2001 in hakim, 2006). according to budi setiyawan and waridin (2006), disciplines as the ideal state in support of the implementation of tasks according to the rules in order to support the optimization of the work. one of the conditions that discipline can be implemented in the work environment is, the complete division of labor up to the employee or officer who have the lowest rank, so that everyone aware of what the duties, how to do it, when work is started and completed, what kind of work required, and the one who has to account for the results of the work (budi setiyawan and waridin 2006).therefore, discipline should be fostered and developed in order to grow order and efficiency. without a good discipline, do not expect that there will be a leader figure or the ideal teacher as expected by the public and companies. according to budi setiyawan and waridin (2006) and also aritonang (2005), teacher work discipline is part of teacher performance factor. teachers’ performance improvement will bring progress for the company to survive in a competitive business environment that is unstable. therefore, efforts to improve the performance of teachers are the most serious management challenges becausethe success in achieving goals and the survival of the company depends on the quality of the human resources performance that exist therein. high teacher performance is expected by an organization or agency. more teachers who have high performance will increase theoverall agencies’ productivity so that it will be able to survive in the global competition. a leader's role is important to achieve the organization or agency goals, primarily concerned with improving the performance of employees in conducting their jobs. employee performance is the work that can be accomplished by a person or a group of people within an organization or agency under the authority and responsibilities of each in order to realize the objectives of the organization. but there is a negative factor which greatly degrade the teachers’ performance im east jakarta, including the decrease in the desire of teachers to achieve performance. the decline in performance can have an impact on the expectations desired by the agency may not be realized fully. teacher in east jakarta has a high enough motivation to obtain a better individuals well-being but not all of these motivations compensate teachers with maximum performance. teachers have the awareness to enforce work discipline that can be categorized as minimal, so that between desire and liabilities are not balanced. this can affect the performance generated by the teacher, in other words the performance given by the teacher in east jakartais not in accordance with agency expectations. from the problems found, then there is a thought to know how the overall factors related to each others and affect the performance of teachers. teachers as human resources, in general, the notion of human resources can be divided into two, which aremacro and micro human resources. definition of macro human resources is the number of productive age population in a country, while understanding for the micro human resources is more conical to individuals who work at an institution. meanwhile, the definition of human resources by experts has a more diverse meaning. according to malay s.p. hasibuan (2005:3), human resources are the integrated capabilities of the individual’s intellect and physical power.a teacher, for example, as a human resources working in the school office, the ability to think of course should be used to solve all the problems on the job. these activities should also be supported by the physical ability to overcome fatigue when they have to taught in the classroom for about 8 hours dealing with students.almost the same as malayu s.p. hasibuan (2005:3), rivai veithzal (2008), defines human resources as a ready, willing and able to contribute efforts in achieving the objectives of the organization. each organization must have a different purpose, and therefore the ability of the human resources required will be different in each organization. although the human resource capacity is flexible, but the words ready and willing from the definition by rival (2004) should be an underlined point. as well as any human resource capacity will not be able to generate maximum output if these capabilities are not practical or in other words are not ready to use. in addition, the ability will not mean anything if the individual, as the human resources in a company, is not willing to contribute efforts in that place. according rivai veithzal (2008), human resources was described as one of the input element that will be converted into output in the form of goods or services to achieve corporate goals. as an input, human resources can not be a single element, but must be combined well together with other elements such as capital, material, machine, method and also technology.besied what the experts already states, the terminology of human resources has also been defined in the indonesian dictionary. definition of human resources according to indonesian dictionary is the human potential that can be developed for production processes. performance is the organizational behavior that is directly related to the production of goods or delivery of services. information about the organization's performance is a very important thing, it is used to evaluate the performance process done by the organization so far has been in line with the expected goals or not. however, in reality many organizations that are less or even rarely has the information about performance in its organization.performance as the results of job functions/activities of a person or group in an organization that is affected by a variety of factors to achieve organizational goals within a specific time period (tika, 2006). the objective of performance assessment in mangkunagara (2000: 10), specifically, are as follows: 1. promote mutual understanding among teachers on performance requirements. 2. record and acknowledge the work of a teacher, so that they are motivated to do better, or at least equal to the outstanding achievements of the past. 3. give the teacher chances to discuss their wishes and aspirations and to increase awareness of career or job entrusted now. 4. define or redefine future goals, so that teachers are motivated to perform according to their potential. 5. checking the implementation and development plan that appropriate to the needs of special training, training plan, and then agreed to the plan if there are no rights that need to be changed. supporting research conducted by the rosary (2005) that basicallyleadership style emphasizes in appreciating the purpose of an individual so that later the person will have confidence that actual performance will exceed the performance expectations. leadership is the ability of someone to direct, influence, encourage and control other people or subordinates to be able to do some work on his own consciousness and voluntary in achieving a certain goal. the leadership style according to malayu s.p. hasibuan: 1. authoritarian it is if the power or authority most or absolute remains in the leadership or if the leadership embraces a centralized system of authority. the philosophy of the leader is "subordinate is for the leader or supervisor". subordinates only served as the executor of decisions that have been set by the leader. leader considers itself as the smartest and most capable. direction of subordinate done by giving instructions or orders, threat of punishment, and supervision carried out strictly. 2. participatory it is when the leadership is done by persuasion, creating a harmonious cooperation, foster loyalty and participation of the subordinates. leaders motivate subordinates to feel ownership of the company. the philosophy of the leader is "leader is for subordinates". subordinates should participate in giving ideas and considerations in the decision process. the decision still done by the leader with consideration ofsuggestions or ideas provided by subordinates.leader adheres to the management system (open management) and decentralization of authority. 3. delegative it is when a leader delegate authority to subordinates rather complete.thus, subordinates may take decisions and wisdom freely or flexible in carrying out their work. here the leader assigns responsibilities for executing the work to subordinates so they can control themselves in completing the work. motivation comes from the latin word "movere" which means "impulse or driving force". motivation discusses how to give encouragement to the followers or subordinates, in order to work seriously. according to malayus.p. hasibuan (2006) "that motivation is the driving force that creates the work excitement of a person, so that they able tocooperate, work effectively, and integrated with all its resources to achieve satisfaction". basically an organization or a company not only expects the teachers who are able, capable, and skilled but above them that they work hard and willing to achieve an optimal work results.therefore, work motivation is very important and necessary to achieve high productivity, so the purpose of the company can be achieved.teachers are able to work with high productivity due to boost from thework motivation. according to malayus.p. hasibuan (2005: 3), "motivating is very difficult, because it is difficult for the leader to know the needs and wants required by subordinateswith the results of the work”. work motivation is the motivation that occurs in the work situation and environment contained in an organization or institution. basically, humans always want things to be fine, so that the driving force or the driving spirit that motivates it works depends on the expectations that would be obtained next. if the expectation can become a reality then the person will tend to be lazy. based on the discussion about the various terms of work motivation, it covers some components: a. needs, this occurs when an individual feels there is no balance between what is owned and what is expected. b. encouragement, this is the mental strength to perform acts or activities. c. the aim, it is what to be achieved by the individual. according to marquis and huston (2000), motivation is divided into two, intrinsic and extrinsic motivation.intrinsic motivation comes from within the individual; provide an incentive for individuals to become productive. intrinsic motivation directly related to the ideals of the individual, whereas extrinsic motivation is motivation enhanced through the work environment or the award is given after excellent job. this supporting research conducted by suharto and budi cahyono (2005) suggested that one of the factors that affect performance is the motivation of workers. according simamora (1997), discipline is a procedure that corrects or punishes subordinates for violating the rules or procedures.supporting the research conducted by budi setiyawan and waridin (2006), which revealed that discipline is part of the teacher performance. work discipline is a tool used by managers to communicate with teachers so that they are willing to changebehaviors as well as an effort to raise awareness and willingness of someone to comply with all company regulations and social norms that applied (riva, 2004). hasibuan (2004) argues that the discipline is an awareness and willingness to comply with all company rules and social norms that applied.discussion of discipline in the human resources management departs from the view that there is no perfect man to escape from mistakes and wrongs. discipline is management way to encourage members of the organization to meet the demands of various provisions. this supports the research conducted by budi setiyawan and waridin (2006) which revealed that the work discipline is part of teacher performance factors. in other words, employee discipline is a form of training that seeks to improve and establish knowledge, attitudes and behavior of teachers so that the teachers can be cooperative with other teachers and to improve its performance. discipline means if teachers always come and go home on time, do all the work properly, comply with all company rules and social norms.in terms of teachers’ discipline, rules and penalties are necessary because rules are needed to provide guidance and counseling for teachers to create good order, work spirit, work morale, efficiency and effectiveness of teachers to be increased. based on the above understanding, it is concluded that work discipline is an attitude behavior, and act in accordance with the rules written or unwritten, and if violated there will be sanctions for violation. hypothesis is a temporary answer to the research problemsformulation, where the research problemsformulation has been stated in the form of sentences (sugiyono, 2009). the hypotheses in this study are: is there any positive influence of leadership style directly on the teachers’ performance?, is there any positive influence of the discipline directly on the teachers’ performance?, is there any positive influence of motivation directly on the teachers’ performance?, is there any positive effect of leadership style and discipline indirectly on the teacher performance throughmotivation asmoderatorvariable?, there is a positive influence of leadership style on the teacher performance motivation?, there is a positive influence of leadership style on the teacher performance discipline?, there is a positive influence between leadership style, discipline, and motivation on the teacher performance. a. conceptual framework the description of the above ideas can be clarified through the variable effect of leadership style and discipline towards motivation implicationon teachers’ performance in east jakarta, schematically illustrated as shown below: analysis method this research use path analysis method. analysis of pathways known to the path analysis was first developed in the 1920s by a geneticist, sewall wright (joreskog and sorbom, 1996; johnson and wichern, 1992). path analysis technique is actually a development of correlation separated into multiple consequencesinterpretations. furthermore, path analysis has proximity to the leadership style (x1) teacher performance (y) motivation (x3) discipline (x2) regression. in other words, multiple-regression is a special form of the path analysis. this technique is also known as a model of causality (causing modeling). this planting is based on the premise that the path analysis allows the user to test the theoretical propositions about causality without manipulating the variables (sarwono, 2007). path analysis of statistical states that for the purpose of forecasting or predicting y values on the basis of x1, x2,..., xivalues, relationship pattern corresponding is the relations that followed the regression model, while to analyze the pattern of causal relationships between variables with the aim to determine the direct and indirect influence, simultaneously or independently, several cause variables against effect variables, then the right pattern is the path analysis model. populations in research are a collection of individuals or objects that are properties of general.arikunto (2010: 173) explains that “population is the entire subject of research" consist of objects or subjects that have certain qualities and characteristics defined by the researchers to be learned and then drawn the conclusions. withdrawal or production of sample from the population to represent the population is due to lift the conclusion of researchers as something applicable to the population. arikunto (2010: 174) says that "sample is part or representative of the population studied". further, according to sugiyono (2010: 81), sample is "part of the number and characteristics possessed by the population" validity test was done by comparing the value of r-count with r-table for 5 percentsignificance level of the degree of freedom (df) = n – 2, in this case n is the number of samples. if r-count> r-table the question or indicators declared as valid, and vice versa, when the r-count <r-table the question orindicators is declared invalid according to ghozali(2005). reliability measurement is done by one-time measuring with spss 21 cronbach alpha (α)statistical tests.a construct or variable is said to be reliable if the value cronbachalpha>0.60 (nunnally in ghozali, 2005). to ensure that the regression line equation obtained is linear and can be used (valid) to search for forecasting, henceit will be tested bymulticollinearity, heteroscedasticity and normality assumption test. results and discussion a. respondents profile the numbers of respondents in this study were 112 respondents, with the following details: table i respondents' age age (years) number of respondents percentage 25-30 44 39.29 35-40 36 32.14 45-50 18 16.07 55-60 14 12.50 total 112 100,000 based on table i, it can be seen that for the age of the respondents mostly are aged less than or equal to 30 years as many as 44 people or 39.29%, followed by respondents aged 31 – 40 years as many as 36 people or 32.14%. this shows that teachers in east jakarta mostly are still young and at the highly productive age. this matter shows that the relatively young age, the work spirit owned is still relatively high. table ii respondents' gender gender number of respondents percentage man 63 56.25 woman 49 43.75 total 112 100.00 based on table ii, it can be seen that most respondents were male as many as 63 people compared to women who totaled to 49 people (43.75%). this indicates that the male as a larger proportion than female teachers. this is due to the job that requires physical labor, men are generally considered better than woman. table iii respondents' education education number of respondents percentage d3 25 s1 57 s2 20 total 112 100,000 table iii shows the data that the numbers of respondents are mostly from the group of s1 educated as many as 57 people or 68.75% of the total respondents. this suggests that teachers in east jakarta all have higher education. b. data analysis hypothesis testing table iv f-test result anova a model sum of squares df mean square f sig. 1 regression 1894.611 3 631 537 159 175 .000b residual 428 496 108 3,968 total 2323.107 111 a. dependent variable: y b. predictors: (constant), x3, x1, x2 testing the influence of the independent variables together against the dependent variable is done by using a statistical calculation of f-test.result show the value of f-count = 159.175. using the significance limit of 0.05, then the significance value is less than 0.05. this means that the hypothesis that states leadership style, motivation and discipline variables simultaneously have an influence on the performance of teachers is accepted. t-test the t-test was used to test the relationship of each independent variable on the dependent variable separately. in this case, to test the significance of leadership style (x1) towards performance of teachers (y) and to test the significance of discipline (x2), towards performance of teachers (y)partially. table v t-test result coefficients a model unstandardized coefficients standardized coefficients t sig. b std. error beta 1 (constant) -13.026 2.527 -5.155 .000 x1 .527 .082 .421 6.446 .000 x2 .588 .098 .416 5.984 .000 x3 .205 .100 .151 2.055 .042 a. dependent variable: y the calculation of the t-count value of the leadership style variablesis 6.446 with a significant value of 0.000 which is smaller than a = 0.05, thus hois accepted or ha is rejected. with that, the leadership style has a significant effect on the performance of teachers. furthermore, the calculation of t-count on the motivation variable is equal to 5.984 with significant value 0,000 smaller than a = 0.05, and thus ho is rejected or ha is accepted. coefficient of determination the coefficient of determination is a quantity that indicates the magnitude of the dependent variable variation that can be explained by the independent variable. in other words, the coefficient of determination is used to measure how far the independent variables in explaining the dependent variable. the coefficient of determination is determined by the adjusted r-square, as can be seen in the following table: table vi adjusted r-square test result from the results of regression calculation can be seen that the coefficient of determination (adjusted r2) obtained is 0.810. path analysis table vii path analysis result significant results of variance analysis showed the number of 0.000. this number is smaller than the critical number assigned, i.e., 0.05 for 95% confidence level and 0.01 for the 99% confidence level, so the ho is rejected and ha accepted. partial effect of leadership styles on the motivation presented in the following table: table viii t-test result coefficients a model unstandardized coefficients standardized coefficients t sig. b std. error beta 1 (constant) -13.026 2.527 -5.155 .000 x1 .527 .082 .421 6.446 .000 model summary b model r r square adjusted r square std. error of the estimate 1 .903 a .816 .810 1.992 a. predictors: (constant), x3, x1, x2 b. dependent variable: y anova a model sum of squares df mean square f sig. 1 regression 1894.611 3 631.537 159.175 .000 b residual 428.496 108 3.968 total 2323.107 111 a. dependent variable: y b. predictors: (constant), x3, x1, x2 x2 .588 .098 .416 5.984 .000 x3 .205 .100 .151 2.055 .042 a. dependent variable: y t-test showed significant figure of 0,000. the figure is smaller than the critical number assigned 0.05 for a confidence level of 95% or 0.01 for 99% confidence level so that ho refused and ha accepted. table ix durbin-watson test result model summary b model r r square adjusted r square std. error of the estimate durbinwatson 1 .903 a .816 .810 1.992 2,169 a. predictors: (constant), x3, x1, x2 b. dependent variable: y results of the coefficientdeterminationanalysis showed the value of 0.816, this shows that 81.6% change in leadership style can be explained by motivation. table x line 1 analysis result effect between variables coefficient beta line directions hub t-test result f-test result determinant coefficient residual coefficient x1 towards x3 .389 positive significant significant 0.683 (0.563) 2 0.317 x2 towards x3 0.504 positive significant significant based on statistical analysis can be seen clearly that partially all independent variables affect the dependent variable. the influences given by the three independent variables are positive means that higher leadership style, motivation and discipline resulted in a higher teacher performance generated. these results are consistent with the hypothesis that is proposed in this research.this result isalso in accordance with the results of previous studies. conclusion from the discussions that have been described, it can be concluded as follows: the results of hypothesis testing have proven there is influence between motivation and performance of teachers. tests proved that motivation has a positive influence on the performance of teachers. looking at the calculationsthat have been done the coefficient values obtained is 0.416 and t-count value is 5.984 with a significance level of 0.000 which less than 0.05, means that this hypothesis accepts ha and reject ho. the results of hypothesis testing have proven there is influence between leadership styles with teachers’ performance. tests proved that the style of leadership have a positive impact on teacher performance. judging from the calculations that have been done obtained coefficient value of 0.421 and t-count value of6.446 with a significance value of 0.000, smaller than 0.05. thus, ha is accepted and ho is rejected. the results of hypothesis testing have proven there is influence between the disciplines of work with the teacher's performance. the tests proved that the discipline of work has a positive influence on the performance of teachers. judging from the calculations that has been done obtained coefficient value of 0.151 and the t-count value of 2.055 with a significance level of 0,042 which smaller than 0.05, means that the hypothesis in this research reject ho and accept ha. motivation has the strongest influence on the performance of teachers in east jakarta. references algifari, 2000, regression analysis: theory, case, and solutions. yogyakarta: bpfe. aritonang, keke.t. (2005). compensation, discipline, and performance dale, robert, d. (1992). services as leader. malang: gadum mas ghozali, imam. 2005. multivariate analysisapplications using spss. semarang guritno, bambang dan waridin. 2005. influence of teachers’perceptionsregarding leadership behavior, job satisfaction and motivation on performance. jrbi.vol 1. no 1. hal: 63-74. hakim, abdul. 2006. analysis of motivation, organizational commitment and organizational climate effect on employee performance in east jakarta area handoko, t. hani. 2003. management 2 nd ed. yogyakarta: bpfe. hasibua, malayu. 2004. human resources management. jakarta timur. malthis, r.ldan jackson. 2001. human resources management. jakarta timur: salembaempat. masrukhindanwaridin. 2004. effect of work motivation, job satisfaction, organizational culture and leadership on employee performance. ekobis.vol 7. no 2. hal: 197-209. robbins, stephen. p. 2006. organizational behavior, indonesian ed.jakarta timur.gramedia. rivaiveithzal. 2004. human resource management for company.jakarta timur. setiyawan, budi dan waridin.2006. effect of teachers’ work discipline and organizational culture on teacher performance semarang. jbri.vol 2. no 2. hal: 181-198. simamora, henry. 1997. human resources management. yogyakarta. sugiyona. 2009. quantitative research methods. bandung suharto dancahyo. 2005. effect of organizational culture, leadership and motivation on human resourcesperformance]. semarang. jbri.vol 1. no 1. hal: 13-30 international journal of human capital management, vol. 6 (2), december 2022 20 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 6, no. 2, december 2022, p 20-31 merton model of default risk and stock return: evidence from indonesian stock market titis fatarina mahfirah faculty of economics, universitas negeri jakarta e-mail: titisfatarinamahfirah@unj.ac.id buddi wibowo faculty of economics and business, universitas indonesia e-mail: buddi.wibowo@ui.ac.id abstract the main objective of this study is to evaluate the effect of default risk on stock return. balanced panel data at the firm level from non-financial firms listed on the indonesia stock exchange (idx) during 2008-2017 (ten years) period was used in this research. this study uses merton’s (1974) model as done by vassalou & xing (2004) to build a proxy for the risk of default. the advantage of this model is that it considers the volatility of firms’ assets in estimating default risk. this study also investigates whether the size and book-to-market factors are also proxies for default risk or not. panel data regression analysis was used as the method of analysis. the empirical results suggest that default risk has a positive and significant effect on equity returns. adding the size and b/m ratio into the estimation model, the results show that the size, b/m ratio, and default risk are still significant factors to explain stock returns. this shows that size and bookto-market cannot represent default risk, and default risk has certain explanatory power for stock returns keywords: default risk, probability of default, stock return, and merton model received: 1 november 2022 accepted: 29 november 2022 publish: december 2022 how to cite: mahfirah, t.f & wibowo, b. (2022). merton model of default risk and stock return: evidence from indonesian stock market. international journal of human capital management, 6 (2), 20-31. https://doi.org/10.21009/ijhcm.06.02.2 http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 6 (2), december 2022 21 | p a g e introduction default risk is uncertainty surrounding the firm's ability to service its debts and obligations (crosbie and bohn, 2003). a company is default if it cannot provide sufficient funds to meet its debt obligations. therefore, the default risk would be to encourage shareholders to demand a premium in the form of a stock return difference above the risk-free interest rate as compensation for the risk of default. the higher the default risk, the higher the default risk premium demanded, and it should be reflected in the higher rate of return (wibowo & ham, 2016). companies with high risk mean the market will expect a high return (fama & french, 1995). several studies in the corporate finance literature have tested whether the default risk has an influence on the company's stock returns, but the results often vary and become conflicts. denis and denis (1995) show that default risk is relevant to macroeconomic factors and the business cycle, so it is a systematic risk. if the default risk is a systematic risk, there is expected to be a positive relationship between the default risk and subsequent realized returns (dichev, 1998). similar findings are also generated by empirical studies conducted by griffin and lemmon (2002), vassalou and xing (2004) and lin, chang & yeh (2012) which show that default risk has a significant effect on equity returns. in contrast, opler and titman (1994) and asquith et al., (1994) show that default risk is an idiosyncratic factor so that it is a non-systematic risk, arguing that default risk is not related to systematic risk. this is supported by empirical studies conducted by dichev (1998) and ghargori et al., (2007) who found that bankruptcy risk was not marked by a higher return. meanwhile, chiao and chen's (2005) research on japanese equity markets found that different default risks measurement has a more varied portfolio explanatory power. so that the default risk has an influence on return or not depends on the method used to measure the risk of default. lin, chang & yeh (2012) concluded that different researchers obtained varied empirical results refers to different default risk indicators and sampling data from different equity markets. the results of the study do not present consistent conclusions about whether the default risk has an influence on return or not. the most classical bankruptcy prediction model is the altman z-score model (1968). altman (1968) used a multi-discriminant analysis method for companies in the united states. by analyzing the data of 66 companies divided into two groups equally for companies that went bankrupt and did not go bankrupt during the period 1946-1965, altman produced a linear equation of the company's financial ratios that could predict the bankruptcy of a company. the discriminant linear equation which contains five financial ratios will then produce a value known as altman zscore. the higher the z-score, the lower the possibility of the company experiencing bankruptcy. if the z-score is less than 1.80, the company is expected to experience bankruptcy. this z-score method has often been used in research on bankruptcy and it is accurate enough to predict bankruptcy (lumondang, 2008). however, there are weaknesses in this method, namely the use of financial statement data that measures past performance so that it could not be applied to future performance. another disadvantage to this method is the use of financial statements that cannot capture the calculation of asset volatility which provides important information in estimating bankruptcy (vassalou and xing, 2004). criticism of the altman model is mainly in the selection of arbitrary financial ratios and lacks an adequate financial logic framework (martin, 1996; wibowo, 2017). the other default risk measurement model is a linear probability model such as the logit model that was first used by ohlson (1980) to predict non-financial firms. the selection of the logit model in this method is done to complete the z-score. the z-score results are values with a small forecast interpretation because multiple discriminant analysis is basically a rating tool. with the use of conditional logit analysis, problems arising from the use of multiple discriminant analysis can be overcome. the ohlsons score provides the probability of bankruptcy in a given time and it is expressed as a percentage of bankruptcy (lumondang. 2008). the higher ohlson score means the higher possibility of the company experiencing bankruptcy. but there are international journal of human capital management, vol. 6 (2), december 2022 22 | p a g e criticisms of the use of the logit model as a bankruptcy prediction model that is almost similar to the critique of discriminant analysis, namely the development of models that do not have an adequate basis of intuition and financial theory and are highly dependent on ex-post data and questionable generalization for other companies (wibowo, 2017). merton (1974) introduces a new approach to default risk modeling that is using the blackscholes option pricing formula. this model is built on a market-based approach. merton’s (1974) model defines the default event as a condition where the market value of company assets is lower than the market value of liabilities and equity (wibowo & ham, 2016). the merton model uses the market value of firm’s assets that reflect the prospects and business value of the company in the future and its value changes over time depending on the external and internal situation of the company so that it is assumed to move on a random walk (wibowo 2017). so that it will contain information that is forward-looking which is more suitable for calculating the possibility of a company going through default in the future (vassalou & xing, 2004). the advantage of this model is to consider the volatility of the company's assets in estimating the risk of default . accounting models such as altman z-score and ohlson score imply that companies with similar financial ratios will have similar default probabilities. unlike the merton (1974) model where companies can have similar levels of equity and debt, but have a very different default probability. this is because clearly, the volatility of assets provides important information about the default probability of the company (vassalou & xing, 2004). the firm’s volatility is the key input on the black-scholes option pricing formula. merton model (1974) assesses corporate liabilities as a contingent claim for a firm’s assets (lin et al., 2012). a firm’s debt can be valued as a put option on the firm's assets with a strike price equal to the principal value of the debt and the selling option is due to the due date of the debt (wibowo, 2017). meanwhile, the company's equity value can be seen as a call option from the company's assets because the equity holders are residual claimants from the company's assets after all obligations have been settled. the strike price of a call option is the book value of a company's liability. when the value of a company's assets is less than the strike price, the value of equity is zero (vassalou & xing, 2004). if the market asset value is lower than the principal debt that should be paid on the due date, then the company is in a default condition and unable to pay the debt fully. the debtholder will only get a return equal to the value of the asset and suffer losses equal to the principal value of the debt less the value of the firm's assets. the probability of default is measured using distance to default, which is the difference between the value of the company's assets estimated by the merton model (1974) on the face value of corporate debt which is then scaled by the standard deviation of the market value of assets. this distance to default measurement method has the advantage of being able to be calculated with more frequent frequencies and shorter periods of time so that the default estimation can be known at a certain point of time needed. this is because audited financial statement information is available once a year or at the latest once a month for unaudited, while stock exchange information is available on a daily basis. the bankruptcy probability prediction model that has the strongest financial theory base is the merton (1974) model (wibowo, 2017). varied empirical results not only refer to different default risk indicators but also due to data sampling from different equity markets. research in this area has been carried out in the united states (dichev, 1998; griffin & lemmon, 2002; vassalou & xing, 2004) which is a developed country with more stable capital market conditions than in developing countries. meanwhile, stock market volatility in emerging markets such as in indonesia is generally much higher than in developed markets (bekaert & harvey, 1997; wang, 2007). so the data characteristics between developed and developing countries will certainly be different and further research is needed to examine the relationship between default risk and stock returns in developing countries such as indonesia. research on measuring default risk using accounting models in est imating firm’s default risk has been done in indonesia (utama & lumondang, 2009; purnomo, 2014), but research on international journal of human capital management, vol. 6 (2), december 2022 23 | p a g e default risk by using a market-based approach by considering the volatility in company assets in estimating default risk still very limited. therefore, this study will examine the default risk as one of the factors that can affect stock returns. default risk will be calculated using the same approach in the study of vassalou and xing (2004) which uses the merton (1974) model as described in crosbie and bohn (2003). in addition, size and the book-to-market ratio will also be taken into account in this study as a control variable commonly used in many previous studies to analyze stock returns. the default risk, size, and book-to-market are examined for their effect together on stock returns. the result found that the higher the default risk, the higher rate of return. when adding the size and b/m ratio into the estimation model, the results show that the size, b/m ratio, and default risk are still significant factors to explain stock returns. literature review default risk & stock return dichev (1998) conducted research in the united states for the period 1981 to 1995. this study used two bankruptcy prediction models called altman z-score (1968) and ohlson-score (1980) to investigate whether the risk of bankruptcy is a systematic risk that is valued in subsequent return from securities. the main result of this test is that the risk of bankruptcy is not marked by a higher return. it was found that companies with high bankruptcy risk produced returns that were significantly lower than average returns since 1980. according to dichev (1998) this is in accordance with the assumption of inefficient markets where insolvent companies have low systematic risk and the market does not absorb financial information the distress is so insolvent companies have low subsequent returns. griffin and lemmon (2002) examined the relationship between book-to-market ratio, bankruptcy risk, and stock returns by using ohlson-score (1980) as a proxy for bankruptcy risk. this research was also conducted in the united states in the period july 1965 to june 1996. companies with a high risk of bankruptcy (ohlson-high score) showed a high return around earnings announcements. research by vassalou and xing (2004) which was also conducted in the united states in the period 1971 to 1999, used the black-scholes method, merton to calculate distances to bankruptcy (distance to default). this study is the first study to use the merton (1974) option pricing model as a measure of default risk for individual companies and assess the effect of default risk on equity returns. vassalou and xing (2004) found a positive influence between bankruptcy risk as measured by distance to default with stock returns. the smaller the distance to default, the greater the yield of the stock studies in australia conducted by ghargori, chan & faff (2007) examine whether default risk is valued in equity returns. by running the merton (1974) model as in the study of vassalou and xing (2004), this study found contradictory results. default risk is not valued by equity returns. research in japan by chiao and chen (2005) uses a default risk model developed by altman (1968) and shirata (1998) to evaluate the financial crisis of japanese companies. they found that if the risk was assessed using the altman z-score, the default risk in the japanese equity market was part of a systematic risk that was marked by its positive influence on return. however, the default risk model designed by shirata (1998) cannot determine whether the default risk in japanese equity markets is part of systematic risk. so chiao and chen (2005) draw the conclusion that the measurement of different default risks has varying explanatory power against systematic risk. lin, chang & yeh (2012) conducted a study on the taiwan stock exchange for the period 1996 to 2007. this study used two default probability measurements, which are merton (1974) option pricing model and the compound option model which is an extension of the merton (1974) model concept conducted by geske (1977,1979). both models are to build a proxy of default risk and evaluate the relationship between default risk and equity return. lin, chang & yeh (2012) international journal of human capital management, vol. 6 (2), december 2022 24 | p a g e found that the higher the default risk calculated using the merton and compound option models, the higher rate of return on the equity market. this means that default risk is part of systematic risk. research conducted in indonesia by utama and lumondang (2009) in the period 2000 to 2004 investigated the effect of bankruptcy risk, size, and book-to-market on stock returns. bankruptcy risk is measured using altman z-score and ohlson score. the results of this study state that stock returns are not influenced by bankruptcy risk either by measuring the z-score or ohlson-score, size and book-to-market of the company. another study conducted by purnomo (2014), examined the effect of financial distress on stock returns in the mining sector on the indonesia stock exchange in the period 2009-2013. using the altman z-score model as a proxy for financial distress produces findings that contrast with utama & lumondang (2009). bankruptcy risk was found to have a significant relationship to variable stock returns in mining sector companies. z-score variable in mining companies proved to have a positive and significant relationship with returns, which means that companies with lower bankruptcy risk will produce higher average returns. conversely, a company with a higher risk of bankruptcy will produce a lower average return. to find out the effect of default risk on stock returns, this study uses the references of vassalou and xing (2004) and lin, chang & yeh (2012) which show that default risk has a significant positive effect on equity returns. the decision to select the article as the basis for hypothesis formation is due to the default risk indicator equation that will be used in this study. vassalou & xing (2004) and lin, chang & yeh (2012) found a positive influence between bankruptcy risk as measured by distance to default with stock returns. the smaller the distance to default, the greater the yield of the stock. so that the relationship between the risk of default and return is as follows: h1: default risk has a positive effect on stock returns default risk, size, book to market ratio & stock return fama & french (1993) states that size and book-to-market are two additional factors that are better at explaining returns. fama and french (1993,1995) also argued that size and book-tomarket factors are proxies for default risk. but research by lin, chang & yeh (2012) states contradictions to the argument. lin, chang, and yeh (2012) show that size, book-to-market (b/m) and default risk remain significant factors. this shows that size and book-to-market cannot represent default risk, and default risk has certain explanatory power for stock returns. hence, to find out the effect of default risk, size and book-to-market simultaneously on returns, the hypothesis is formulated as follows: h2 : default risk, size, and book-to-market simultaneously affect the stock return. methodology sample selection and data sources the selection of samples in this study uses a purposive sampling method, which is sampling based on certain criteria that have been determined. this study uses a sample of non-financial companies listed on the indonesia composite index (idx composite) in indonesia from 2008 until 2017. financial companies are not included in the study as samples tested because financial companies have a different capital structure from other companies. the data used in this study is secondary data where the data is previously published data. the data source of this study comes from the data stream. the data used for this study include daily stock return data, company size, book-to-market ratio (negative b / m ratio are excluded from the sample), long-term debt, shortterm debt, the book value of equity (short-term debt plus a half from long-term debt), market returns use the return of the idx composite (indeks harga saham gabungan /ihsg) and risk-free interest rates using the 1-month sbi interest rate. international journal of human capital management, vol. 6 (2), december 2022 25 | p a g e variables and measurement dependent variable stock return is used as the dependent variable. return is the monthly return at month t+1 from the measurement period of default risk, size, and book to market. return is used as a proxy of expected return. stock return is obtained by the formula rt = 𝑃𝑡 − 𝑃𝑡−1 𝑃𝑡−1 × 100% (1) where : ri,t : stock return i at periode t pi,t : stock price i at the end periode t pi,t-1 : stock price i at the beginning periode t independent variables default risk the measurement of default risk for individual companies in this study is estimated using the default likelihood indicators (dli) introduced by vassalou and xing (2004). dli is a nonlinear function of the default probability of individual companies. dli is calculated using the merton (1974) model similar to that described in crosbie & bohn (1999). in the merton (1974) model, firm’s equity can be seen as a call option for firm’s assets. this is because the shareholders are residual claimants from the firm's assets after all the firm's obligations have been fulfilled. the strike price of a call option is the book value of a firm's liability. when a firm's asset value is less than the strike price, the equity value is zero. in this study it is assumed that the capital structure of the company consists of equity and debt. the market value of the company's underlying assets follows the geometric brownian motion (gbm) with the form: 𝑑𝑉𝐴 = 𝜇𝑉𝐴 dt + 𝜎𝐴 𝑉𝐴dw (2) where : 𝑉𝐴 : firm’s asset value μ : drift from 𝑉𝐴 σa : firm’s asset volatility the equity market value will be obtained from the call option black & scholes (1973) formula as follows: 𝑉𝐸 = 𝑉𝐴 𝑁(𝑑1) x𝑒 −𝑟𝑇 𝑁(𝑑2), (3) where : 𝑑1 = ln(𝑉𝐴 /𝑋)+(𝑟+ 1 2 𝜎𝐴 2 ) 𝑇 𝜎𝐴 √𝑇 , 𝑑2 = 𝑑1𝜎𝐴 √𝑇 (4) where : 𝑋𝑡 : book value of the debt at time t, that has maturity equal to t r : risk-free rate 𝑁 : cumulative density function of the standard normal distribution to calculate va and σa, which is unobservable, this study following vassalou and xing (2004) adopted an iterative procedure. this study uses daily data from the last 12 months to obtain estimates of equity volatility σe, which is then used as initial values of σa estimation. using the black-scholes formula, and for each trading day from the last 12 months, this study calculates va using ve as the market value of equity for that day. in this way, the daily value of va is obtained. then the standard deviation of va will be calculated, which is used as the value of σa, for the next iteration. this procedure continues to be repeated until the values of σa of the two sequential international journal of human capital management, vol. 6 (2), december 2022 26 | p a g e iteration converge. the tolerance level for convergence is 10e-4. once the convergence value of σa is obtained, then the value is used to back out to va through equation (3). the above process is repeated at the end of each month, to produce an estimate of the monthly value of σa. the estimation window always kept equal to 12 months. the risk free rate used for the iteration process every month is the 1-year sbi interest rate observed at the end of the month. once the daily value of va estimated, then the direction of μ can be calculated, by calculating the average change from lnva. default probability is the probability that the firm’s assets will be less than the book value of the firm's liabilities. in other words, 𝑃𝑑𝑒𝑓,𝑡 = prob (𝑉𝐴,𝑡−𝑇 ≤ 𝑋𝑡 | 𝑉𝐴,𝑡 ) = prob (ln (𝑉𝐴,𝑡−𝑇) ≤ ln (𝑋𝑡 ) | 𝑉𝐴,𝑡) (5) because the value of assets follows the gbm of equation (1), the value of assets at each time t is obtained from: ln (𝑉𝐴,𝑡−𝑇 ) = ln (𝑉𝐴,𝑡 ) + (𝜇 − 𝜎𝐴 2 2 ) t + 𝜎𝐴 √𝑇𝜀𝑡+𝑇 , (6) 𝜀𝑡+𝑇 = 𝑊 (𝑡+𝑇)−𝑊 (𝑡) √𝑇 , and 𝜀𝑡+𝑇 ~ n (0,1) (7) therefore the default probability can be rewritten as follows: 𝑃𝑑𝑒𝑓,𝑡 = prob (ln(𝑉𝐴,𝑡 ) − ln(𝑋𝑡) + (𝜇 − 𝜎𝐴 2 2 ) 𝑇 + 𝜎𝐴 √𝑇𝜀𝑡−𝑇 ≤ 0) (8) 𝑃𝑑𝑒𝑓,𝑡 = 𝑃𝑟𝑜𝑏 (− ln( 𝑉𝐴,𝑡 𝑋𝑡 )+ (𝜇− 𝜎𝐴 2 2 )𝑇 𝜎𝐴√𝑇 ) ≥ 𝜀𝑡−𝑇 (9) distance to default (dd) defined as follows: 𝐷𝐷𝑡= ln(𝑉𝐴,𝑡/𝑋𝑡)+ (𝜇− 1 2 𝜎𝐴 2 )𝑇 𝜎𝐴 √𝑇 (10) default occurs when the ratio of asset value to debt is less than 1, or the log is negative. dd tells us how much the standard deviation of this log ratio needs to deviate from the average to make the default occur. although the value of the call option in equation (2) does not depend on μ, dd depends on μ. this is because dd depends on the future value of the asset obtained from equation (4). this study uses a theoretical distribution that is implied by the merton model, the normal distribution. in that case, the theoretical default probability will be obtained by: 𝑃𝑑𝑒𝑓 = n (-dd) = n (− ln(𝑉𝐴,𝑡/𝑋𝑡)+(𝜇− 1 2 𝜎𝐴 2 )𝑇 𝜎𝐴√𝑇 ) (11) control variable there are two control variables used in this study, size and book-to-market ratio commonly used in previous research to analyze stock returns. firm size variables use log (market capitalization) and book to market ratio is the inverse of the market to book ratio value available in datastream. model specification this study use panel data analysis to explain the relationship between the default risk, size and book-to-market toward stock returns. the research model built to answer the two research objectives is as follows:  model 1 : 𝑹𝒊,𝒕+𝟏 = 𝜷𝒊,𝟎 + 𝜷𝟏 defi,t + 𝜺𝒊,𝒕  model 2 : 𝑹𝒊,𝒕+𝟏 = 𝜷𝒊,𝟎 + 𝜷𝟏 defi,t + 𝜷𝟐 sizei,t + 𝜷𝟑 b/mi,t + 𝜺𝒊,𝒕 where : ri,t+1 = stock return of firm i at time t + 1 international journal of human capital management, vol. 6 (2), december 2022 27 | p a g e defi,t = probability of default of firm i at time t sizei,t = firm size i at time t b/mi,t = book to market of firm i at time t 𝛽 = parameter estimated 𝜀𝑖,𝑡 = error term result and discussion descriptive statistics table 1 summarizes the descriptive statistics of all variables used in this study. with a sample of 102 companies with a total period of 120 months, total data entries were generated are 12240 firm-years observations. table 1 describes the empirical distribution of the variables tested. based on the results of the descriptive analysis, it was concluded that the average return of the sample was positive, that is 0.6%, which means that the average company experiences capital gain. meanwhile, the average default probability is relatively low at 15%. observations of the size of the company state that the average size of the company in the sample is 19.4 billion rupiah. furthermore, the average b/m ratio is 0.884 which is smaller than 1 (one), which means that the rate of return from the company’s shares is greater than expected because the market expects that the company's performance prospects in the future will be good which is appreciated by the market price of the stock which is higher than its book value. table 1. statistic descriptive variable mean median maximum minimum std. dev observation return 0.006818 0.000000 1,458957 -1,205971 0.140121 12240 probability of default 0.154581 0,014014 0.888384 0.0000000 0.226033 12240 size 1.94e+10 2.57e+09 5.50e+11 15931080 5.45e+10 12240 book to market 0.884905 0.581395 14.28571 6.37e-11 0.957716 12240 table 2. pearson correlation matrix variable return probability of default size b/m return 1 ---- probability of default 0.042257 1 0.0000 *** ---- size 0.017199 -0.216393 1 0.0571 * 0.0000 *** ---- b/m 0.056915 0.426944 -0.221371 1 0.0000 *** 0.0000 *** 0.0000 *** ---- * significance at the 10% level; ** significance at the 5% level; *** significance at the 1% level table 2 displays the pearson correlation coefficient, which offers preliminary evidence about the relationship between the variables tested. as already hypothesized, the probability of default, size, and b/m ratio has a significant correlation with stock returns. the direction of the international journal of human capital management, vol. 6 (2), december 2022 28 | p a g e correlation of all variables is positive. it is showns that the correlation between the default probability, b/m ratio and stock return is consistent with the book-to-market effect which is the firm with high b/m ratio means the market expect that the company's prospect is worse than the company with a low b/m ratio, so the market will expect a high return. one well-known argument of book-to-market equity premiums for returns is that companies with high book-to-market are charged a higher risk premium because of the greater risk of distress (griffin & lemmon, 2002). the correlation between size and return is not consistent with the size effect because of its positive relationship. however, a negative relationship is found between the default probability and size, which means that small companies have a high default risk. regression analysis the data in this study are panel data so regression analysis with ordinary least square (ols) does not regard the difference between individuals and between time, because it is assumed the intercept and the slope of the model are the same. therefore, to overcome the weakness of the regression analysis (ols), the test of fixed effect model (fem) and random effect model (rem) are conducted. ols, fem and rem models testing were carried out by chow test, hausman test and pagan breusch (gujarati, 2006). table 3 summarizes the results of the fem and rem tests for models 1 and 2. table 3. regression model determination regression model chow test hausman test conclusion prob. f-stat model 1 0.2269 0.000 *** common effect model 2 0.000 *** 0.000 *** fixed effect * significance at the 10% level; ** significance at the 5% level; *** significance at the 1% level the chow test results for model 1 in table 3 show that the p-value for cross-section f = 0.2269, it conclude that common effect model are better than fem. then, the hausman test results show p-value for random cross-section = 0.000 which states that fem is better than rem. hence, the conclusion is common effect model will be used to interpret the regression results for model 1. furthermore, the chow test results for model 2 in table 3 show that the p-value for cross-section f = 0.000. it concludes that fixed effect model are better than common effect model. then the hausman test results show p-value for random cross-section = 0.000 which states that fem is better than rem. according to the both tests, fixed effect model will be used to interpret the regression results for model 2. table 4. main regression analysis variable coefficient of regression panel a (model 1) panel b (model 2) probability of default 0.026196 *** 0.126102 *** (0.000) (0.000) size 0.041006 *** (0.000) book to market 0.027904 *** (0.000) constant 0.002769 * -0.924889 *** (0.071) (0.000) period 120 international journal of human capital management, vol. 6 (2), december 2022 29 | p a g e cross-section 102 observation 12240 method common effect model fixed effect model r-squared 0.001786 0.052167 adj r-squared 0.001704 0.044044 prob. (f-statistic) 0.000003 *** 0.000 *** * significance at the 10% level; ** significance at the 5% level; *** significance at the 1% level table 4 shows the results of regression analysis for sample in this study. panel a displays the results of regression testing for hypothesis 1 which examines the effect of default risk on stock returns. the results presented in panel a show that the default risk which is proxied by default probability has a positive (β = 0.026) and significant (p < 0.01) effect on stock returns. so that the first hypothesis of this research is proven. the higher the default risk, the higher the demand for default risk premiums and the higher rate of return. this finding also supports previous research of denis & denis (1995), griffin & lemmon (2002), vassalou & xing (2004), lin, chang & yeh (2012). panel b on table 4 displays the results of testing for hypothesis 2, which adds the control variable size and b/m ratio to see the effect of default risk on stock returns. the results show that the risk of default (β = 0.126), size (β = 0.041) and b/m ratio (β = 0.027) has a positive and significant (p < 0.01) effect both partially and simultaneously (f-stat < 0.01) on stock returns. the addition of these two control variables also increases the adjusted r-square by 4.23% from 0.17% to 4.40%, which means that the addition of these two control variables makes the estimation model better to explain stock returns. the empirical findings also support the research of vassalou & xing (2004), lin, chang & yeh (2012) where default risk, size and b/m ratio, each of them is a significant factor that has certain explanatory power for stock returns. robustness check we designed the robustness check to validate our findings by examining the influence of our independent and control variables on stock return during the crisis 2008 and the post-crisis period (2009-2017). table 5 divide the regression period into 2, the crisis and post-crisis period. an interesting stuff was found when dividing the two periods. during the crisis, it suggests the effect of the risk of default on stock returns. this is reflected in the positive (β = 0.326), and significant (p < 0.01) coefficient values. adding two control variables of size and b/m ratio, the result remain supports the main analysis of this study. the results suggest that the risk of default (β = 0.201), size (β = 0.136) and b/m ratio (β = 0.036) has a positive and significant (p < 0.01) effects on stock returns. the effect of default risk on stock returns during the crisis confirmed the main analysis. meanwhile, when tested in the post-crisis period it’s also shows a positive (β = 0.131) and significant (p < 0.01) effect of the risk of default on stock returns. adding two control variables of size and b/m ratio, the result remains confirm the main analysis of this study. the results suggest that the risk of default (β = 0.162), size (β = 0.043) and b/m ratio (β = 0.023) has a positive and significant (p < 0.01) effects on stock returns. thus, it is concluded that the default risk had an effect on stock returns regardless of the crisis and post-crisis periods. tabel 5. crisis and post-crisis analysis variable crisis period (2008) post-crisis period (2009-2017) model 1 model 2 model 1 model 2 probability of default 0.326530 *** 0.201063 *** 0.131791 *** 0.162431 *** prob. t-statistic (0.000) (0.000) (0.000) (0.000) size 0.136905 *** 0.043002 *** prob. t-statistic (0.000) (0.000) international journal of human capital management, vol. 6 (2), december 2022 30 | p a g e book to market 0.036704 *** 0.022743 *** prob. t-statistic (0.000) (0.000) constant -0.069946 *** -2.917498 *** 0.001797 -0.961743 *** prob. t-statistic (0.000) (0.000) (0.4321) (0.000) period 24 96 cross-section 102 102 observation 2448 9792 method fixed effect model fixed effect model fixed effect model fixed effect model r-squared 0.053592 0.145555 0.017193 0.035988 adj r-squared 0.012427 0.107629 0.006846 0.025639 prob. (f-statistic) 0.024791 ** 0.0000 *** 0.000035 *** 0.000000 *** * significance at the 10% level; ** significance at the 5% level; *** significance at the 1% level conclusion this study uses the merton (1974) model to calculate the monthly probability of default for individual firm, and examine the effect of probability of default on stock return. this study also examines the effect of size, b/m ratio, and the risk of default on stock returns. sample data of this research are non-financial companies listed on the indonesian stock exchange (idx) during the period 2008-2017. the result found that the higher default risk, the higher rate of return. when adding the size and b/m ratio into the estimation model, the results show that the size, b/m ratio and default risk are still significant factors to explain stock returns. when the research period is divided into periods of crisis and post-crisis, the results remain support the main analysis. during the crisis and post-crisis period reveal a positive effect of the risk of default on stock returns. this study has limitations, which is the data used in this sample is a small sample of non-financial companies in indonesia so the results cannot be generalized for all companies on the indonesia stock exchange. therefore, further research in this area is needed by using larger samples and longer periods, so that the validity of the default risk proxy toward stock returns can be increased. references altman, edward i. 1968. financial ratios, discriminant analysis, and the prediction of corporate bankruptcy. journal of finance 23, p.589-609 asquith, p., gertner, r., & sharfstein, d. 1994. anatomy of financial distress : an examination of junk-bond issuers. quarterly journal of economics, 109 (3), p.625-658 bekaert, g. and c. r. harvey.1997. emerging equity market volatility. journal of financial economics 43, p.29-78. chiao, c.s., & chen, s.y. 2005. is the risk of bankruptcy a systematic risk in japan? sun yat sen management 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leadership based on transformational leadership and lokal wisdom) dicky wainal usman,* djaali,**madhakomala,*** state university of jakarta** usmandickywainal@gmail.com* djaali@unj.ac.id r.madhakomala@unj.ac.id abstract this research aimed to evaluate on five (5) steps;: (1) design of border management, (2) installation for border management,(3) process of border management, (4) product of border management, and cost / benefit for border management, for keep sovereignnation on north kalimantan, this research is the programme evaluation research use discrepancy evaluation model (dem), data collection techniques are using; interview, observation, documentation and questionnaire for analyzer discussion support. analysis of the data use raph tylor model as follows data reduction, data display and verification as conclusion.results of this research include: (1) draft design, (2) border management plan, (3) compile of policy strategy with the help of stakeholders and hr agencies (4) the process of planning, organizing, staffing, directing, coordinating, reporting and budgeting for border management, and (5)lack of budget management.besides is non-functioning of transformational leadership and effective local wisdom on north kalimantan keywords: program evaluation, border management, regional leadership, transformational leadership, local wisdom, discrepancy evaluation model (dem) the local culture as the foundation of local wisdom, is the basic philosophical of an organization sociology, which form the basis of the value that is used as norm in the local community where the norms of guiding the behavior of members, and can provide recognition status to every individual, and the norm is the rule in formal and non formal to develop its region, including in the provinces of northkalimantan, so the local culture into local wisdom as a base on future live of society. in connection with this evaluation is needed to improve how the government policy in border management program, implementing strategies transformational leadership, strengthening local culture, and discrepancy occurring in border management in the province of north kalimantan, in an effort to defend the sovereignty of the republic of indonesia. suitability evaluation model of regional discrepancies based policies that transformational leadership with their local wisdom, intended to improve, enhance and modify the border management program and in an effort to raise public awareness of the border, so the border management program in maintaining national sovereignty can be realized. worthen and sanders (2005: 32) the evaluation is an activity to find something valuable about something, in search of something that also includes looking for information useful in assessing the existence of a program, production, procedure and alternatives strategies proposed to achieve the objectives management defined borders. stufflebeam (2000: 4) defines evaluation as the imaging process, searching for and providing useful information for decision makers in determining the decision alternatives. anderson (in arikunto) considers evaluation as a process of mailto:djaali@unj.ac.id 57 determining the results achieved several activities planned to promote the goals. tufo (200: 71) evaluation is a systematic determination of a subject's worth and significance, using criteria governed standards. vendung, (2009: 2) evaluation is the process of determaining the skelter, worth and value of thing. viviane and gilbert (2000: 39.) that evaluation is the process of determining whether the implementation of activities in accordance with the expected goals. alkin in wirawan (2004: 34) evaluation is the process of ascertaining the decision areas of concern, selecting appropriate information, and collecting and analyzing information in order to report summary data is useful to decision makers in selecting among alternative. aiken (2004: 34). evaluation aims to obtain feedback on the activities that have been implemented, as the information to carry out the following activities. vendung, (2009: 2) evaluation is the process of determaining the skelter, worth and value of thing. scriven (2009: 1-2) the traditional definition of evalution involves judging the merit or worth of some for example, a program, a policy, or product. viviane and gilbert (2000: 39) the process of determining whether the implementation of activities in accordance with the expected goals.a special program is a specific plan of organization for a specific purpose (2001: 241). widoyoko (2009: 17) the process of setting the decision was based on a comparison carefully against the observed data by using specific standards that have been standardized. tayipnapis (008: 62) the evaluation is tantamount to supervision activities. pearson (2002: 311) evaluation associated with research focuses on five stages, namely stages: 1) design (design, 2) setup / installation (installation,) 3) process (process), 4) product (product), and 5) cost / impack (cost), ford (2001: 245) what, who, how. what, who and how. phillip (2000: 182-185) goal free of michael scriven, evaluation measure all policy effects of the activity or project, 2) adversary, thomas owen, the pros and cons of activity, pro only collect data on all the positive things: success, positive benefits, efficiency, effectiveness of activities and cons; only collects information about the failure, ineffectiveness and inefficiency of activities, 3) formative and summative evaluation, 4) cipp, 5) responsive evaluation, 6) goal-based evaluation, 7) black box evaluation, 8) evaluation system, 9) analysis system , 10) connoisseurship evaluation, 11) evaluation gap (discrepancy), 12) the delphi technique, 13) policy evaluation decisions, 14). and others. stake, which emphasizes the two basic activities, namely the evaluation of stake (2011: 119-123) descriptions and judgement, and distinguishes three stages in the education program, namely antecendents (context), transaction (procces), and outcomes (output). davidson (2011: 422-425) antecedents, transaction, outcomes, manpower. delanty (2006: 3) some of these components are key to understanding the context of the border region. andrew, p. and snyder, t (eds.). 2000: 8) the concept of the lead to a better control on the movement of workers, refugees and terrorists. crossings (2005: 74) the development of the border is seen as a matter of urgency, it is seen from the magnitude of the gap between rich and poor countries that lead to conditions of stability and security. scheneier (1987: 4) security is the degree of resistance to, or protection from, harm. it applies to any vulnerable and valuable asset, such as a person, dwelling, community, nation, or organization ". so the description refers to the application of supervision in the field in the frontier area is defined as a program evaluation, validation may be same interpreted with bppd institutions in accepting bnpp as chairman of border management. evaluation of the program is the first step of the process of accreditation and validation agencies. the government's policy on the implementation of border management program in the province of north kalimantan covers how government policy in border 58 management in the province of north kalimantan ? how does cooperation in border management strategy in the province of north kalimantan ? how strategy strengthening attitudes behaviors of society and efforts made to achieve indonesian republik sovereignty ?. how to create safety in the border region of north kalimantan province ? and how does impact the results of border management in the province of north kalimantan ? method the approach used in this study is a qualitative approach using descriptive methods to review the program gaps. research methods used in the study was descriptive qualitative method. descriptive qualitative methods performed to evaluate gaps north kalimantan border management program as planned compared to the reality on the ground. evaluation model "discrepancy" gaps introduced by provus in nyre & rose, which is a model that emphasizes the importance of policy evaluation before comprehension evaluation system. 1.design border management policy in north kalimantan local community prefers the life of the state neighbour (malaysia), they preferred staple goods, oils, medicines originating from malaysia, so that the rate of criminality, including drug smuggling is difficult to overcome. people are less concerned about a sense of nationalism, patriotism, defense of state, and build a life in the container nkri, they often say in my chest is pancasila, but my stomach is malaysia. the number of people who have dual citizenship because they need a job from malaysia, due to lack of jobs, while the daily life of those in indonesia. local leaders today are growing still transactional every official has a duty and responsibility to be resolved and the liabilities, claims the head of the area to his subordinates to complete each task, where the head of the region is less motivating, models, and approaches to subordinates, a officials supposed to understand, capable and can run errands. in the development did not become common knowledge gets a certain percentage of local governments in governance of each assistant, project leader and head of the division and performed a transactional basis. while the leadership of the new transformational character discourse and generally at the level of head of the division, and assistant bureau chief less understand the principles, nature, principles and application of transformational leadership 2. instalation, cooperation in border management strategy in the province of north kalimantan cooperation between border guards and managers can not run in the same manner as expected, in and responsibilities are clearly in line with the weight of responsibility that has been measured by each institution, the next problem is the need for cooperation between functions is not just a task together.accordance with the duties and functions or each still walk on their own, there is no alignment, so that their synergies can not be measured. this happens because the leadership of the manager who handled by local governments are lacking in implementing the vision and mission of border management can not be internalized by the officers and border guards, and the presence of a manager in the border region is very less considering the flurry of local officials and personnel assigned to handle and oversee the management of border not being able to interact, communicate and be a good partner. operational activities of officers, border guards and the manager still runs itself alone, their duties and their respective functions and preoccupations overcome the problems of each, especially the problem of accommodation and transport. lack of transport facilities and support clean water and other facilities needed to support 59 the implementation of the tasks. in the area of authority and responsibility respectively, have own job description duties the software has been no cooperation, need to be built sop begins with making the fixed procedure of each function and then created a unified standard operating procedure, and then do the training each function measured manner. sop to build reliable and capable of operating in the management of border efforts are needed to improve local leadership using transformational leadership, if only rely on leadership as it is now estimated sop will never materialize. 3. process, strategies strengthening attitudes behaviors of society and efforts made to achieve sovereignty republic of lndonesia strengthening of attitudes and behavior carried through the development of local culture, local knowledge and implementation guidance in the form of defending of country counseling, patriotic country, a growing sense of nationalism is often perpetrated by the territorial and local government through counseling and guidance to the public, but the results can not be expected remember people always compare the condition of the border with the state of his brothers in malaysia lives far better than life in the territory of the republic of indonesia. besides, they also always give a sense of obligation and duty of the community in helping to border management, towards a better society, fair, prosperous and dignified, yet again because too many unfulfilled wishes of the people at the border, they are less response than supporting development the border, they are more intense in activities which destroy nature, smuggling of various commodities, including drugs either through the territorial sea and rivers and land area. strengthening the local culture and local wisdom routinely are conducted continuously by the department of social goverment kaltara area, but the results can not bring people who have local knowledge which is able to be coupled with national wisdom. beside their life that lack, lack of roads and facilities and transport facilities they have, so they are always comparing with infrastructure malaysian territory as well as the number of arrivals making disappointment in themselves, because they underappreciate the social life within the unitary state of the republic indonesia. community empowerment through regulations or rules to build housing facilities. facilities and infrastructures, roads and transport facilities and infrastructure of adequate accommodation in a life, they have been raised in a safety container of spontaneous community still pros and cons, especially to move people and villages that were near the border, particularly those who have dual citizenship. through education, early warning system (detection and early sensory) verily they would be people who are very helpful security on the border with the application of rules or regulations effectively. the security stakes performed by border patrols routinely satgaspamtas task forces and joint patrols with the royal army of malaysia, including the assignment of a special team of jakarta in order to improve border stakes. currently under construction road parallel stakes limit along 1,038 km to the border with west kalimantan by units of engineers of the army, but the result was only 30% for 2 years running, is expected in 2020, roads have been able to be used as a road patrol at once the way to controlling the border region. implementation of border diplomacy conducted by the indonesian national army and local governments, related diplomacy territory by local governments kaltara, invites mulawarman university as partners working diplomacy and in fact elements of the university often complained about the lack of 60 professionalism of the team members diplomacy of local government kaltara and parties malaysia which always fetched, inconsistent and often throw tantrums, resulting in less effective diplomacy, is not able to be applied in the field. diplomacy indonesian armed forces with malaysian soldiers can run and consequently the results can be applied in the field, if there are problems can be discussed and resolved together. 4. products, creation of security in the border region of north kalimantan province for managing insecurity in the mainland need additional personnel satgaspamtas of the present conditions that as a duty 2 satgas plus 1 to 3 satgas task force with force personnel have eambanment 1.050 parsonnel this from long distance calculation border 1.038 km until 1 satgas personnel able to monitor 1 km, this ratio much better if just than ratio long standing. beside assignment was strengt hembankment tni personnel will upgrade intense reaction speed at the time of inter-ethnic unrest often occur border region, given the limited police personnel in the border region, whereas inter-ethnic fray this very negative impact on the creation of ordeliness security and society and a harmonious life within the unitary state of indonesia. to address the vulnerability in the presence of sea ship speed boats and patrol boats at any time across the amballat waters and sea borders of the republic of indonesia and malaysia as often happens entry of foreign vessels mainly malaysia to the sea area of the republic of indonesia . where it is necessary to tools special tools detection and prevent premature placed in the post heading the naval especially in area prone to smuggling and the entry of foreign fishermen to the sea area of the republic of indonesia as well as the organization of the navy had had headquarter and therefore the need empowerment and the addition of equipment and weapon system sea in order more increase quality execution of tasks and attendance at sea. to overcome air reconnaissance mainly done by planes, indonesia has time to develop a fighter aircraft of madiun or makassar routed to tarakan air force base in view of the results of observations made by researchers using radar on satrad au tarakan indicates that when there is no fighter which stand bay in tarakan air force base then the territorial violations will occur, otherwise when in the stand by aircraft airfield tarakan accommodation airspace violations do not occur. therefore necessary force fighter squadrons stationed in tarakan air force base. improved security guard border areas, especially border areas needs something to do with the construction of accommodation facilities more humon forarmy troops their considering difficult places in the hill country and the lack of clean water media that requires infrastructure better accommodation than when this satgaspamtas and army troops in the border areas to individual facilities need to be equipped with better tools support equipment and tools, vehicles and weapon system accordance with the duties and functions of each. isolation of the border need to be opened and constructed in accordance with the paradigm of the border as the forefront of the unitary republic of indonesia 5. cost, impact of the results management in the border region of north kalimantan province management of border areas has not been implemented optimally legal basis should be revised improvement, the presence of local government as a manager needs to be revisited because his presence can not be optimal, and his leadership was not able to build the vision and mission of managing the border effectively and reliably the impact is felt directly by the officers and border guards often be hesitation and lack of compliance because the command run by the region can not follow thythm life of border management, which is essentially a large part management defense and national security unity, inter-ethnic frequent commotion caused by the attitude of many people jealous of outsiders who continually develop land ownership and land for subsistence migrants. many indonesian workers 61 especially those illegally deported from malaysia did not return home but settled in the border region is particularly the case in nunukan. local communities there often to protect against the presence of immigrants often inter-ethnic unrest highly damaging national unity kaltara indonesia in the region, especially the educated elite, especially those who often provoke people to local communities about the settlers. lack of community care occurred protection of the border region as a result of the lack of empowerment of the results of the management of natural resources, during which only benefit the investor. society lives amid natural resources were quite good and the potential, but does not enjoy the results as expected on the territory of the region which has a good natural resources. investors in the border region many invest their shares in oil palm plantations and the average in the border region inevestor from malaysia they are more concerned with corporate profits than to help and solve the difficulties of society so that people who are isolated and they are still living with the move (nomadic) received less attention and assistance from the government and investors so that they become indifferent, decrease care about the environment and many of those who are forest dwellers (illegal logging) and damage the environment due to the nomadic life. community empowerment through belts-seat belts is one of the solutions in order to increase the participation and passion for the environment and helps to border management. security vulnerability in the region-region, village dwelling place of the community as a result of drug smuggling and community needs as well as environmental destruction and illegal logging is done by the community adjacent to the border line. rampant drug trafficking from malaysia through the waters and land, into the rivers and up in the villages, so many community leaders who complained about drug trafficking like hotcakes, it causes destruction of young generation in the border region mainly due to drug consumption and more isolated from the community to be very backward and less accommodative and participative lives on rural development and improving the quality of education in society discussion a. discussion on design bnpp establishment as a representative of which is the existence of the draft border management in maintaining the sovereignty of the country from internal and external threats, which plays a role in setting policy strategy, work programs, budgeting and management of goal attainment standards. in general, border management plan refers to the design concept of management (management), which consists of a variety of design functions; planning, organizing, mobilizing, coordinating, reporting, budgeting and control, and all of it in the implementation of managerial, to draft a strategy in accordance with the standards of achievement of management objectives, the main target of a particular organization management.many sources of the concept of management or management, such as planning, organizing, actuiting and controlling (poac), planning, directing, check and action (pdca), planning, terific, leading, and controlling (polc), and others, but which very relevant in this study is the planning, organizing, staffing, directing, coordinating, reproting and baudgeting better known by the name of posdcorb, which perform the functions of management or management by implementing of planning (plannnig), organizing (organizing), mobilization (directing), coordination (corordinting), reporting (reporting) and budget (budgeting), however most appropriate for the management of the border is 62 posdcorb (planning, organizing, staffing, directing, coordinating, reporing and budgeting), all highly relevant to the activities of border management 1. establishment of design in shaping relations activities and the limitation of authority and accountability and border guard officers from various agencies, so that border management is required to create a work environment conducive to a healthy and dynamic cordination and set up a joint agreement on a work assignment in achieving successful management of the border using the reporting system as a source of information in accordance with the duty manager responsibilities 2. determination of the source of funds and budgeted costs for the design of border management, to supporting the development of pure ideas as local wisdom that extends from socialized by way of empowerment of people's lives, build a seatbelt in exploring potential areas of north kalimantan province. thus the core of the design steps in border management bnpp dem is as representative prepare draft management as well and as accurately as possible, utilizing the available budget with the involvement and empowerment of local communities optimally. thus the core of the design steps in border management bnpp dem is as representative prepare draft management as well and as accurately as possible, utilizing the available budget with the involvement and empowerment of local communities optimally. b. discussion installations 1. leadership, in doing construction to move the recruitment, coordination and reporting of recruitment officers from various agencies to perform tasks together in a working structure based sop areas of expertise in order to create a conducive working environment, healthy and dynamic, so the need to set a deal together on a work assignment in achieving success in integrated persisten procedure, which is supported by the resources according to the task of border management responsibilities. 2. the scope of management, budgeting, public management of the natural environment based on the vision and mission, the priority agenda of policy direction, and the rules of border management, including (5) related matters, namely; 1. condition of the state border, 2.issues of strategy, 3. basic principles of vision and mission, 4. agenda priority policy direction, and 5. the rules of border management by involving the community in and set a budget of resources and costs are distributed to border management, as well as their awareness of the environment involved in border management. the room spacious enough with the environment management activities based on the management of budgets that have been set, but it needs to participate preservation of nature with a clear vision and mission, as prescribed by law, with attention; a), the condition states borders, which is a requirement known or circumstances that exist in the field and around the border. field conditions along the border was to be understood by managers, the goal is to make it easier for officers and border guards carry out operations, b) issue as an unsolved problem and are ready to take its decision, represents a gap between management practices in the field hoping to solve some of the vulnerabilities of security, while the strategy is an overall approach with regard to the implementation of the idea, planning, and execution of an activity within certain times during the legislation applicable or valid, thus the issue of the strategy is a condition or thing to be aware or in prioritizing the development planning for the impact will be 63 significant to the entity (local / community), especially on the border in the future, poured through sop covering ; a) the system of regeneration; b) the organization's management system; c) the strengthening of the economic rights of the people; and d) the source of funds remains ease; e). the basic principles of border vision and mission is aligned with the vision and mission considerations both at the level nationalism up at the regional level focused on the development of nationalism and sovereignty of the territory; f). agenda priorities are all areas the policy direction should hold the optimization of financial conditions that must be adapted to the policy of the central government, and finally g). border management rules as the rules that organize the behavior of managers in public life. 3. recruitment, strategy mechanism, supporting facilities and services that a strategy needs careful attitude towards the violation of indonesia and remain vigilant of all threats to the sovereignty of states side of the border, mainly address the vulnerability on ground with the addition of border posts and the addition of personnel satgaspamtas, make proposals patrol boats, and ship fast, and the proposed construction of the air squadron at the air base tarakan, by continuing to strive meningkatkann develop the quantity and quality of facilities necessary to support the needs of the service manager to obtain, simplicity, attention to perform tasks of border management.thus the core of the installation steps in the dem is structuring regularly to border management bppd as representative bnpp to organize a systematic management as possible, based on the design of the design is to do the design of management functions to carry out the design of planning, design organization, design mobilization, design coordination, the draft report and the budget, however, is most appropriate for the implementation of border management is posdcorb (planning, organizing, staffing, directing, coordinating, reporting and budgeting). c. process discussion realization of management, has a real action in achieving successful management of border showed positive results, according to the planning of the support staff, to be directed, through the coordination of a structured set in sop and protap integrated in order to achieve unanimity and solidarity of work and report information accountability to state and included in allocating funds for the budget.management process embodied in the sop that, in principle, in accordance with the design of the design, which is then installed according to the rules emitter management process significantly. based on the design and installation according to the management concept posdcorb, namely carrying out or planning process, organising, supportive, directives from the leadership of border management, coordinating structured to obtain togetherness work to all members of border management, accompanied by the allocation of funds in accordance with the government's ability, reinforced with reports of members of officers and border guards that becomes an integrated border management report to the state and the nation.in the process of border management are also gaps (discrepancies), especially on field officer, tim of lgs do not understand the condition of the field, so just accept statements only, while the greatest role is like a border guard official border crossings tni and officer. 1. leadership tranformational has a vision for the future devote its concern for the problems faced by his subordinates and personal development of each of his followers, in the components of idealized influence, inspiration motivation, intellectual stimulation and individualized consideration, so that the necessary leadership to create a working atmosphere conducive, as given individual oriented ability to lead it. 2. in the regional kaltara not growing consciousness of public participation in the potential of the natural environment, so as to ensure the preservation of nature and emphasis on empowering 64 accompanied by maintaining the culture workshops! which became local wisdom as the habits of the people to keep the potential of a! am to meet life resources. 3. the involvement of relevant agencies to meet the needs of stakeholders as members of the management, to assist in the task of border management, which has the quality of competence in accordance with his expertise, to sustain the needs of border management. 4. hr stakeholders selecting various relevant agencies of the military, local government, police, and customs according to their expertise, to assist border management. thus the core of the process steps in the dem is implementing border management bppd as representative bnpp take real action in achieving successful management of borders by posdcorb, with the involvement of the military, local government, police, and customs to stimulate public participation in the preservation of nature and local wisdom involves relevant stakeholders in helping management areaborder. besides the leadership transformtional things regional leadershipdiscouse still in early stages and have not been able realism in line with expectations. d. product discussion results management in maintaining the sovereignty of the state and nation, so, conclusion of the study is the success of border management in defending the sovereignty of the state and the nation, security and stability are supported by professional human resources in accordance with their competence and professional expertise in performing their duties and operations in border areas kaltara, achieved despite not optimal. the achievements management has run the task as much as possible to maintain the sovereignty of the country, although there are still many deficiency facilities, adequate equipment, the team are still overlapping, sometimes even co-ordination less compact, which terkdang between officials of the other officers each other out of sync, with a limited budget, and therefore the results of border management has not achieved optimally. the result of the leadership of the region teransformational kaltara that the attitude of community members in building and supporting local leadership is lacking in implementing community development in kaltara. e. impact discussion the impact of border managementbased on dem, withthere is limitedness budgetmake many difficultywithinbudgetovercome for scant disturbed, purchasewith adequate equipment, tool, utility, and withweak area leadershipwithinrealizeexpectation development, andincreasingly weakbecousenot formed local wisdom, which not to be mixedwith national culture, andoften occurconflictwhich excessiveto created the unitary state of the republic of indonesiawhith secure, peaceful, safe and prosperous. in accordance with overall research outcome dem concerning design, instalation, proses, product dan cost / impact border managementthat although border management lack of budget, but still to perform the task properly, which support by task force from several competent institution, have a lot of discrepancy which extreme striking, particularly, not found to overcome disturbed inside in long time frame, weakness at the field official. transformational leadership recent inside in expression level and concerning influence to border management is not significance, beside that local wisdom can’t follow aktive participate to prop up border management. b.discussions 65 based on the results of questionnaires as the data supporting the added value of research is important for reinforcing the argument that served as regional head of transformational leadership is not significant, are as follows: recapitulation of the results obtained from the following data: 4.9 anova table calculation based on data from research on the impact of transformational leadership terhadpa research management the conclusion is not significant due fi <3.92 limited funding sources, notwithstanding the condition of local wisdom so the society less attention to work positive sense of temperament with clear reasoning, kind less and can’t carry the virtuous soul upright. although with limited funding sources insignificant budget distribution, so it is not sufficient to fulfill the needs of the facility peralatan.dan supporter neverteless reinforced by local wisdom border management can still be hold out in maintaining the integrity and sovereignty of the country by good.for questionnaire data support the influence of local knowledge on the management of the border can be seen in the analysis of variance (anova) as follows: table 4.10 calculation based on data from anova table research influence of local wisdom on border management 66 in conclusion the influence of local knowledge on the management of the borders are less significant since fi = 18.27> 7.84 thus the core of step product border management based dem is the result of the achievement of the management has been able to maintain the sovereignty of the country, though there is still insecurity in the field of security, defense equipment decrease, a lot of lack of facilities, support equipment, coordination is still lacking or out of sync, with a limited budget, and local knowledge help less significant, let alone leadership areas that are not significant, the result is not optimal border management, e. discussion on cost / benefit research dem 1. the very lack of border management fees at an angle of expediency for the state and the nation, so the main goal of managers for achieving sovereignty of the nation and the state becomes manifest. 2. the need for the leadership forward in addressing the problems faced by subordinat es in order to develop themselves to achieve community development goals kaltaras to keep local culture in the community development area with resources take advantage natural environment and to people's lives kaltaras. dem research results from step design, installation, process, product and cost can be summarized as follows: the core of the design steps in border management bppd dem is as representative as good managemen bnpp draft the probable, utilizing the available budget with the involvement and empowerment of local communities optimally. the core of the installation steps in the dem is structuring regularly to border management bppd as representative bnpp to organize systematically management as well possibly, based on the design of the design is to do the design of the functions of management to carry out the design of planning, design organization, design mobilization, design coordination, the draft report and budget (budgeting), however most appropriate for border management is posdcorb implementation (planning, organizing,staffing, directing, coordinating, reporting and budgeting). 67 the core of the process steps in the dem is implementing border management bppd as representative bnpp to take real action claiam achieving success border management by posdcorb, with the involvement of the military, local government, police, and customs and foster greater public participation in the preservation of nature and the local wisdom and involve relevant stakeholders in helping management border institution. besides the thing transformational leadership, regional leadership still in its early stages and has not been able realism discourse appropriate with expectations. the core of step cost impack in the dem is, budget constraints make many sultanate in overcoming the financial to address the vulnerability, buy the proper equipment, and with the lack of teamwork, and leadership of the region has not reached the expected development, especially in kaltara local wisdom whith less espouse, less integrated with nationl wisdom of the indonesian nation. this border area management policy should not only approach defence and security alone, but must also pay attention to the specific conditions of the local community as well as the potential of the region, thus the development of the border region security and welfare oriented local wisdom and local culture. overall results of the study dem to the design, installation, process, product and cost / benefit of border management can be concluded that the management of the border although limitation budget, but still capable of doing a good job, which is supported by the development team working on a variety of related agencies, though many occur the gap (discrepancy) is striking, particularly security vulnerability can not be resolved, less integrated field personnel, leadership transformational discourse new level, as well as local wisdom has not been able to participate actively sustain take part in border management. conclusion 1. design, government policy border management in the province of north borneo in law which may be applicable in the field borders must have a base that will serve as guidelines officers and border guards to reach purpose of border management, especially in establishing the rule of the republic of indonesia in the border region, a draft border management must use management principles posdcord particularly in recruitment and human resources quality improvement officers, guards and border management. the local culture and local wisdom should be awakened because it will support the implementation of border management as well as leadership and transformational leadership to application build integration between components official, and border manager. 2. instalation, cooperation in border management strategy in the province of north borneo need cooperation among officials, border guards and border manager, improve communication and coordination and integration between the operational activities of border services should not walk alone, there should be synchronization and integration. the authority to address problems that occur need to be built sop and persistent procedure that are integrated. in improving the capacity and quality at the start with the inter-agency cooperation and training each institution and has established an adequate standard. joint exercises will increase the quality and capacity of implementing border management and human resources in addition to the development of society need to be a concern, especially in the development of local culture and local wisdom in the kaltara. 68 3. process, strategies strengthening attitudes behaviors of society and efforts made to achieve sovereignty rl the local government as border management need to upgrade development of local culture and the local community local wisdom considering these factors greatly affect the management of border areas such as in kaltara. the application of customary law needs to be addressed specifically in order not to infringe competence especially in solving the problems in accordance with local rules which protect the rights of the public and society. directing responsibility and obligation of the society need to continue in order to increase their awareness-raising people in protecting the environment, do not commit criminal acts transactional crime and strengthening local culture and local wisdom. application of local culture and local wisdom must be in accordance with the contemporary valance contemporary society is needed. the local government should be more concerned in empowering communities to be more involved in the management of natural resources and lives and community empowerment through seat belts. they can help manage the border. security boundary markers through the construction of a parallel road is very appropriate and beneficial addition to maintaining the data which is used to control the border region. in the future government should be able to finance and improve border management, including human resources, the costs required for border management. 4. products, creation of security in the border region of north kalimantan province the central government and local government should be more concerned to address their vulnerability in the security sector in the border region's efforts should be execute to createborder sovereignty of indonesia. border security task force should be increased its power to reduce the vulnerability of drug trafficking and resolve the border crossing between the occurrence of inter-ethnic fray local and migrant law enforcement needs to be done indiscriminately. in securing the territorial sea of the navy needs to conduct a reliable weapon system especially on the ocean detection tool, especially in vulnerable areas in the waters around ambalat. it is time the central government and the military put in the air skuadron tarakan air base especially in addressing air reconnaissance conducted by aircraft fuselage malaysia. nature creates security in the border region is preferred in the fulfillment company needed tni personel tried to keep the border region, including weapon system appropriate with the duties and fungtion respectively. 5.cost, impact the results of management in the border region north kalimantan province impacts resulting from the management of the area is still a lot of the crime of smuggling by sea or land which resulted in many people who consume drugs nercotic and deployment throughout the territory of the country. the guidance that are less effective for the community so that future measures need more responsive and aggressive newcomers very negative impact on the unity of the nation. this impact is very detrimental to the life of society, nation and state in the kalimantan region of the north. lack of public concern is the impact of the lack of empowerment of the government in both the sda and other empowerment that can improve the livelihoods of communities, including communities in processing belts area a security at the 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http://nasional.kompas.com/read/2014/11/27/02253741/polisi.akui.kesulitan.jaga.wilaya%20hal.perbatasan.indonesia https://www.pu.go.id/isustrategis/view/28 http://nasional.tempo.co/read/news/2015/03/18/078650960/9-provinsi-ini-gelar-pilkada-desember-2015 international journal of human capital management e-issn 2580-9164 vol. 1, no.2 , december2017, p 1-9 available online at http://journal.unj.ac.id/unj/index.php/ijhcm 1 copyright © 2017, pps unj publisher effect of learning culture, empowerment, and cyber skill competency on self-engagement employees s.r.m. indah permata sari, defence ministryof indonesia republic indahunj@gmail.com abstract the purpose of this research is to comprehensively about the effect of learning culture, empowerment, and cyber skill competence on self engagement of the employee in directorate general of potential for defense ministry of defence republic of indonesia. the research methodology was survey with path analysis applied in testing hypothesis. it was conducted to 150 employees from population 241 employee who was selected in simple random way.analysis and interpretation of data indicate that (1) learning culture has a positive direct effect in self engagement, (2) empowerment has a positive direct effect in self engagement, (3) cyber skill competence has a positive direct effect in self engagement, (4) learning culture has a positive direct effect in cyber skill competence, (5) empowerment has a positive direct effect in cyber skill competence, and (6) learning culture has a positive direct effect in empowerment keywords: learning culture, empowerment, cyber skill competency, self engagement. efforts needed to develop human resources in an organization or company is with the development of employment (employee development). it is basically an activity in preparing employees to be able to adapt to changes that occur so that it is expected to contribute productively in the achievement of corporate goals without ignoring its own interests. in other words, personnel development focuses on improving employee performance and career. with the changing demands that occur, then it is very influential on human resources in preparing and maintaining expensive investments so that, can provide maximum earnings with optimal productivity. hr becomes one of the components that have an important role in the organization that starts from formulating goals, formulate strategies, up to the implementation stage of the strategy. as an effort to employee development, the organization must be able to maintain a sense of "engagement" of each employee. engagement of this employee is one of the main strengths to achieve organizational goals. engagement is considered as the key to elevating organizations to a higher level and achieving goals. one of them "self-engagement" in which engagement is a major and important component in a person. because every employee is expected to be willing to develop, by developing the competence they have, develop the learning culture especially to something new, and try to actively engage in employee empowerment. self-engagement in every task is an advantage for the organization, in this case the ministry of defense especially the directorate general of defense potential of ri. one of the tasks in the directorate is related to cyber. based on the results of observations made, has found as many as 55% of employees who do not have a sense of "self-engagement". this is evidenced from the informal interview, that there are still employees who look lazy in the implementation of the task so impressed not to complete the task or also delaying the tasks associated with cyber. employees feel that cyberrelated matters are not part of their duties so they are not yet concerned about learning about cyber. from the observations that tend to be low "self-engagement", it will automatically interfere with the performance of the organization. the condition of employee engagement level is quite low, of course, enough attention from the organization and can give birth to moral problems in the employee mailto:indahunj@gmail.com internationaljournal of human capital management, vol. 1 (2), december 2017 2 and can lead to the organization becomes ineffective because of employee performance is not maximal. based on previous information, it shows that low employee self-engagement in directorate general of pothan ministry of defense of ri, besides caused by the number of available employees not yet have qualification or ability in cyber field, but also influenced by several factors such as leadership, competence, organizational climate developing, working motivation, empowerment, trust, justice, learning culture, and the structure and mechanisms that exist within the organization. if observed from several factors, the factors of learning culture, empowerment and competence have an influence on the high low self-engagement employees and can determine both the poor performance of the organization. employees who already have "self-engagement" but not yet have competence in the field of cyber, of course must be willing to develop a learning culture as an effort to develop competencies that have not been owned. cyber skill is one of the special skills that must be possessed by human resources in the field of cyber, one of which covers the mastery of information security (cyber security). that is, to keep no break-ins against the information system. ministry of defense ri should be able to manage human resources appropriately with attention to self-engagement of employees, conducive learning culture atmosphere, competence, and ability of employees in the hope of becoming a quality human resources and perform well as well. skilled human resources are needed in terms of the mastery of the cyber security system, so that there is a need for self-engagement from employees of any work related to cyber, the desire of employees to develop competence. one of the approaches in increasing the cohesiveness of employees in the field of cyber is to prepare a condition of learning culture so that employees want to learn to develop information about cyber, then also the empowerment by the leadership by sending employees to attend seminars or workshops about cyber, as well as in the improvement competence cyber skill employees so that increased sense of attachment in the employees as a value and potential human resources within the organization. therefore, the purpose of this approach as a picture and encourage the organization to concern to increase the competence of employees in an effort to improve self-engagement (selfengagement) culture is one factor that can affect employee engagement in an agency / company. the culture can change the behavior of every employee, from a positive or negative culture. each agency / organization must have its own organizational culture that will certainly be a differentiator from other organizations, as well as with learning culture. culture of learning in an institution / organization that is positive and conducive course will encourage every employee to have achievement motivation which can improve the performance of the organization. culture of learning in directorate general of pothan kemhan ri can be said not yet conducive, this is evidenced by employees who still look cool or can be said also not too concerned and reluctant to find the completion of tasks that are difficult to do especially related to cyber, the atmosphere of learning environment that has not supported, then nor is there any increase in progress in work only stagnant, no sense of responsibility in the effort to improve the quality of work, and not yet have a good learning ethos. meanwhile, empowerment also needs to get serious attention because empowerment will add and reflect employees' confidence in their own ability. the process of empowerment within the organization can be done successfully if there is a sense of attachment of employees in the work. research conducted by marius w. stander and sebastiaan rothmann of north-west university, south africa shows that "employee engagement and psychological empowerment are important concepts to consider when dealing with changes in work and improving performance. psychological empowerment increases employees' sense of personal control and motivates them to engage in work, which in turn results in positive managerial and organizational outcomes. "[1]so it internationaljournal of human capital management, vol. 1 (2), december 2017 3 can be said that both are important concepts in the changes and improvements in performance. with the empowerment is expected to increase employee motivation in an effort to bind them in the work. employee empowerment in dg pothan has not been fully functional. this is demonstrated by the fact that employees have not been given an opportunity to extend their involvement in employment, employees have not been given the opportunity to participate in policy-making related to cyber, still uneven in terms of delegation of employees, leaders have not seen employees as strategic partners, every task completed, and has not involved employees in setting policy especially related to cyber. the existence of cyber-crime phenomenon, even the importance of cyber security demands dg pothan kemhan ri to pay more attention to the importance of increasing the competence of cyber skill on human resources directorate general of defense to increase the confidentiality of information that must be maintained. competence is a basic factor that an employee must possess which is demonstrated by applying knowledge and skills, so that if the employee has more or above average skills then it makes the employee different from employees who only have average or normal ability. based on preliminary observations, the competence of employees of directorate general of pothan kemhan ri has not been fully qualified in the field of cyber. this is evidenced by the lack of employees who have sufficient knowledge about cyber, there are employees who do not have a "motive" to develop competence, employees are still not able to adapt to increasingly sophisticated technology, employees tend to be in "comfort zone" and monotonous in every work. increased employee self-engagement can be done in a planned, directed and sustainable by improving the ability and professionalism of employees. in addition, supportive learning culture, employee empowerment and increased employee competence are high will lead to the birth of a strong commitment in the completion of the task so as to have a sense of self-engagement. in line with the above description, this research is limited to the influence of learning culture, empowerment, and cyber skill competence, to the employee self -engagement in directorate general of defense potential of ministry of defense of ri. researchers need to increase the self-engagement of employees as an effort to employee development, so that the organization must be able to maintain a sense of "engagement" of each employee. employee engagement is one of the main strengths to achieve organizational goals and the key to elevating organizations to a higher level and achieving goals. next will be discussed about the theoretical review of the four variables above. starting from the term "employee engagement" introduced by gallup, engagement is defined as an employee's "attachment" (in a positive sense) status to the workplace or the employer. colquitt, et al, says "employees who are" engaged "completely invest themselves and their energies into their job. "[2] when viewed from the outside, employees who have attachments will devote a lot of energy to their work, struggle, and take the initiative to complete the job. however, if viewed from within, then bound employees are more inclined to focus concentration and attention on their work, so it sometimes becomes unreasonable. the employees involved are interested in the task but sometimes they forget the time. furthermore, macleod and clarke, says about employee engagement as follows: employee engagement is the difference that makes the difference– and could make all the difference as we face the realities of globalised competition and of the millions of graduates and even more skilled and committed workers that china, india and other economies are producing each year. the above statement, can mean that attachment is required by the employee, because it is the difference of every human being. employees are the ones who make the difference and can unite all the differences while facing the reality of global competition and millions of graduates and even more skilled and committed workers produced by china, india and other economies each year. internationaljournal of human capital management, vol. 1 (2), december 2017 4 furthermore, robbins and coulter define "employee engagement is closely related to their work, if they do not have a sense of being tied to work then they will be very unconcerned and lacked the energy spirit to complete the work.thus it can be synthesized that self-engagement is a positive feeling that employees have with full meaning and enthusiasm towards a given task in the workplace, with indicators that are: persistent in the face of adversity, earnestness in work, pride of work, interest in work, and enthusiasm for work. every organization has a culture that is different from each other, the variety and kind varies. the organizational culture differences are related to the organizational dimension characteristics. one of them is learning culture, learning culture must assume that in the proper way must be given so that employees can be good to work environment, in this case is employees can act actively as problem solvers and learners. learning culture encourages employees to ask questions, share successes and lessons, and to disseminate and generate ideas. noe, et.al says that "culture culture can be reflected in the performance management system and employee salary structure and awards for sharing knowledge. learning culture creates conditions in which, the leadership encourages flexibility and experimentation for its employees. culture of learning is a culture oriented to the promotion and facilitated learning of the employees. leaders should be able to create an atmosphere of learning culture as part of the organizational culture in the agency. this is in accordance with that defined by schmitz, et.al that: a learning culture as a culture oriented towards the promotion and facilitation of learning by its employees. it encourages the sharing and spreading of what is learned, aiming at the development and success of the organization [6] thus, with a learning culture it can encourage employees to share and disseminate something learned, aiming at the development and success of an organization armstrong says "learning culture is one that promotes learning because it is recognized by top management, line managers and employees generally as an essential organizational process to which they are committed and in which they engage continuously." [7] this means that the learning culture as a component to promote learning as it is recognized by top management, line managers and employees, as an important organizational process in which they are committed and engaged continuously. based on some concepts that have been described, it can be synthesized learning culture is a learning-oriented culture and encourage employees to improve knowledge, competence, and performance, with indicators that are: have perception, form motivation, ownership of the organization, skills in analyzing culture, and cooperation. empowerment is the involvement of employees who really mean. empowerment can simply be interpreted as an activity done to make something more capable and have power or strength. griffin, says that empowerment is "the process of enabling workers to set their own work goals, make decisions, and solve problems within their sphere of responsibility and authority." [8] thus, empowerment is a process by which employees set themselves what the purpose of their performance, making decisions, and solving problems within their scope of responsibility and authority. according to luthans interpret empowerment, namely "recognizing and releasing into the organization of the power that people have in their wealth of useful knowledge and internal motivation." [9] this means that empowerment is the power of someone who has a wealth of knowledge so that it can useful and internal motivating and recognizing and releasing into the organization. williams says "empowerment is a feeling of intrinsic motivation," in which workers perceive their work to have meaning and perceive themselves to be competent. [10] thus, if the internationaljournal of human capital management, vol. 1 (2), december 2017 5 leader wants employees to have strong expectations, then the leadership must empower employees to make decisions. by doing this it can motivate employees to take an active role rather than passively in each job. based on some conceptual that has been described, it can be synthesized that empowerment is the process of giving authority to employees throughout the organization to make important decisions and be responsible for the decisions taken, with the following indicators: clear authority, responsibility, trust, delegation, and support for employees. competence is the ability of a person in applying the knowledge and skills possessed of each employee, as one support to be able to perform tasks and responsibilities effectively, so as to achieve professional quality performance standards. furthermore, malthis and jackson say that "competencies are individual capabilities that can be linked to enhanced performance by individuals or teams." [11] in malthis's opinion, competence is an individual's ability that can be attributed to performance that can be enhanced by the individual or team. in addition, according to jackson et al, the definition of competence, "the competency to refer to the knowledge, skills, personality characterstics, and attitudes that make it possible for employees to perform work tasks and roles." [12] in that opinion, knowledge, skills, characteristics, personality, and attitudes that enable employees to perform tasks and job roles. based on the theory of taxonomy blom according to arikunto there are three domains or major domains in education are: first cognitive is an activity related to thinking through the process of recognition, understanding, application, analysis, synthesis and evaluation; second, psychomotor domains or skills that are closely related to work that fundamentally need to distinguish between skill and abilities; the three affective domains that are closely related to attitudes or values. [13] thus, the ability of cyber skill to be synthesized is the ability to perform or perform a job or task in the field of cyber based on skills and knowledge and supported by work attitude demanded by the work, with the following indicators (1) knowledge, (2) understanding , (3) application, (4) analysis, and (5) synthesis.based on several theoretical studies and as above, the research hypothesis is proposed as follows: (1) there is a direct positive influence of learning culture towards self engagement. (2) there is a positive direct influence of empowerment to self engagement. (3) there is positive direct influence of cyber skill competence to self engagement. (4) there is a positive direct influence of learning culture on cyber skill competence. (5) there is a positive direct influence empowerment of cyber skill competence, and (6) there is a direct positive influence culture learning to empowerment. method in this study, it was conducted at directorate general of defense potential of ministry of defense ri where data collection was used questionnaire (questionnaire) instrument made for selfengagement (y) variable, learning culture (x1), and empowerment (x2) while for competence variable (x3 ) using a test instrument. instrument development for each variable is presented starting from conceptual definition, operational definition, instrument grid, instrument validity test, and reliability calculation. survey results and tests will be processed using path analysis method using microsoft excel 2010 and spss v.22 software, which will then generate the level of influence of the independent variable to the dependent variable to verify the hypothesis. result table 1. summary of hypothesis testing results equation model structure 1 internationaljournal of human capital management, vol. 1 (2), december 2017 6 coefficients a model unstandardized coefficients standardized coefficients t sig. b std. error beta 1 (constant) 40,763 11,078 3,680 ,000 culture of learning (x1) ,236 ,066 ,264 3,614 ,000 empowerment (x2) ,314 ,089 ,259 3,541 ,001 cyber skill competency (x3) ,397 ,123 ,241 3,235 ,002 dependent variable: self engagement (y) table 2.summary of hypothesis testing results equation model structure 2 coefficients a model unstandardized coefficients standardized coefficients t sig. b std. error beta 2 (constant) -14,324 7,348 -1,949 ,053 culture of learning (x1) ,130 ,043 ,238 3,016 ,003 empowerment (x2) ,173 ,058 ,234 2,969 ,003 dependent variable: competence cyber skill (x3) table 3.summary of hypothesis testing results equation modeling model 3 coefficients a model unstandardized coefficients standardized coefficients t sig. b std. error beta 3 (constant) 96,366 6,711 14,359 ,000 culture of learning (x1) ,167 ,059 ,227 2,841 ,005 dependent variable:empowerment (x2) based on the calculation and testing of the path coefficient obtained calculation and test results, namely the influence between the variables as follows: (1) culture learning (x1) positive direct influence on self-engagement (y) obtained by coefficient path py1 of 0.264 with a tcount of 3.61 , while ttable is 2.61 (α = 0,01), because tcount> ttable (dk = 146, α = 0,01), then h0 is rejected. the results of this hypothesis testing show that there is a direct positive influence of learning culture (x1) on self-engagement (y). (2) empowerment (x2) has positive direct effect to self-engagement (y) obtained by coefficient of py2 path equal to 0,259 with tcount equal to 3,54, while ttable equal to 2,61 at α = 0,01, because thitung> ttabel (dk = 146, α = 0.05), then h0 is rejected. the results of this hypothesis testing show that there is a direct positive influence of empowerment (x2) on selfengagement (y). (3) the competence of cyber skill (x3) has positive direct effect on selfengagement (y) obtained by coefficient of py3 path equal to 0,241 with tcount 3,24, while ttable is 2,61 (α = 0,01) ttable (dk = 146, α = 0,01), then h0 is rejected. the result of this hypothesis test shows that there is a positive direct effect of cyber skill (x3) to self-engagement (y). (4) learning culture (x1) has a direct positive effect on cyber skill (x3). the coefficient of p31 line is 0,238 with tct value of 3.02, while ttable is 2,61 (α = 0,01), because tcount> ttable (dk = 147, α = 0,01), then h0 internationaljournal of human capital management, vol. 1 (2), december 2017 7 is rejected which means that learning culture (x1) has a direct positive effect on cyber skill (x3). (5) empowerment (x2) has a direct positive effect on cyber skill (x3) competence obtained by p32 line coefficient 0,234 with tcount 2,97, while ttable is 2,61 (α = 0,01), because thitung> ttable dk = 147, α = 0.01), then h0 is rejected, which means that empowerment (x2) has a direct positive effect on the competence of cyber skill (x3). (6) learning culture (x1) have positive direct effect to empowerment (x2) obtained by coefficient of p21 line equal to 0,227 with tcount 2,84, while ttable 2,61 (α = 0,01), because titung> ttabel (dk = 148, α = 0.01), then h0 is rejected, which means that learning culture (x1) has a direct positive effect on empowerment (x2). discussion figure 1.models of structural relationships between variablesbased on the analysis of path result discussion of research results as follows: (1) culture of learning directly affects positive self-engagement. as albrecht says that the most obvious behavior of engagement is the effort of that person. [14] the person engaged involves working hard, working, and being fully engaged in the job. they focus on what they do by exerting their energies. then also mcbain's research suggests that organizational culture as one of the drivers of employee engagement. [15] thus, the better and conducive cultural learning in the agency then it can improve self-engagement of employees of directorate general of pothan kemhan ri. (2) self engagement is directly affected positively by empowerment. noe, et al says that "employee empowerment means giving employees the responsibility and authority to make decisions about all aspects of product development or customer service". empowerment is considered able to grow and increase the creativity of employees, while creativity itself is the foundation for the growth of innovation. thus, employees are given the opportunity to create innovation, so employees feel attached to the organization. therefore, empowerment is seen as an important part in order to ensure the survival of the organization in a competitive environment. thus, the more empowered employees can increase self-engagement employees dg pothan kemhan ri. (3) the competence of cyber skill has a direct positive effect on self engagement. may et al. says "engagement, as self-employment and expression physically, cognitively, and emotionally during role performances. attachment to work as a positive psychological construct, to measure attachment there are three separate factors such as cognitive, learning culture (x1) cyber skill competency(x3 ) self engagement (y) empowerment( x2) r12= 0,227 β21= 0,227 r13= 0,291 r23= 0,288 r3y= 0,392 r2𝑦 = 0,388 β31= 0,238 β32= 0,234 βy2= 0,241 βy2= 0,259 r1y= 0,393 βy1= 0,264 internationaljournal of human capital management, vol. 1 (2), december 2017 8 emotional, and physical factors. in attachment, it is usually associated with increased competence on performance outcomes, and contributes to the assignment of individuals to their work. thus, the increased competence of cyber skill hence can increase self engagement officer of directorate general of pothan kemhan ri. (4) culture of learning directly affects positively to the competence of cyber skill. thus, increasing the work culture in the agency then it can increase the competence of cyber skill of dg pothan kemhan ri employees. (5) empowerment directly affects positively to the competence of cyber skill. luthans who say that empowerment, which is "recognizing and releasing into the organization of the power that people have in their wealth of useful knowledge and internal motivation." [17] this means that empowerment is the power of someone who has a wealth of knowledge so that can be useful and motivate internally and recognize and release into the organization. thus, the increasing employee empowerment can increase the competence of cyber skill employee of directorate general of pothan kemhan ri. (6) learning culture has a direct positive effect on empowerment. the learning culture created by the organization, able to develop the existing competencies so that employees feel like empowered by the organization. thus, the increasing atmosphere of learning culture in the agency then it can increase the self-engagement of employees of directorate general of pothan kemhan ri. conclusion based on the above findings, it can be concluded that (1) culture of learning has a direct positive effect on self engagement. this means that improving the implementation of learning culture within the organization will lead to increased self-engagement on dg staff of defense potential. (2) empowerment has a direct positive effect on self engagement. this means that increased empowerment will lead to increased self-engagement on dd officers of defense potential. (3) cyber skill competence has a direct positive effect on self engagement. it means that the increasing competence of cyber skill of employees will lead to increased self-engagement on dg staff of defense potential. (4) culture of learning have a direct positive effect on cyber skill competence. this means that improving the implementation of learning culture in the organization will result in increased competence of cyber skill on dg staff of defense potential. (5) empowerment has a direct positive effect on cyber skill competence. this means that increased employee empowerment will result in increased competence of cyber skill on dg staff of defense potential. (6) culture of learning has a direct positive effect on empowerment. this means that improving the implementation of learning culture within the organization will result in increased empowerment of dg officers of defense potential references albrecht, s. l. (2010). research and practice. handbook of employee engagement perspective, issues. uk: mgp books group. armstrong, michael. (2010).armstrong’s essential human resource management practice: a guide to people management. philadelphia: kogan page. arikunto, suharsimi.(2015). dasar-dasar evaluasi pendidikan. jakarta: bumi aksara. colquitt, jason a., jeffery a. lepine, and michael j. wesson. (2013).organizational behavior. new york: mcgraw-hill. griffin,ricky w. (2013). management. south western: cengage learnng. jackson, susan e., michael a. hitt, and angelo s. denisi (eds). (2003). managing knowledge for sustained competitive advantage : designing strategies for effective human resource management. san fransisco: jossey-bass. luthans, fred. (2011).organizational behavior: an evidence-based approach. new york: mcgrawhill/irwin. internationaljournal of human capital management, vol. 1 (2), december 2017 9 mcbain. (2007). the practice of engagement: research into current employee engagement practice. strategic hr review. vol. 6. iss: 6. macleod, d. dan n. clarke. (2009). engaging for success: enhancing performance through employee engagement. uk: crown copyright. malthis, robert l. dan john h. jackson. (2008). human resource management, 12 th edition. mason: thomson south-western. nelson, debra dan cary l cooper. (2007).positive organizational behavior. london: sage publications. noe,raymond a., john r. hollenbeck, barry gerhart, patrick m. wright. (2014). fundamentals of human resource management, sixth edition. new york: mcgraw-hill/irwin. robbins, stephen p., dan mary coulter. (2016).management, 13 th edition. london: pearson education. schmitz,susana; teresa rebelo, francisco j. gracia, and ines tomas. (2014). learning culture and knowledge management processes: to what extent are they effectively related? journal of work and organizational psychology. stander, marius w. dan sebastiaan rothmann. (2010). psychological empowerment, job insecurity, and employee engagement. sa. journal of industrial psychology, 36 (1). williams, chuck. (2011).management. south-western: cengage learning. international journal of human capital management e-issn 2580-9164 vol. 1, no.2 , december 2017, p 45-51 available online at http://journal.unj.ac.id/unj/index.php/ijhcm 45 copyright © 2017, pps unj publisher effect of personality, organizational climate, and work satisfaction on organizational citizenship behavior teacher asari public vocational high school asari@gmail.com abstract the purpose of this research is to study the influence of personality, organizational climate, and job satisfaction toward the organizational citizenship behavior of teachers at public vocational high school in central jakarta administration city of dki jakarta province. this research uses quantitative approach with survey method. the population of this research is all civil servant teachers at 14 public vocational high schools in central jakarta administration. the number of samples of the study were 212 teachers who were taken with the slovin formula of a population of 451 teachers. data collection of research with questionnaires then analyzed descriptive statistics and inferential statistical path analysis. based on hypothesis testing, 1) there is positive direct effect of personality toward organizational citizenship behavior, 2) there is positive direct effect of organizational culture toward organizational citizenship behavior; 3) there is positive direct effect of job satisfaction toward organizational citizenship behavior; 4) there is positive direct influence personality to job satisfaction, and 5) there is a direct positive influence of organizational climate on job satisfaction. thus to improve ocb teachers in vocational high schools by improving teacher personality, quality organizational climate, increasing teacher job satisfaction. keywords: organizational citizenship behavior, personality,organizational climate and job saticfication the position of teachers in the school education system has an important and major role. teachers become the main actors and determine in the process of education in school. the duties and responsibilities of teachers in the implementation of education realize the vision and mission of national education. qualified teachers become one of the main prerequisites in improving the quality of national education. a gallup poll quoted by jones and walters points to the facts in the general public who argue that the best way to develop educational values is to improve the quality of teachers (jones, 2008: 130). challenges of human resource management in educational institutions, especially educators (teachers), namely the aspect of equity and competence. indicators of the quality of human resources of the organization or company viewed from the level of quality and productivity. organizational human resource performance that contributes quality and productivity. implementation of human resource management principles in educational institutions is expected to improve school competitiveness. according to moeheriono there is a shift in the paradigm of educational human resources, human resources management is a strategic area of the organization and should be viewed as an extension and development of traditional management ways to manage people effectively and modernly (moeheriono, 2009: 194). the advantages of school organization one of them supported by human resources (sdm) a superior teacher. teachers who have a competitive advantage for school organizations not only have competencies that are in line with the standards, but also have extreme behavior toward school organizations. organizational citizenship behavior (ocb) teacher is one of the competitiveness of school organization. ocb is a form of employee behavior by volunteering to perform tasks outside of its role without relating to rewards. the ocb behavior of teachers in schools contributes mailto:asari@gmail.com internationaljournal of human capital management, vol. 1 (2), december 2017 46 positively to progress and improves the productivity of school organizations. teachers with high ocbs are a capital of excellence and enhance the competitiveness of school organizations. according to organ, organizational citizenship behavior (ocb): "individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and in the aggregate promotes the efficient and effective functioning of the organization." (organ, 2006: 3). ocb as an individual behavior that has the freedom to do, where indirectly or not is explicitly recognized reward system, and gives benefit to the effectiveness and efficiency of organizational functions. the definition of ocb contains two main behaviors: 1) free, voluntary, non-self-interest but for others (co-workers, groups, or organizations), and 2) not formally instructed, not recognized by a formal compensation or reward system. the organs explain the cause of the ocb behavior of workers in the environment where the work is related to attitude and personality. the concept of attitude in work related to job satisfaction (job satisfaction). steve jex (p.105) explains why workers are bound to ocb. first, the main cause of ocb is positive affection (positive affect), especially in the form of job satisfaction. theoretically this view comes from a rather long history of social psychology research showing that positive mood increases the frequency of help and other forms of spontaneous prosocial behavior. furthermore, positive moods and helpful behaviors actually strengthen each other because helping others usually make people feel good. the second explanation about the cause of the emergence of ocb workers is the cognitive assessment of the treatment of justice against workers by the organization. this view is based on the theory of equity (equity theory) that is the state of the worker's assessment of his work situation by comparing cognitively between the inputs to the organization and the results they receive. the third explanation of the causes of ocb is leading to the worker's character. based on this view of course the personality traits affect the individual to be bound to ocb. workers' attitudes in the workplace are related to the organizational climate. based on the theory study shows the relationship between organizational climate and worker behavior. the concept of organizational climate in the opinion of tagiuri and litwin is: organizational climate is a relatively enduring quality of the internal environment of an organization that is experienced by its members, (b) influences their behavior, and (c) can be described in terms of the values of a particular set of characteristic (attributes) of organization, (wirawan, 2008: 121). organizational climate shows the internal quality of the organization's internal organization that has been experienced relatively and perceived by members, influencing member behavior, and describes a set of characteristics of the organization. based on this concept, organizational climate becomes the distinguishing nature of one organization with another. characteristics of the organization into a kind of brand or label of an organization. looking at the problems based on the literature review and preliminary survey results that show the low behavior of ocb teachers in central jakarta vocational schools, the researcher is encouraged to conduct in-depth research on the factors that influence teacher's ocb behavior. in this study further studied about the variables that allegedly have an influence on organizational citizenship behavior that is personality, organizational climate and job satisfaction. method this research is descriptive and verifikatifyang implemented through primary data collection field. in accordance with the purpose of descriptive research is to describe the nature of a situation that is temporarily running at the time of research done and examine the causes of a particular symptom. this research is descriptive using survey method. data analysis model using path analysis approach (path analysis). analysisdigunakan path models to analyze patterns of relationships between variables in order to determine the effect of directly or indirectly, a set of free variables on the dependent variable. (riduwan and sunarto, 2011: 140). this research will analyze the influence of one variable to another variable. exogenous variables are personality (x1) and organizational internationaljournal of human capital management, vol. 1 (2), december 2017 47 climate (x2). variable endogenyaitu job satisfaction (x3) and organizational citizenship behavior (x4) .populasi this research is all teachers civil servants (pns) padasekolah secondary vocational (smk) land administration areas of jakarta central jakarta province. the number of schools that become the research place is 14 state vocational schools in central jakarta administration city area of dki jakarta province. the number of the target population as a whole is as much as 451 teachers with civil servant status sipil.penentuan sample size of the entire target population using taro yamane formula or slovin.jumlah sample sebanyak212 teachers. result hypothesis testing using path analysis. the calculation result obtained by path coefficient indicating influence between variables are: 1) personality (x1) to organizational citizenship behavior (x4) p41 = 0,303; 2) organizational climate (x2) on organizational citizenship behavior (x4) p42 = 0,137; 3), job satisfaction (x3) to organizational citizenship behavior (x4) p43 = 0,523; 4) personality (x1) on job satisfaction (x3) p31 = 0.402; 5) organizational climate (x2) on job satisfaction (x3) p32 = 0.32. from the acquisition of the obtained path coefficient, it can be shown in the research model that shows the influence of each variable and coefficient value of each lane diagram as follows: figure 1. model research structure based on the result of path analysis table 1. recapitulation of hypothesis testing results no hypothesis hypothesiss tatistics coefficient path tcount dk 210 ttable decision 1 personality has a direct positive effect on ocb h0 : β41≤ 0 h1 : β41> 0 p41 = 0,303 6,186 1,64 h0rejected h1 accepted 2 the organization's climate has a direct positive effect on ocb h0 : β42≤ 0 h1 : β42> 0 p42 = 0,137 2,885 1,64 h0rejected h1 accepted 3 job satisfaction has a direct positive effect on ocb h0 : β43≤ 0 h1 : β43> 0 p43 = 0,523 10,163 1,64 h0rejected h1 accepted 4 personality has a direct positive effect on job satisfaction h0 : β31≤ 0 h1 : β31> 0 p31 = 0,402 6,757 1,64 h0rejected h1 accepted 5 climate organization h0 : β32≤ 0 p32 = 0,329 5,528 1,64 h0rejected personality (x1) organation weatherizx2) ocb (x4) p41 = 0,303 p31 = 0,402 p42 = 0,137 p 32 = 0,329 p43 = 0,523 working satisfied (x3) internationaljournal of human capital management, vol. 1 (2), december 2017 48 directly positive effect on job satisfaction h1 : β32> 0 h1 accepted discussion 1. positive direct influence personality toward organizational citizenship behavior (ocb) based on the results of statistical calculations with hypothesis test path analysis of the research of the influence of personality (x1) on organizational citizenship behavior (x4) obtained significant path coefficient. the result of the research proves that there is a direct positive influence of personality toward organizational citizenship behavior of vocational school teacher of central jakarta. one factor causing the emergence of ocb behavior according to steve jex (2002: 106) is leading to the character of workers. based on this view of course the personality traits affect the individual to be bound to ocb. the point of view of human personality is basically most people have the nature of prefer to help others. the results of this study provide an alternative effort to improve teacher ocb behavior is to consider the personality factor. ocb as an extra behavior that contributes greatly in improving the effectiveness of achieving organizational goals. teachers with ocb contribute to improving the quality of school education. teacher personality should be the focus of attention in making changes in the learning process in school. according to rhenald kasali the five personality traits "the big five factor" are each the elements of the shaping nature of change or change dna, (kasali, 2007: 66). kasali further uses the term personality dimension with the ocean acronym, (openness to experience, conscientiousness, extraversion, agreeableness, neoroticism) any kind of openness. that is the openness to life experience, the heart and the ears, the openness of others, the openness to the agreement, and the openness to the pressures. to optimize the impact of personality factors according kasali use the term re codeterhadap changedna.re code in the process of change means we start by doing 'treatment' on some people are limited by looking for anyone among them who can bring that change to more people, (kasali , 2007: 179). the results of this study became a concern for the principal as the direct superior of the teacher. one of the principal's tasks is to foster the personality aspect of the teacher. the ability of the principal in personality coaching also determines the change in teacher personality that leads to ocb. the principal is required to compete in order to optimize the personality potential. the principal as a teacher builder in the school has a strategic role in the effort to establish ocb teachers through the optimization of the personality traits that each teacher has. 2. positive direct influence organizational climate organizational citizenship behavior (ocb) based on the study of organizational climate theory shows the internal quality of the organization that has been running relatively long experienced and perceived by the members, affect the behavior of members, and describe the characteristics of charactistics of the organization. the embodiment of organizational climate in the form of perceptions, attitudes and behavior of citizens. members' perceptions about their organizational environment will affect attitudes and behaviors. the results of the study are in accordance with findings by jennifer shu-jen lin and shu-cheng lin (2011) relating to the organizational influences on ocb when workers have a sense that they are valued and cared for by the organization, they will better display the service orientation of organizational citizenship behavior. the results of this study are important for the stakeholders concerned with the organization of the school. the principal has an important role to improve the quality of the school organization's climate. the quality of teachers' perceptions of the organizational climate with the autonomy of teachers in performing their professional duties, trust in the leadership of the workplace organization, internationaljournal of human capital management, vol. 1 (2), december 2017 49 the support of the organization's social environment, the appreciation of achievement, and the emotional attachment to the organization. in accordance with cheng's research (in garg, 2006) found that the major factors affecting teacher ocb are the quality of teacher relationships with school administration personnel, employment support, equity rewards from schools and other feedback, procedural justice, and job satisfaction. a positive attitude caused by the perception of organizational climate quality will improve ocb behavior. the results of this study indicate teachers' perceptions about organizational climate in the environment of smk affect the formation of positive attitude and continue to trigger the growth of ocb behavior in smk teachers. this means that the organizational or institutional aspects affect the behavior of its members. school is an organizational environment where teachers perform job duties. a conducive school organization climate that will create positive perceptions for teachers in work. the atmosphere of the mind and the positive heart of the teacher in the school environment will increase extra behavior (ocb) in carrying out tasks at school. 3. positive direct influence job satisfaction on organizational citizenship behavior (ocb) based on the theoretical study of experts suggest a strong relationship of job satisfaction variable with ocb. job satisfaction is a worker's attitude about his job. according to luthan job satisfaction is an emotional response to the situation of work. emotional responses result from employees' perceptions of their work. this means that job satisfaction shows a person's positive attitude toward his work. in accordance with the opinion of steve jex about the cause of the emergence of ocb is from positive affection. according to steve jex (2002: 106) one of the main causes of ocb is positive affection (positive affect), especially in the form of job satisfaction. theoretically this view comes from a rather long history of social psychology research showing that positive mood increases the frequency of help and other forms of spontaneous prosocial behavior. further positive mood and helpful behavior (altruism) actually reinforce each other because helping others usually make people feel good. the results of the study become the guidance for the principal in an effort to improve the ocb behavior of teachers by building a positive attitude on the job or work experience. a positive attitude through pride in the teachers' profession, the school provides the teacher's work facilities with the needs, the teacher feels given the promotion opportunity, the teacher feels positive for the principal's guidance in working, and the presence. the principal as the top school management should pay more attention to the aspects that meet the achievement of teacher satisfaction in carrying out the task. a positive attitude of the teacher with his work will increase the level of job satisfaction, then generate extra behavior in the form of ocb in the school environment. 4. positive direct influence personality to job satisfactionthe results showed that the personality variable have a direct positive effect on teacher's job satisfaction at smk negeri in central jakarta. in other words teacher personality becomes one of the factors causing teacher job satisfaction. job satisfaction of teachers will increase with the better teacher personality factor in school. the results of this study in accordance with the study of theories about the factors causing job satisfaction. according to spector the cause of job satisfaction can be classified into two main categories, namely the first work environment itself and factors associated with the important impact of work on job satisfaction. secondly there are some individual factors that bring people to work, (spector, 1997: 31) .one of the individual factors is the cause of job satisfaction is the opinion kepribadian.sedangkan steve jex (2002: 119) on the nature of the approach to job satisfaction that many workers who have a tendency to be satisfied or dissatisfied with their work, regardless of the nature of the work or organization in which they work. internationaljournal of human capital management, vol. 1 (2), december 2017 50 explanation of factors causing job satisfaction with affective event theory, (robbins, 2009: 332). that is the theory that describes the influence of emotions and mood on performance and job satisfaction. job satisfaction as a form of response to one's attitude about his work. personality factors as individual tendencies that will evoke emotional reactions in the form of attitudes toward work. attitudes consist of cognitive, affection and behavioral aspects. cognitive aspects that affect a person in interpreting the character of his work. aspects of affection affect job satisfaction through the effects of feelings (mood) on the workplace. personality is one of the individual factors that every teacher has. character and individual potential of teachers can be maximized in the implementation of tasks as teachers. school principals and school management who have the task of maintaining and growing the teacher's personality to achieve teacher work satisfaction in school. the results of this study in accordance with the study of the theory of personality relationship with job satisfaction. the behavioral aspect of a person's personality attitude in achieving satisfaction in the workplace. based on the description of empirical evidence through research or study theory shows the positive and significant influence of the personality variable on job satisfaction. 5. positive direct influence climate organization on job satisfaction the results of the fifth hypothesis testing proved the positive influence of organizational climate on job satisfaction of teachers of smk negeri jakarta. this means that the contribution and influence of the real variable organizational climate on job satisfaction of teachers smkn central jakarta. in accordance with theoretical studies by spector (1997: 30). the second factor causing job satisfaction is the work environment. the environmental factors of work on job satisfaction are described in the work characteristic theory of hackman and oldham (spector, 1997: 31). the basis of the work characteristic theory is that people can be motivated by the intrinsic satisfaction they find when performing work tasks. based on descriptive and inferential reviews proves that the quality of organizational climate in central jakarta vocational high schools affects teacher satisfaction level. a quality school organization climate will support the achievement of a better level of job satisfaction. school principals and school management are more instrumental in improving the quality of organizational climate aspects that exist in the school environment. based on the study of organizational climate theory gives a picture of the relative stable condition of the workplace organization environment perceived by its members as a result of perceptions and interactions with members that can influence attitudes or behavior toward their work. organizational climate formed by members' perceptions of the state of the working environment that includes the physical environment of the workplace, social environment, management system, and organizational culture. based on the results of empirical testing of this study and the study of the theory proves a quality organization climate to shape a person's positive attitude towards his work. through a positive attitude toward the work formed by the climate of the organization will increase job satisfaction from workers. conclusion based on the findings of research results through path analysis there is a direct positive influence of personality, organizational climate, and job satisfaction on organizational citizenship behavior (ocb) teachers smkn central jakarta. research findings that teacher's personality, school environment climate organization, and teacher work satisfaction contributes to improvement organizational citizenship behavior (ocb) teacher of smkn jakarta pusat. the second findings of this study prove the direct positive influence of personality and organizational climate on job satisfaction. increased teacher job satisfaction is done by taking into account the teacher's personality aspect and improving the quality of organizational climate in the school environment where the teacher works. internationaljournal of human capital management, vol. 1 (2), december 2017 51 references jex, steve m. (2002).organizational psychology a scientist-practitioner approach.new york: john wiley & son inc. jones, james j. & donald l. walters. (2008).human resource management in education, manajemen sumber daya manusia dalam pendidikan. yogyakarta: q-media. moeheriono. (2009).pengukuran kinerja berbasis kompetensi.jakarta: ghalia indonesia. noe, raymond a., jon r. hollenbeck, baary gerhat, dan patrick m. wright. (2010).manajemen sumber daya manusia: mencapai keunggulan bersaing. jakarta: salemba empat. organ, dennis w., philip m. podsakoff & scott b. mackenzie. (2006). organizational citizenship behavior: its nature antecedents and consequences. californa: sage publications, inc. riduwan dan akdon. (2009).rumus dan data dalam aplikasi statistika. cetakan 3. bandung: alfabeta. robbins, stephen p., timothy a. judge. (2009).perilaku organisasi. edisi 12 buku 1. jakarta: salemba empat. spector, paul e. (1997).job satisfaction. california: sage publishing. wirawan. (2008).budaya dan iklim organisasi: teori aplikasi dan penelitian, cetakan kedua. jakarta: salemba empat, 2008. lin, jennifer shu-jen dan shu-cheng lin. (2011). moderating effect of organizational climate on the relationship of organizational support and service-oriented organizational citizenship behaviors. african journal of business management vol. 5 (2), pp. 582-595, 18 january.http://www.academicjournals.org/ajbmhttps://search.proquest.com/docview/91633 9132?accountid=130508 garg, pooja dan renurastogi. (2006). climate profile and ocbs of teachers in public and private schools of indiainternational journal of educational management vol. 20 no. 7, pp. 529541emerald group publishing limitedhttps://search.proquest.com/ mdocview/229174150?accountid=130508 http://www.academicjournals.org/ajbm http://www.academicjournals.org/ajbm http://www.academicjournals.org/ajbm https://search.proquest.com/%20mdocview/%20229174150?%20accountid=130508 https://search.proquest.com/%20mdocview/%20229174150?%20accountid=130508 ijsr paper format international journal of human capital management e-issn 2580-9164 vol. 1, no.2 , desember 2017, p 146-152 available online at http://journal.unj.ac.id/unj/index.php/ijhcm 123 copyright © 2017, pps unj publisher evaluation of quality assurance program murni yanto state islamic high school bengkulu murni_yanto79@yahoo.com this study is to investigate the implementation of the evaluation program of quality assurance state islamic high school curup. this study design is evaluative survey. in this study, the level of implementation of the evaluation results are divided into five categories, namely: excellent, good, average, less, much less. the results of the evaluation study the implementation of quality assurance programs included in both categories. program quality assurance sekolah tinggi agama islam negeri curup necessary to repair all fronts, this can be illustrated as follows: (1) basic policy program quality assurance, (2) resource program quality assurance, (3) implementation of the guarantee program, (4) results the achievement of a quality assurance program. the results of the study suggested the central quality assurance to be able to follow up on some of the findings, especially concerning the quality assurance program resources, training and dissemination of quality, and implement improved quality assurance program so that the process of quality assurance programs to be more effective. keywords : evaluation, implementation of the quality program, cipp improving the quality of indonesian human life through education becomes a strategic issue for indonesian human resources. therefore, the implementation of education for the state becomes an absolute to achieve the ideals of educating the life of a nation with social justice. efforts to educate the nation's life are done in various ways such as the improvement and internalization of the values of knowledge, education, work and religious. in the world of islamic education in indonesia, the development of quality of life acquires islamic knowledge systematically and intensely implemented in islamic higher education.quality is a dynamic condition associated with products, services, processes, and environments that meet or exceed expectations and help generate more value. as a higher education stain curup has a quality assurance program, firstly, the quality of the quality assurance program. second, the support program over the status of stain to iain.third, socialization of quality assurance. fourth, lecturer scholarship program. fifth, development of quality assurance book. sixth, preparation of self-evaluation book. rinda hedwig (2006: 1) in the environment of higher education quality assurance is the services provided by universities to stakeholders, consisting of students, alumni, graduate / industrial users, and parents of students. the position and importance of quality assurance at universities high it can be argued that in the future, the existence of universities is not solely dependent on the government, but mainly depends on the stakeholder assessment, ie students, parents, the world of work, government, lecturers, support staff, and other interested parties , about the quality of college. students, alumni, graduate users, and student parents are satisfied if the college can provide assurance that the college can provide the best according to the customer. the theory of program evaluation is explained by blaine r worthen, jamer r a man who has done something, will surely judge whether what he does has been in accordance with his procedures and desires, (1987: 4). according to worthen and sanders the evaluation is looking for something worth (1987: 4), while joan l herman states everything that someone is trying to do in the hope of bringing about results or influence (1995: 9), egon g. gube and yvonna s. lincoin evaluation models such as: countenance model, context-input-process-produt model, goal-free model, and connoisseurship model (1981: 11-18), according to donald l kirkpatrik's and james d, kirkpatrik'sada four levels are: (1) reaction, (2) learning, (3) behaviour, (4) result (2000: 21), daniel l stufflebeam, george f. madaus, and thomas kallaghan proposed this model is designed to mailto:murni_yanto79@yahoo.com international journal of human capital management, vol. 1 (2), desember 2017 124 promote growth (2000: 283). it is difficult to give an evaluation opinion is a process that determines the conditions, where a goal can be achieved (2008: 4), according to suharsimi arikunto and cepi safruddin abdul jabar evaluation is activities to collect information about the work of something, which then the information is used to determine alternatives (2004: 1), wirawan believes that evaluation is a result of an assessment of the impact that occurred after the program was implemented (2008: 15-16), according to s. puto widoyoko, the usefulness of the evaluation proposed, namely: (a) communicating the program to the public, (b) provide information, (c) refine existing programs, and (d) increase participation. (2010: 11), suharsimi arikunto (2011: 92). a process of determining the outcomes that some activities have accomplished to support the achievement of program objectives. the quality assurance theory described by edwar sallism suggests quality is something that satisfies and exceeds the wants and needs of the customer (2008: 58), while sthepenp.robbins and mary coulter suggests; "quality is the abilities of a product or serviceto raliability do what it's supposed to do and to satisfy customer expectations" (2007: 607), according to vincent gasverz, quality is all the activity of the overall management function that determines the quality policy, goals and responsibilities answer and implement them through quality management tools, and quality improvement (2001: 122), david l. goetsch, stanley b. davies explains "quality is a dynamic state associated with product services, people, processes, and environments that meets exceed expectations and help produce superior valuae. engkoswara, aan komariah argues that quality is the appropriate state and exceeds customer expectations so that customers get satisfaction (2010: 305), while veithzal rivai, sylviana pure "2010: 711), according to rinda hedwigpenjaminan quality is services provided by universities to stakeholders, consisting of students, alumni, graduate / industrial users, and parents of students (2006: 1), while yoyon bahtiar irianto stated that the quality assurance is done by quality assurance program as an effort to implement as expected in order to meet customer satisfaction (2011: 34). the main purpose of this research is to know and get a clear picture about the basic policy of quality assurance program (context), quality assurance program (input), implementation of quality assurance program (process, and program outcome). method the evaluation research focuses on assessing the effectiveness of a particular program or action in solving a particular problem. therefore, the research method used is evaluative survey method. this evaluative survey activity is the main method of doing research.fathoni stated in general the research method is different from the three main methods of case studies, experiments, and surveys. furthermore, the evaluative survey method is surveying to evaluate a program, whether conducted on the implementation of an ongoing program (formative evaluation) and evaluation implemented at the end of a summative evaluation program evaluation used is formative evaluation. formative evaluation aims to improve the program. while summative evaluation is done to make a decision base on whether the program is effective and whether it should proceed. result data analysis technique in this research is quantitative and qualitative data analysis. quantitative analysis is used as the basis for the preparation or mapping of components in evaluation, selanjutya in depth with qualitative analysis. quantitative data analysis is with descriptive statistics. analysis of qualitative data by means during analysis during data collection and analysis after data collected. these data collection analyzes include: developing field notes, categorizing data, entering data into analytics format, and developing questions to collect further data. the analysis after the data collected includes collecting and arranging chronologically according to the time of data international journal of human capital management, vol. 1 (2), desember 2017 125 collection, re-encompassing the data and grouping it in one appropriate category and classification format, exposing the data after being analyzed in accordance with the component being evaluated, and drawing some conclusions. detailed in accordance with sub focus of research then it can be concluded as follows: (1) the basis of policy of guarantee program of mutuhasil evaluation stated that result of evaluation for basic policy of quality assurance program got value equal to 82,5. the scores are in good category. therefore, it can be stated that the program of quality assurance policy is very important. (2) the quality of the quality assurance program is in good category. for facilities and infrastructures are 64.4 (enough), 67,5 (enough), 66.2 (enough), and 75,5 (75.5) curriculum ), the student's program was 79.1, good category, the academic program was obtained by 71,5 good category. if calculated the average value of all aspects of the implementation of program resources, then the average value obtained by 71 acquisition of the average value can be stated that the implementation of program resources that get good value. (3) the implementation of quality assurance program is divided into: (a) preparation of status stain (c) lecturer's education scholarship, d) development of quality assurance books, (e) preparation of self-evaluation books, and (4) the results of the category quality assurance program are divided into three aspects: (1) quality of program of quality assurance, (2) aspects of the program transfer status of stain to iain, and (3) aspects of lecturer education scholarship program. discussion discussion of the results of the implementation evaluation stated here is a comparison between the findings with the evaluation criteria are done and set. as we know in this research there are four components that are evaluated are: basic policy of quality assurance program (context), quality assurance resources, student program (input) implementation of quality assurance program (process), and program achievement result of quality assurance program (product) , therefore the discussion of the findings refers to these components. furthermore, the discussion discusses the findings of each component. 1. the quality of the quality assurance program that includes: academic quality assurance program, curriculum, teachers, administrative staff, facilities and facilities, student affairs are obtained by the average score of 71 good categories. 2. implementation of quality assurance program. evaluation of the implementation of this program covers the aspects of: preparation of the support capacity to change status of stain to iain, quality assurance socialization program, lecturer scholarship program, development of quality assurance book, self evaluation book compilation, got value equal to 73,5 good category. 3. result of quality assurance program implementation: evaluation to program result addressed to three aspects: 1) quality of program of quality assurance, 2) support program of transfer status of stain to iain, 3) lecturer education scholarship program. quality assurance program resources: implementation evaluation results for the program's program resources achieved an average score of 71. in the evaluation criteria of implementation, the value is within a good category range. the acquisition of the value means that the implementation of stain's quality assurance program resources is in good condition. of the four aspects of program resources evaluated. acquisition of value for the outcome of this program is consistent with the value of training and socialization. therefore, the aspects that promote the value of the evaluation results for the implementation of the program are: (a) implementation of lecturer quality control training and administration. evaluation result on training aspect of quality control of lecturers and administration staff to get good result. it can be observed on the acquisition of evaluation result value for the implementation aspect of lecturer quality control training and administration. acquisition of 77, good category. obtaining the value indicates that the implementation of quality control training of lecturers and administrative staff is good. b) socialization of laboratory quality assurance and international journal of human capital management, vol. 1 (2), desember 2017 126 socialization of curriculum based on kkni. evaluation result on socialization aspect of laboratory quality assurance was obtained 75, good category. while for the socialization aspect of curriculum based on kkni get value equal to 70,5, good category, socialization of laboratory in university is very needed, hence need to see that still important with condition until now. (b) the support program over the status of stain to iain. the result of evaluation on the power aspect to support the transfer status of stain to iain in obtaining 75 (good) score has been maximized, by forming work committee and work in accordance with their respective function. from several committees in charge to request support from neighboring districts and provinces such as lebong district, central bengkulu district, south bengkulu district, north bengkulu district, kaur regency, seluma district, bengkulu governor, musi rawas district, muratara district, district parliament, bengkulu province, and rejang lebong district. all the support was put together, then presented at the ministry of religious affairs of the republic of indonesia, attended by competent officials, in the hope that it could be realized because stain curup was more than 40 years old, while iain bengkulu has not reached 40 years has become iain. (c) lecturer education scholarship program. evaluation result on lecturer scholarship implementation aspect is obtained by 66,25 (sufficient), pancasarjana education is one of education program at higher education which is designed to produce high competence human resources, , and able to access the latest information. graduate education is expected to contribute substantially to various issues of higher education equity, relevance, quality, character development, competitiveness, and internationalization conclusion thus it can be concluded that the quality assurance program requires large resources and huge funding sources, so program evaluation is necessary to know how effective the implementation of quality assurance program is. first, the basic policy of quality assurance program. given the importance of having a legal basis for the implementation of the program namelyundang ri number 20 of 2003 on national education system, government regulation no. 30 of 1990 on higher education, pp. 19 of 2005 on national education standards, pp. no. 17 year 2010 on the management and implementation of education. decree of the minister of religious affairs no. 175 of 2008 on statuta stain curupdan decree of the minister of religious affairs of the republic of indonesia concerning statute of stain curup in bengkulu. second, evaluation of good quality category guarantee program resources are (a) academic guidance, (b) curriculum, (c) teaching staff, (d) administrative staff, (e) facilities and infrastructure, (f) student affairs. thirdly, the implementation of quality assurance program is: supporting program of transferring status of stain to iain, quality assurance socialization program, lecturer education scholarship program, quality assurance development program, self-evaluation book program. references anna & fandi, total quality management,yogyakarta:andi, 2001 arikunto, suharsimi, dasar-dasar evaluasi pendidikan, jakarta: pt.bumi aksara, 2001 arikunto, suharsimi dan cepi syafrudin abdul jabar. evaluasi program pendidikanpedoman teoritis praktis bagi mahasiswa dan praktisi pendidikan. jakarta: pt. bumi aksara, 2004. arikunto, suharsimi, dasar-dasar evaluasi pendidikan, jakarta: pt. bumi aksara, 2011 a.hanif saha gafur, manajemen penjaminan mutu perguruan tinggi di indonesia jakarta: bumi aksara, 2008 azwar saifuddin, penyusunan skala psikologi, yogyakarta: pustaka pelajar,2013 azwar saifuddin, dasar-dasar psikometri, yogyakarta:pustaka pelajar,2005 international journal of human capital management, vol. 1 (2), desember 2017 127 bryman alan, social research methods, new york: oxford university press, 2004 brinkerhoff, robert o. program evaluation: a practitionner’s guide for trainer and educators. minnsota: kluwer, 1983 creswell, jhon w ,research design: qualitative, quantitative, and mixed method aproaches,terjemahanachmad fawaid, yogyakarta: pustaka pelajar, 2010 daryanto, evaluasi pendidikan, jakarta, rineka cipta, 2012 david l goetsch,stanley b. davies , quality management for organizational excellence , new jersey: pearson pretince hall, 2010 dali s, naga, pengantar teori sekor pada pengukuran pendidikan, jakarta: gunadarma,1992 djaali dan pudji muljono, pengukuran dalam bidang pendidikan,jakarta: gramedia widiasarana indonesia, 2008. gaspersz, vincent. iso 9001:2000 and continual quality improvement. jakarta: gramedia pustaka utama, 2000. grabe sven, evaluation manual, paris: unesco, 1993 engkoswara. aan komariah. administrasi pendidikan,bandung: alfabeta, 2010 hadi anwar, sistem manajemen mutu laboratorium, jakarta: gramedia, 2000 hanafiah, nanang dan cucu suhana.konsep strategi pembelajaran. bandung: refika aditama, 2009. hedwig, rinda., gerardus polla. model sistem penjaminan mutu dan proses penerapannya di perguruan tinggi. yogyakarta: graha ilmu, 2006 herman, l joan, how to measure performance and use test, los angelas: univrsity of california, 1995 john daniel globalization and higher education: automobiles, bananas, courses, degrees .(proceedings) paris (unesco).2002 mahmud marzuki, manajemen mutu perguruan tinggi, jakarta: raja grafindo persada, 2012 margono,s,metode penelitian pendidikan,jakarta:rineka cipta,2010 milddlehurst, robin,quality assurance implication of new forms of higher education helenki:2001 moleong,lexyj.metodologi penelitian kualitatif, bandung: remaja, rosdakarya, 2010. nasution. m. n. manajemen mutu terpadu total quality management, jakarta: ghalia, 2005 rivai, veithzal., syilviana murni. education management. jakarta: rajawali pers, 2009 rusman. management kurikulum. jakarta: raja prasindo persada, 2008. sagala, syaiful, manajemen berbasis sekolah dan masyarakat, strategi memenangkan persaingan mutu, jakarta: nimas multima, 2006. international journal of human capital management, vol. 1 (2), desember 2017 128 saha gafur a. hanif, manajemen penjaminan mutu perguruan tinggi di indonesia jakarta, bumi aksara, 2008 sallis, edward. total quality management in education. london: koganpage limited,1993 sanjaya, wina, strategi pembelajaran berorientasi standar proses pendidikan, jakarta:kencana prenada,2006 stufflebeam daniel l dan antoni j, shinkfield, evaluasi teori,models, & aplication, san pranc:john wiley & son inc, 2007 sudjana, nana. penilaian hasil proses belajar mengajar, bandung: pt.remaja rosdakarya, 2009 sudijono anas, pengantar evaluasi pendidikan,jakarta: raja grafindo persada, 2013 sudrajat dan m. subana, dasar—dasar penelitian ilmiah, bandung: pustaka setia, 2005 sugioyono, memahami penelitian kualitatif, bandung: alfabeta,2009 -----------------, sugioyono, metode penelitian pendidikan pendekatan kunatitatif, kualitatif, r dan d, bandung: alfabeta,2010. international journal of human capital management e-issn 2580-9164 vol. 1, no. 1, december 2017, p 183-191 available online at http://journal.unj.ac.id/unj/index.php/ijhcm 183 copyright © 2017, pps unj publisher the management of industrial internship sujarwo 1 yettisupriyati 2 center for environment and forestry education and training of makassar 1 state university of jakarta 2 jarwobdk@yahoo.co.id yettisupriati@unj.ac.id abstract the research objective was to determine of industrial internship consisting of planning, organizing, actuating, controling and monitoring.this is a qualitative research by employing a case study method which was conducted at public vocational senior high school (smk negeri 5) makassar from april 2013 to september 2016. interviews, document review, and direct observation were taken for data collection while the validity of the data was measured by using triangulation of source and technique. for data analysis, the stages of reduction, data display, and conclusion were used. the results show that 1)planningof industrial internship has not been implemented optimally; such as curriculum validation and mapping the business and industrial were not well-conducted by the school; 2) organizingaspectsof industrial internshipwere less than optimal implemented, such asarranging ofindustrial internship committee was not equipped clearly with the structuring of tasks, job descriptions and distribution of authority. in addition, appointment of school instructur is simply to accommodate the interests of educators with the principle of equity not competency; 3) in actuating aspect, learning by doing and learning by experience were not optimal since the location of industrial internship did not meet the school’s need; 4)controlling and monitoring industrial internship were not optimal as well since the teachers as instructors did not control the students’ activities continously. to sum up, the industrial internship conducted in vocational high school must obtain serious attention by the school, industry and government as to improve the students’ knowledge and skills. additionally, the school, industry and government are required to collaborate and synergize optimally for the sake of students’ improvement. keywords: industrial internship, learning by doing, learning by experience the city of makassar is listed as the city with the highest unemployment rate in south sulawesi which reaches 11% of the total labor forces of 651 thousand people per year (fajar, january 30, 2017). based on the research of the education sector analytical and capacity development partnership (acdp), it is mentioned that generally, the business and industry have not been satisfied with the competence of school graduates from high school/vocational high school to college. there is a mismatch between the skill of graduates andthe needs of the business and industry. whereas at the same time many companies plan for more expansion and require manpower (kompas, 17 october 2016). the above conditions open up the possibility of discourage unemploymentfrom vocational graduates who have been looking for work for years without results because demand factors for labor and labor supply are increasingly unbalanced. among vocational graduates, this category of mailto:jarwobdk@yahoo.co.id mailto:yettisupriati@unj.ac.id 184 desperate unemployment is predicted to grow larger. they are ready work job seekers, but apparently the existing labor market doesn’t likely seem friendly (suyanto, 2016). vocational secondary education is an education that prepares students to be able to work in certain fields (law no. 20 in the year of 2003). government regulation no. 19 in the year of 2005 explained that vocational secondary education is an education at secondary education level that prioritizes the development of students' skills for certain types of work. their task is to prepare students with the competencies and skills of certain fields, so that after graduation, they can work on a particular field independently or to fill vacancies in the work. the vocational education approach model is known as dual system education, which operationally, the model is called industrial internship. industrial internship is an educational model of vocational skills that combines systematically and synchronously between school education and learning programs through direct work activities in the relevant field of work in the business and industry and other institutions directed to achieve mastery of certain skills.the laborsare requested to have the level of knowledge, skills, and work ethic which are appropriate with job demands (pakpahan, 2002).considering the importance of industrial internship, good industrial internshipmanagement is required as one of the strategies in managing cooperation between vocational schools and the businessand industry, which aims to produce graduates who have link and match competence with the needs of the job (djojonegoro, 1999). industrial internship is an activity undertaken by learners in the form of direct practice in the real work done by apprenticeship in the industry relevant to the expertise program. pozaic(2009) said internships usually refer to practical training for students during or after the completion of their studies. they may or may not be related to a particular occupation but when they are a compulsory part of practical experience which has to precede professional employment. they are very different from internships where the main purpose is to expand specific knowledge in some field which is the focus of a thesis or as a way of finding one’s way into a company of choice for employment. industrial internshipor on the job training (ojt) is a training model conducted in the field, aiming to provide the skills needed in a particular job in accordance with the demands of the ability for the job (hamalik, 2007). the objectives of the industrial internship include: 1) producing professional-skilled workers 2) improving and strengthening link and match between educational institutions and vocational training 3) improving the efficiency of professional quality education and job training by utilizing available training resources in the work, and 4) recognizing and rewarding work experience as part of the education process (djoyonegoro, 1999). smkn 5 makassar is one of the vocational schools that organizes different vocational education programs compared to other vocational schools in makassar. characteristics of education in smkn 5 makassarare: 1) education process last for four years, while others last for three years, 2) the implementation of industrial internshiplast for 6 to 8 months, while others last for 3 months, 3) smkn 5 makassar is the only vocational school in makassar that has cooperated in mou scheme withbusinessand industryin industrial internship implementation for certain type of competence. based on the above description, the research question focuses on how to apply the management of industrial internshipin smknegeri 5 makassar whichthe aims are to examine: 1) industrial internship planning, 2) industrial internship organization, 3) industrial internshipactuating, and 4) industrial internshipmonitoring and controlling.from this research, it is expected to find out the management of industrial internshipat smk negeri 5 makassar south sulawesi. besides, the result of this study is expected to be useful to improve the management of industrial internship, particularly in building engineering in smk negeri 5 makassar. 185 method this is a qualitative approach by employing case study methodwitha single case holistic design (yin, 2003). the focus of this research is the management of industrial internship at smk negeri 5 makassar south sulawesi majoring in building engineering.data collection wasconducted by interview, observation and documentation study. in qualitative research the researcher functions as the key instrument that does grand tour observation firstly and collects the data from many sources.sources of data fromthe key informants are:principal, vice principal in the division of industrial relations, vice principal in curriculum divison, the head of program study, productive teachers, parents (school committee, students and instructors from industry and business. data analysis was conducted qualitatively with reference to miles and huberman (1994: 8) which included data reduction, data presentation, and conclusion / verification. triangulation of sources and techniques were employed for data validity. the research period is 1 year from january 2016 until december 2016at smk negeri 5 makassar south sulawesi. results the results showed that the implementation of industrial internship at smkn 5 makassar was executed as an implementation of education policy, among others: 1) government regulation no. 29 of 1990 on secondary schools article 3 paragraph (2); 2) decree of the minister of education and culture no. 323 / u / 1997 on dual system education article 1 paragraph (2), 3) law number 20 year 2003 on national education system, 4). educational unit level curriculum ofvocational high school in 2004 and 5).government regulation no. 17 of 2010 on management and implementation of education article 76 paragraph (2) point c. industrial internship planning begins with curriculum validation activities, businessand industrialmapping, industrial internship modeling, supplies, and guidance. industrial internship planning is not implemented optimally by involving stakeholders in the implementation of industrial internship. curriculum validation is not done by involving the business and industryl. mapping the business and industrial is less systematically conducted related to the feasibility and suitability of industrial internship location with the needs of industrial internship. industrial internship debriefing is carried out for five days with material on general matters related to industrial internship, work ethic, order, reporting, and job technique in business and industry. the organization of industrial internship activities is carried out with the following activities. firstly, establishment of industrial internship team work. one informant said that such a condition occurs because industrial internship activities are routine activities that have been implemented for many years so that the teachers have already experiencedbeing the committee. industrial internship organizing committee members are not equipped with the structure of tasks, authority, and clear division of tasks among the committees. secondly,determination of industrial internship guidance.determination of industrial internship's supervisor applies the principle of equity. that is, industrial internship counselors are not only productive subject teachers, but also normative, and adaptive subject teachers, even administrative staff. to eliminate possible weaknesses of the school recruitment system, advisors are appointed from the partner institution that guides the students during the implementation of industrial internship. industrial internship management, especially the actuating aspects of industrial internship has not gone well. the placement of students at locations is less representative in the area of expertise being studied. thus, students often do unrelated activities to the field of expertise, which they have learned in the school. it is an indication of the weakness of industrial internship management aspects in the function of the actuating activity. 186 controlling and monitoring activities of industrial internship's implementation are rarely performed by school counselors. monitoring activities are only carried out at the beginning of student placement, in the mid of industrial internship, and at the end of industrial internship when students will be withdrawn from industrial internship location. the function of controllingand monitoring on the implementation of industrial internship activities is not run optimally. monitoring as one of the instruments to control the implementation of industrial internship activities becomes less functional. discussion legal protection in the implementation of industrial internship activities in smknegeri 5 makassar before, during, and after the period of regional autonomy always refers to ministry of education and culture number 0490 / u / 1992 about smk cooperation with the business and industry. dual system education program is implemented based on ministry of education and culture number: 323/ u/ 1997 on the implementation of dual system education (psg) in vocational high school. article 2 ministry of education and culture number 323 / u / 1997 states that dual system education aims: 1. improving the quality and relevance of vocational education through the role and industrial partner; 2. producing graduates who have the knowledge, skills and work ethic that are in line with work demands; 3. producing graduates who have the knowledge, skills and attitudes that are the basic foundation of their own sustainable development; 4. giving recognition and respect for work experience as part of the educational process; 5. improving the efficiency of vocational secondary education through the empowerment of education in the world of work. implementation of dual system education is essentially an implementation of government regulation of the republic of indonesia number 39 of 1992 on public participation in national education. article 2 of government regulation no. 39 of 1992 states that the role of the community functions to participate in maintaining, improving and developing national education. the purpose of community participation in national education is contained in article 3 which states that community participation aims to utilize the existing ability of society for education to realize the goals of national education. law no. 20 of 2003 on the national education system article 9 states that the community is obliged to provide resources support in education implementation. concretely, the form and the role of community participation in national education are listed in article 4 point 8 of government regulation no. 39 of 1992, namely the provision of opportunities for internships and or work training. while the role of community participation can be done by individuals, groups, or entities that are not part of the government. based on the research findings, it is known that none of the business and industryis currently willing to cooperate with schools formally and bind through the scheme of agreement (mou) signed by both parties. the reason is the business and industrial does not want to be bound by the contract in the agreement and bound by obligations and responsibilities to accept industrial internship students every year.whereas, in developed countries, the role of industry is demonstrated in the form of program cooperation, financial support for research and scholarship. even in some countries, the role of this industry has become an obligation because there have been laws that regulate it. at least the business and industry that have actually established cooperation with schools are given incentives by providing tax breaks (pardjono, 2011). 187 implementation of industrial internship as an innovative educational pattern that synchronizes the demands of the business and industry with the curriculum of education in vocational high school needs to be followed by clear and operational guidelines and technical guidelines. particularly since the enactment of law no. 23 of 2014 on regional government, the strengthening of formal juridical aspects through regional regulation or governor regulation becomes one of the instruments to improve the quality of industrial internship in vocational schools.presidential instruction no. 9 of 2016 provides a very strong and clear justification to the relevant ministers and all governors to revitalize vocational high school through various operational policies to improve the quality of learning in vocational high schoolincluding the implementation of industrial internship. government regulation of the republic of indonesia number 17 year 2010 concerning management and implementation of education article 17 states that the governor is responsible for managing the national education system in the region and formulating and establishing regional policies in the field of education according to their authority. the authority granted by government regulation number 17 of 2010 to the governor related to the regional policy in the field of education can be set forth in the regional regulations in the field of education or governor regulation in the field of education. local policy in the field of education can be a guide for all education stakeholders in each province. especially with the enactment of law no. 23 of 2014 on regional government article 15 paragraph 1 and 2 and attachment letter a on the division of government affairs of education in sub-affairs of education management. based on presidential instruction no. 9 of 2016, the president commands governors to: 1. provide convenience to the public to get a qualifiedvocational school of education services in accordance with the potential of their respective territories. 2. provide educators, education personnel, adequate and qualified facilities and infrastructure of vocational schools. 3. conduct institutional arrangements of vocational high schools includingavailable vocational programs and locations of vocational schools; and 4. develop excellent vocational schools in accordance with the potential of each region. if there is a legal protection in the form of local government regulation or governor regulation concerning the responsibility of the business and industry in supporting the implementation of vocational secondary education, especially related to the implementation of industrial internship, it will be a driving factor for the increasing quality process and result of industrial internship activity. legal protection is required for all education stakeholders, especially the business and industrial to have a juridical and moral responsibility in improving the quality of vocational secondary education. the research findings have revealed that industrial internship planning is not implemented optimally by involving the stakeholders in the implementation of industrial internship. curriculum validation is not done by involving business andindustry. mapping the the business and industryareless systematically implemented related to the feasibility and appropriateness of industrial internship location with the needs of industrial internship. appointment of industrial internship's controlling is done with the principle of equity.whereas, the implementation of industrial internship refers to the demand-driven system based on the needs of the labor market. under the system, vocational education programs are derived from the real needs of the job market. to be able to realize the program, then the role of business andindustry is highly needed (sidi, 2001). to meet the needs of the businessand industry, companies require changes in term of vocational programs.billett (2011) explains that indeed, to meet their particular needs for economics efficiency, enterprises want two levels of customisation of vocational programmes. first, they want the curriculum to be 188 customised to their industry by creating a range of modules from which they can choose those which pertain to their workplace. secondly, they want the modules themselves to be made more workplace specific. ministry of education and cultureshould strive for the vocational school curriculum in accordance with the skills required by the business andindustry. it should also be ascertained that 70% of on the job trainingis done together with the right industrial partners (kompas, 17 october 2016). since current vocational school conditions require reinforcement. presidential instruction no. 9 of 2016 on the revitalization of vocational school becomes very imperative. its revitalization of vocational school requires industry involvement as a user. therefore, the preparation of the curriculum must be side by side with industry or association. vocational education should be able to provide a solid basis for personal, socially oriented labor market development. bohlinger (2015) argues thatiin vocational education and training (vet), one of the core challenges is the matching between demand and supply, i.e. linking educational profiles and qualifications with labour market needs and positions. the extent to which vocational education and training can provide a sound basis for an individual’s personal, social and labour market oriented development depends on a number of factors. the result of the 2015 essa meeting states that partnerships between vocational education institutions and employers can improve the quality and relevance of work-based learning.it is said that one of the key requisites of successful work-based learning is the engagement of employers in the design and delivery of training programmes. in this session, delegates from the philippines, cambodia, malaysia and thailand shared strategies and experiences on how they leverage public-private partnerships to strengthen the quality and relevance of work-based learning and tvet.schools as a social entity must also be managed with good management so that all potentials and resources can be empowered in the achievement of educational goals. organizing in school activities related to all aspects of both curricular and co-curricular activities can improve the quality of education processes and outcomes. good organizing will have implications for good coordination among departments within the school organization. wellorganized management in industrial internship organization is one of the determinants of the quality of industrial internship's process and outcomes. in a modern perspective, one of the management functions is leading which according to bateman and snell's perspective is mobilizing people. leading according to bateman and snell (2002) is the management function that involves the manager's effort to stimulate high performance by employees. hence, good human resources must be mobilized so that they can display their high performance. the management has an authority attached to its position to perform such management processes in order to achieve the organization's objectives. one of the key elements of any successful manager is his ability to handle everyone effectively. mullins (2005) asserted that managers must be equipped with social skills and ability to build relationships between people.there are many aspects to management in work organisations, but the essential ingredient of any successful manager is the ability to handle people effectively. the manager needs to be conversant with social and human skill, and have the ability to work with and through other people. without people there can be no organisation and no meaningful activity. in the context of industrial internship in smknegeri 5 makassar, ideal industrial internship organization is also followed by the structure of duty and authority distribution in a clearly written. a good working team is formed because of having the clear distribution of authority and responsibility on all components within the school organization. in smaller structures, clear authority and responsibility of the industrial internship committee, followed by a range of controls and controls by 189 the management will have implications for the effectiveness of industrial internship's organization. as daft (2008) explained that organizinginvolves assigning tasks, grouping tasks into departments, delegating authority, and allocating resources across the organization. industrial internship participants' placement activities are the next step which is carried out as a series of implementation process of industrial internship program. the process of industrial internship is carried out by students in the business and industry large, medium or small scale. in the implementation of industrial internship, the processes and steps of implementation practice still refer to the established learning design.in order to obtain the required standard of competence of expertise, industrial internship activities must be carried out in the appropriate business and industry. this is in line with the results of vaughan's research that industrial work practice is a learning process implemented in the actual workplace that serves as a study room. learners are in real situations and real consequences. the results show that the workplace provides not only a rich learning context, but also a rich learning experience. vaughan (2012) suggests that the defining features of learning in the workplace relates to its authenticity as a site of learning. learners are dealing with real situations, real customers, real deadlines and real consequences. research has shown that workplace provide, not just rich learning contexts, but also deliberately constructed rich learning experiences. to improve the implementation process of industrial internship, implementation management must be optimized. the aspect of management isrelated to the control function of all activities of the practice which the purpose of control is to avoid unpleasant surprises that may occur as stated by dessler (2001) that control is the task of ensuring that activities are providing the desired results. in its most general sense, controlling means setting a target, measuring performance, and taking corrective action as required. the goal of the control system is to have no unpleasant surprise in the future. based on those data, it can be concluded that the process of controlling and monitoring is carried out only limited to the activities of delivering, visiting, and picking up students. the overall guidance and monitoring activities are more ceremonial without the controlling and monitoring of industrial internship implementation. whereas gessler and hinrichs (2015) explain that monitoring the learning transfer of continuing vocational training is therefore crucial in order to control the training success and legitimate the investments made. it is not surprising that the design of training measures is currently leading the list of challenges within vocational training. based on the study of management aspects, it is necessary to conduct evaluation activities throughout the program cycle. in the context of the implementation of industrial internship at smknegeri 5 makassar, evaluation can be applied at all stages of the implementation of industrial internship activities, starting from planning industrial internship activities until the implementation of its program. it is even confirmed by schermerhorn (2005) that when planning is done well it will have implications on the overall management process within the organization. when planning is done well it creates a solid platform for the other management functions: organizing, leading, and controlling. conclusion the planning stage, the curriculum validation as preparatory activitydoes not involve the businessandindustry. curriculum validation is only conducted by the smknegeri 5 makassar with reference to the national curriculum. mappingthe business and industrial isless systematically implemented which is related to the feasibility and appropriateness of industrial internship location with industrial internship needs. block model is established as anindustrial internship model by 190 smknegeri 5 makassar. the block release model is a training model in which the student's learning time is divided on a matter of months or semesters. organizing industrial internship is preceded by the formation of industrial internship committee which is held two months before industrial internshipimplemention and it is realized through decree of school principal of smknegeri 5 makassar. delegation of tasks and responsibilities among the organizational organizers of the industrial internship committee has not been evenly distributed and there is a tendency to be dominated by the committee chairman. the appointment of industrial internship counselors is not absolutely based on teacher professionalism and competence, but it uses a combined method. in addition to aspects of mastery of skills competence and teaching experience, the aspect of equity is also one of the main considerations in preparing industrial internship counselors. implementation of industrial internship which begins with the student placement in business and industry has not been run in accordance with the purpose of industrial internship. selection aspect of industrial internship locations still need to be addressed mainly related to the suitability of the field of expertise of students with the existing work conditions in the location. there are still many students who do not work in accordance with the vocational skills learned. learning by doing and learning by experience are not running optimally. withdrawal of industrial internship students and the process of students’ picking up are not often carried out by supervising teachers. the task to pick up industrial internship students does not simply pick up students, it is to coordinate with business andindustry and simultaneously serves as sales marketing for schools. industrial internship certificates are not a proof of recognition of competencies held by students. industrial internship management, especially the implementation aspect of industrial internship has not run well. industrial internship management, especially supervising and monitoring aspect has not run optimally. monitoring is only executed on a limited basis during the implementation period of industrial internship.based on the result of the study, it can be inferred that smknegeri 5 makassar as an educational organization needs to make continuous improvement on the management process of industrial internship, starting from the process of planning, organizing, implementing, monitoring and monitoring. references bateman, thomas s & scott a. snell, (2002) management competing in the new era. new york: mcgraw hill irwin. billet, stephen. (2011) vocational education, purposes, traditions, and prospects. new york: springer science bussiness. bohlinger, sandra, ulrika haake, christian helms jorgensen, hanna toivianen, and andreas wallo, (eds) (2015) introduction in working and learning in times of uncertainty challenges to adult, professional and vocational education. roterdam: shensepublisers, daft, richard l. (2008) management, eighth edition. ohio: thomson south-western, department of manpower, (2011) data base manpower makassar, dessler, gary. management: (2001) leading people and organizations in the 21st century. new jersey: prentice hall. djojonegoro.wardiman. (1999) human resource development: through vocational secondary school (smk). jakarta: pt balaipustaka, dawn, (2017) unemployed scholar make miris, monday, 30 january. 191 gessler, michael and anja christina hinrichs, (2015) key predictors of learning transfer in continuing vocational training in sandra bohlinger, ulrika haake, christian helms jorgensen, hannatoivianen, and andreas wallo, (eds) working and learning in times of uncertaintychallenges to adult, professional and vocational education. roterdam: shensepublisers ,. hamalik, oemar. (2007) integrated management training employment approach. jakarta: earth literacy. presidential instruction (inpres) no. 9 of 2016 (october 17, 2016) on the revitalization of smk. kompas, millions of unemployed vocational graduates, miles, matthew b and a. michael huberman.(1992) qualitative data analysis.tjetjeprohendirohidi's translation. jakarta: ui press, mullins, laurie j. (2005) management and organizational behavior. england: pearson educational limited, oecd and giz, the 7th annual expert meeting of the esssa and the 2nd regional policy dialogue on tvet personnel. better connecting the skills system to the world of work 7-8 october 2015, siem reap, cambodia. pakpahan, jorlin. (2002) the development of vocational secondary education, dedisupriadi, ed. history of technical and vocational education in indonesia, building productive people. jakarta: dikmenjurditjendikdasmen, depdiknas, pardjono, (february 19, 2011) industry role in smk development paper presented at industrial role workshop on smk development, yogyakarta, pozaic, sanjacrncovic. (2009) transition from school to work: internships and first entry to the labor market in croasia, (eropean: working document), pp no. 19 of 2005 on natioanal education standards. schermerhorn, john r. jr, (2005) management, eight edition. new york: john wiley & sons, inc., sidi, indradjati. (2001) toward a learning society. jakarta: paramadina, suyanto, bagong. (october 19, 2016) irony graduates of smk, kompas, law of the republic of indonesia number 20 of 2003 on national education system, article 15. vaughan, karen. (2012) the integration of work and learning in new zealand: a working paper.wellington: new zealand council for educational research, yin, robert k. (2003) case study research: design and methods. 3rdedition. california: sage publication, inc., international journal of human capital management e-issn 2580-9164 vol. 1, no.2 , december 2017, p 10-18 available online at http://journal.unj.ac.id/unj/index.php/ijhcm 10 copyright © 2017, pps unj publisher influence of organizational culture, team conductivity, personality, and trust to the outlet leading organization commitment dedi sutan ardani bank negara indonesia dedi.ardani@bni.co.id abstract the purpose of this study was to determine the effect of organizational culture, cohevision team, persoanlity, and trust of organizational commitment outlet leader in bank negara indonesia, regional offices, senayan jakarta. this research tried to answer problems about the organizational comitment with increasing evidence of service employee. the research was conducted on organizational commitment involving of 98 outlet leader had been selected from a target populations of 130 outlet leader by using the quantitative approach with path analysis methods. the research of hypothesis testing show: (1) organizational culture had a direct positive effect on organizational commitment; (2) personality had a direct positive effect on organizational commitment; (3) trust had a direct positive effect on organizational commitment; (4) organizational culture had a direct positive effect on trust: (5) cohevision team had a direct positive effect on trust: (6) personality had a direct positive effect on trust: (7) organizational culture had a direct positive effect on cohevision team (8) personality had a direct positive effect on cohevision team: therefore to improve the organizational commitment of outlet leader in bank negara indonesia, regional offices senayan jakarta. need to increase is organizational culture, cohevision team, personality and trust. keywords:organzational culture, cohevision team, personality, trust, organizationalcommitment. as the first bank owned by the government of indonesia, pt bank negara indonesia (persero) tbk established in 1946 started its history by performing its function as a central bank as stipulated in government regulation in lieu of law no. 2/1946. when viewed from the performance of 130 outlet bni in the area of jakarta regional office senayan, it is seen that the average performance of outlet is still far from expected, then this fact informs that the competence of outlet leaders owned bni jakarta senayan regional office has not shown maximum performance or not have strong organizational commitment to bni's performance. based on the observations made by researchers found some things that indicate the lack of organizational commitment outlet bni outlet jakarta regional office senayan. first, it relates to the inability of outlet leaders to motivate their team members, so that team members are enthusiasticless in performing their duties and there is unbelieveable in the outlet leader's capability. second, outlet leaders do not have a business strategy or business plan in executing their business, so that activities are not appropriate or even away from the vision and mission of bni. third, outlet leaders are still working according to their kpi / job description or are still working on the comfort zone, working just to abort their kpi without having the desire or initiative to make innovations for business development and improve business process. fourthly, there are outlet leaders who do not want to improve their competence, such as continuing education to higher level, motivational training and seminars, this is necessary considering the increased responsibility and job demands of outlet leader.head of business banking bni manado region julius aritonang said hermita's performance is not just a leader but able to build solidity with subordinates so that achievement for achievement can be achieved by bni manado area, which has been considered 'small' territory compared to other bni region. this illustrates that the organization's commitment to outlet leaders is very important in mailto:dedi.ardani@bni.co.id internationaljournal of human capital management, vol. 1 (2), december2017 11 the banking world and the progress of a company. therefore interested in conducting research related to organizational commitment of pt leaders. bni senayan regional office. under these conditions, it can be formulated research problem: is there a direct influence of organizational culture on organizational commitment? is there a direct influence of personality on organizational commitment? whether there is a direct effect of trust on organizational commitment? is there a direct influence of organizational culture on trust? is there a direct influence on the confidence the team cohesiveness? is there a direct influence of personality on trust? is there a direct influence of organizational culture on team cohesiveness? is there a direct influence of personality on team cohesiveness? timothy t. baldwin (2013: 243) defines the organizational commitment as follows,“organizational commitment is an attitude representing the extent to which an employee identifies with his organization and desires to remain a member of the organization”.organizational commitment is an attitude that reflects the extent to which an employee identifies with the organization and the desire to remain an organization member. organizational commitment of employees can be seen from the attitude of loyalty to the workplace. jenifer m. george, and gareth r. jones (2013: 528) define the organizational culture as follows, “organizational culture is the set of shared values, beliefs and norms that influences the way employees think, feel and behave toward people outside the organization”.organizational culture is a shared set of values, beliefs and norms that affect the way employees think, feel and behave towards people outside the organization. organizational culture needs to be developed in accordance with the development of the organization's environmental needs. the development of organization on the creation of achievemet culture, the type of culture that encourages and appreciates the performance of employees.cohesiveness is about the unification of forces. most scholars seek the concept of cohesiveness, back to the theories of kurt lewin, leon festinger, and their colleagues inresearch center of group dynamics. lewin, in 1943, used the term cohesive to describe a force that keeps the group intact by keeping it. the unity of its members. festinger defines cohesiveness as the total of a force that belongs to the group members who persist in the group. john r. schermerhorn jr., (2014: 502) defines the following cohesiveness,“cohesiveness is the degree to which members are attracted to and motivated to remain part of a team”.compactness is the extent to which members are interested and motivated to remain part of the team. in a group in needed motivation to complement each other and continue to be part of a group that has been agreed with. we all have different personalities. when we speak of a person's personality, we do not mean that the person has charisma or is constantly smiling. as an organizational behavioralist, we are explaining a dynamic concept of the growth and development of one's personality. personality is the whole way an individual reacts and interacts with other individuals. personality is most often described in terms of measurable properties indicated by a person. ricky w. grifin, and gregory moorhead (2014: 66) define the personality as follows, “personality is the relatively stable set of psychological attributes that distinguish one person from another”. personality is a relatively stable set of psychological attributes that distinguishes one from another. defines the personality we use most often formulated by gordon allport around 70 years ago. trust is defined as a measure of how many employees want information, to work with each other and not to take advantage of others. trust is the most sensitive issue in international organizations and businesses. jason a. colquitt, et.al (2015: 204) defines, "trust is defined as the willingness to be authorized by an authority on the positive expectations of the authority's actions and intentions." trust as a willingness to accept criticism of authority based on positive expectations about orotiritas and intentions. internationaljournal of human capital management, vol. 1 (2), december2017 12 method the population is all leaders of pt outlets. bni. the sampling technique used is simple random sampling with the assumption that the population has the same relative characteristics (homogeneous). research conducted in indonesia. this research uses quantitative approach with survey method. its population 130 leaders outlet pt. bni. the samples were 98 randomly picked drivers. data collection using questionnaires and analyzed by path analysis. result the structural equation formed on the first sub-structure model formed by the path coefficient of the variables x1 to y, x3 to y, and the path coefficient of the x4 to y variables are: y = py1x1 + py3x3 + py4x4 + pyε1. with large (ry.134) 2 = 0.3815 so pyε1 = 0.786. so form the structural equation on the first sub-structure model: y = 0.269x1 + 0.276x3 + 0.298x4 + 0.786. the structural equation formed on the second sub-structural model formed by the path coefficient of the variables x1 to x4, x2 to x4, and the path coefficients of the x3 to x4 variables are: x4 = p41x1 + p42x2 + p43x3 + p4ε2. with large (r4.123) 2 = 0.2650 so p4ε2 = 0.857. thus the form of structural equation in the second sub-structural model: x4 = 0.233x1 + 0.244x2 + 0.255x3 + 0.857. the structural equation formed on the third sub-structural model formed by the path coefficient of the variables x1 to x2 and x3 to x2 is: x2 = p21x1 + p23x3 + p2ε3. with large (r2.13) 2 = 0.1194 so p2ε3 = 0.938. thus the form of structural equation in the third sub-structure model: x2 = 0.221x1 + 0.227x3 + 0.938. the results of the path coefficient calculation can be seen in the following table. table 1.instant influence between variables organizational culture(x1) organizational commitment(y) trust(x4) personality(x3) team conductivity(x2) p21 = 0,221 py1 = 0,269 p42 = 0,174 p41 = 0,186 p23 = 0,227 p43 = 0,165 py3 = 0,226 py4 = 0,298 internationaljournal of human capital management, vol. 1 (2), december2017 13 no. direct influence path coefficient dk thitung ttabel α = 0,05 α = 0,01 1. x1to y 0,269 94 3,12 ** 1,99 2,63 2. x3to y 0,276 94 3,18 ** 1,99 2,63 3. x4to y 0,298 94 3,28 ** 1,99 2,63 4. x1to x4 0,233 94 2,54 * 1,99 2,63 5. x2to x4 0,244 94 2,60 * 1,99 2,63 6. x3 to x4 0,255 94 2,77 ** 1,99 2,63 7. x1 to x2 0,221 95 2,25 * 1,99 2,63 8. x3to x2 0,227 95 2,32 * 1,99 2,63 keterangan : * = signifikan (thitung> ttabel pada α = 0,05) ** = sangat signifikan (thitung> ttabel pada α = 0,01) the results of this study indicate (1) organizational learning has a direct positive effect on the effectiveness of work. (2) compensation has a direct positive effect on work effectiveness. (3) work attachment has a direct positive effect on work effectiveness. (4) organizational learning has a direct positive effect on job attachment (5) competence has positive direct effect on work attachment. (6) the compensation has a positive direct effect on the employment attachment. discussion based on the results of research conducted proposed discussion ofresearch as follows: first, the results of the first hypothesis analysis resulted in the finding that organizational culture had a positive direct effect on organizational commitment. based on these findings, it can be concluded that organizational commitment is directly influenced by positive organizational culture. increased organizational culture will lead to increased organizational commitment. the results of this study are consistent with the opinion of some experts including jason a. colquitt et.al (2015: 552) said,“this view assumes that the organization has a strong culture and definite norms and values that is wants employees to adopt, which is not always the case. some organizations don’t have strong culture that they want employees to adapt to, or they might be trying to change their culture and want new employees to come in and shake things up”.this view assumes that organizational culture at the bank. bni 46 has a strong influence through the norms, values that will be adopted by every employees. there are very few banks with strong organizational culture. in the majority in some organizations they are constantly striving to update existing cultures with the aim that the culture can be accepted in all circles. bank bni believes that employees are one of the most valuable assets for the organization or company. sustainability would not be possible without the contribution of the employee. bni also tried to create conditions and the best work for all employees. bni wants every employee to feel proud to be a part of the bni family and can work and incise achievements together. second, the results of the second hypothesis analysis resulted in the finding that personality had a positive direct effect on organizational commitment. based on these findings, it can be concluded that organizational commitment is directly influenced by positive personality. increased personality will lead to increased organizational commitment. the results of this study is consistent with the opinion of some experts including steven l. mcshane and mary ann von glinow (2010: 112) said,“organizational commitment refers to the employee’s emotional attachment to, internationaljournal of human capital management, vol. 1 (2), december2017 14 identification with, and involvement a particular in organization”.organizational commitment is an emotional identification of bank employees bni 46 involvement with bank bni 46, personality is the whole way bni 46 employees react and interact with other employees. personality most often described in terms of measurable properties shown by employees of bank bni 46. we all have different personalities. when we talk about the personalities of bank bni 46 employees, we do not mean that the person has charisma or is constantly smiling. as an organizational behavioral expert, we are explaining a dynamic concept of the growth and development of personalities of employees of bank bni 46. third, the results of the third hypothesis analysis resulted in the finding that trust had a positive direct effect on organizational commitment. based on the findings, it can be concluded that organizational commitment is directly influenced by trust. increased trust will lead to increased organizational commitment. the results of this study are consistent with the opinions of some experts including jason a. colquitt, et.al (2015: 241) said trust can be interpreted as a will based on positive expectations about the actions of authority and intent. when we believe, we become willing to put ourselves out there. furthermore jason a. colquitt et.al says:“trust has a strong positive effect on commitment. employees who are willing to be vulnerable to authorities tent to have higher levels of affective commitment and higher levels of normative commitment. trust has no effect on continuance commitment”.trust has a strong positive effect on organizational commitment of employees. employees who are willing to be vulnerable to the authorities to have higher levels of affective commitment and higher levels of normative commitment. trust between the two can be created by, among others, provide timely and sufficient resources for employees in completing the work, providing adequate training for employment needs, respecting differences of opinion and differences in the success achieved by the employee. therefore, trust is the main capital for leaders in an effort to increase organizational commitment of employees to the organizations in which they work. fourth , the results of the fourth hypothesis analysis provide findings that organizational culture has a direct positive effect on trust. thus it can be concluded that trust is directly affected positively by organizational culture. increased organizational culture will lead to increased trust. organizational culture is a shared set of values, beliefs and norms that affect the way employees think, feel and behave toward people outside the organization. organizational culture needs to be developed in accordance with the development of the organization's environmental needs. the development of the organization should be directed towards the creation of an achievemet culture, a type of culture that encourages and rewards the performance of employees of bank bni 46. according to atikson (2010: 739) organizational culture as reflection the underlying assumptions about how the work is done: what is acceptable and can not be accepted and what behaviors and actions are driven and desperate, a more detailed definition is, “the collection of traditions, values, policies, beliefs and attitudes that constitute a pervasive context for everything we do and think in an organization”. collection of traditions, values, policies, beliefs and attitudes that are the broad context for everything we do and think in an organization. trust can arise from the culture created within the organization, as a result of the interaction of members with other members of the organization. furthermore john r. schermerhorn (2013: 246) says, “organizational culture this as the system of shared belief and values that shapes and guides the behavior of its members”. organizational culture is a system of beliefs and shared values that form and guide the behavior of its members. it could be said that trust can be influenced from environmental organizations in their work and confidence is the result of their interaction with other colleagues in carrying out the work. bank bni realizes that maintaining the best talents in the company is a very important strategy. to maintain potential human beings. bni continues to improve and innovate in employee retention programs. internationaljournal of human capital management, vol. 1 (2), december2017 15 fifth , the results of the fifth hypothesis analysis resulted in the finding that team cohesiveness had a direct positive effect on trust. based on these findings it can be concluded that trust is directly affected positively by team cohesiveness. increased team cohesiveness will lead to increased confidence. trust as a willingness to accept criticism of authority based on positive expectations about authority and intent and cohesiveness is the extent to which members are interested and motivated to remain part of the team. same as expressed by stevenl. mcshane, dan von glionv (2010:252) said; “a high level of trust occurs when others affect you in situations where you are at risk but you believe they will not harm you. trust includes both your beliefs and conscious feelings about the relationship with other team members. in other words, person both logically evaluates the situation as trustworthy and feels that it is trustworthy. trust can also be understood in terms of the foundation of the trust. from this perspective, people trust others on the basis of three foundations: calculus, knowledge, and identification”. high confidence can affect employees of bank bni 46 in any situation and believe that they will not harm, trust includes conscious and conscious feelings about relationships with other team members. in other words, a good person logically evaluates the situation as trustworthy and feels that it can be trusted. trust can also be understood in terms of the basis of trust. from this perspective, other believers are on the basis of three foundations: calculus, knowledge, and identification. in cohesiveness is essential for trust, while compactness is the extent to which the loyal employees and commitment to the group. in a very compact team, members work together well, support and trust each other and are generally effective to achieve their chosen goals. sixth,the results of the sixth hypothesis analysis resulted in the finding that personality had a direct positive effect on trust. based on the findings it can be concluded that trust is directly affected positively by the personality. increased personality will lead to increased trust. personality can be defined as the characteristics of a relatively immortal individual and disposition. which form the pattern of distinguishing one person from another. suzanne c. de janasz, karen o. dowd, and beth z. schneider (2012: 8) says: “personality describe the relatively stable of characteristic, tendencies, and temperaments that have a been formed by heredity and by social, cultural and environmental factors”. personality describes the relatively stable characteristics, tendencies, and temperaments that are shaped by heredity and social, cultural and environmental factors, where within a culture there is a belief that is implanted among members with each other. jason a. colquiit et.al (2015: 278) said, “personality refers to the structure and propensities inside people that explain their characteristic patterns of thought, emotion and behavior”. personality refers to structures and trends in society that explain their characteristic patterns of thinking, emotion and behavior. the personalities of employees of bank bni 46 can reflect the level of confidence in the work or the environment around them work. and personality also incorporates a set of physical and mental characteristics that reflect how employees of bank bni 46 see, think, act and feel in carrying out all their activities in the organization or company where they work, therefore a good personality should be instilled and spread to all members in order to arise trust between fellow members of the organization in melakasanakan work and achieve together the goals of the organization. seventh, the results of the seventh hypothesis analysis provide findings that organizational culture has a direct positive effect oncohesivenessteam. based on these findings it can be concluded that team cohesiveness is directly affected positively by organizational culture. increased organizational culture will lead to an increase in team cohesiveness. every individual has the potential to engage in social relationships at various levels of relationships, from ordinary intercourse to interdependence. intimacy and interdependence in dealing with and addressing everyday needs. individuals will not be able to meet the needs of his life without any relationship with the social environment, therefore individuals need to build a satisfying interpersonal relationship. participation in the process of relationships can fluctuate along the dependent (independent) and independent internationaljournal of human capital management, vol. 1 (2), december2017 16 (independent) range, meaning that an individual's time depends on the other person and someday the other person depends on the individual. according to gareth r. jones (2013: 201), “organizational culture as the set of shared values and norms that control organizational members interactions with each other and with suppliers customers and other people outside the organization”. organizational culture as a set of values and norms that control member organizations interaction with each other together and with supplier customers and others outside the organization. eight,the results of the eighth hypothesis analysis resulted in the finding that personality has a direct positive effect on team cohesiveness. based on the findings, it can be concluded that team cohesiveness. directlyinfluenced positively by personality. increased personality will lead to an increase in team cohesiveness. the results of this study are consistent with the opinion of some experts including sapna aeron, suman pathak (2012) with his research“personality, cohesion and performance” explain, “it is clear that group performance is affected by group cohesiveness and personality. the differential influence of personality versus cohesion should be investigated. given the research support, it is very important to realize and create awareness, about combination of personality of group members and group cohesiveness particularly in organizational setups who tend to employ work groups and work teams expecting high results. it is widely recognized that teams are important to organizational effectiveness, and the number of organizations using teams is increasing, but little is known about the relationship between team composition variables as personality and cohesion and its influence on team effectiveness in actual work settings”.the results of this study explain that the performance of the organization can be influenced by the cohesiveness of the group and the personalities of each employee. this is evident from the combination of personality combined with the compactness of the group members in the work can affect the performance of the employees in work. efforts to increase the fitting in the performance of employees is to consider the personality of the employee and the employee to combine into a solid and compact team in their duties. a solid team willbe easy to reach targets that have been specified. conclusion based on these results it presented the following conclusions: (1) direct effect positive organizational culture to organizational commitment. 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(2011). organizational behavior in contsruction. uk:wiley blackwell. internationaljournal of human capital management, vol. 1 (2), december2017 18 international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 7 (1), june 2023 128 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 7, no. 1, june 2023, p 128-140 the effect of spiritual leadership on employee engagement: the role of organizational commitment as an intervening variable agus siswanto universitas negeri jakarta email: agusteasiswanto@gmail.com dewi susita universitas negeri jakarta email: dewisusita_man@unj.ac.id ari saptono universitas negeri jakarta email: saptono.fe@unj.ac.id abstract the purpose of this paper is to determine the influence of spiritual leadership on employee engagement with organizational commitment as an intervening variable. this research used a quantitative approach to reveal the relationship between research variables with structural equation modeling (amos-sem) as a data analysis tool. the findings of this research are spiritual leadership has a positive and significant influence on employee engagement. organizational commitment has a positive and significant influence on mediating spiritual leadership to employee engagement. this research provides a new perspective on human resource management with kspps bmt ugt nusantara as the research object. keywords: spiritual leadership, employee engagement, organizational commitment received: 15 may 2023 accepted: 28 june 2023 publish: june 2023 how to cite: siswanto, a, et.al. (2023). the effect of spiritual leadership on employee engagement: the role of organizational commitment as an intervening variable. international journal of human capital management, 7 (1), 128-140. https://doi.org/10.21009/ijhcm.07.01.10 http://journal.unj.ac.id/unj/index.php/ mailto:agusteasiswanto@gmail.com mailto:dewisusita_man@unj.ac.id mailto:saptono.fe@unj.ac.id international journal of human capital management, vol. 7 (1), june 2023 129 | p a g e introduction organization is defined as a group of people who work together to achieve a common goal(schermerhorn et al., 2010). specifically, the organization is the integration of social entities that are directed to a particular goal, designed as a system of activities that are structured and coordinated, and related to the external environment(daft, 2008). elements of the organization are not represented by the existence of a building or a certain set of policies or procedures, but the elements of the organization consist of people, and the correlation between these people with each other. currently, organizations are required to be able to achieve rapid growth, accompanied by continuous improvement, increased profitability, and maturity of preparation for the future. one of the organizations engaged in the microfinance sector in indonesia is the cooperative. at present the role of microfinance institutions in the indonesian economy is becoming increasingly important. according to financial services authority's report (2019), indonesia's financial inclusion index reached 76.19%. this then encourages bank indonesia as the central bank to increase financial inclusion by prioritizing synergies between bank financial institutions, microfinance institutions and non-bank financial institutions to achieve financial stability.(ahmad & harahap, 2020). in addition, the rise of islamic finance in the 1990s in indonesia has made islamic banks and islamic microfinance institutions a desirable alternative.(suseno, 2020).suseno (2020) also stated that islamic microfinance institutions, which became known as baitul maal wat tamwil (bmt), developed rapidly so that more than 3,000 bmts had been established which developed in less than a decade. according to the same source, there are at least two main market players engaged in islamic microfinance in indonesia, namely islamic people's financing banks (bprs) and sharia savings and loans and financing cooperatives (kspps, also known as bmt). in 2017, it is estimated that the total financing provided by all sharia microfinance institutions reached idr 37.34 trillion, of which kspps or bmt made the largest contribution, namely 61.88 percent.(suseno, 2020). kspps is a cooperative whose business activities include savings, loans and financing according to sharia principles, including managing zakat, infaq/alms and endowments. and institutionally bmt/kspss is a sharia microfinance institution, which operates based on sharia principles, because its characteristics are in accordance with the definition of a microfinance institution or lkm issued by the financial services authority (2017): "microfinance institutions (lkm) are financial institutions that specifically established to provide business development services and community empowerment, either through loans or financing in microscale businesses to members and the community, managing deposits, as well as providing business development consulting services that are not solely seeking profit”(financial services authority, 2017). one of the kspps in indonesia that is very prominent is kspps bmt ugt nusantara which in 2017 won the achievement of being ranked 4th out of 100 large cooperatives in indonesia, having assets of idr 2.2 trillion and business volume of idr 2.05 trillion. so that for the special category of kspps, kspps bmt ugt nusantara was ranked first(bakhri, 2017). kspps bmt ugt sidogiri which later changed its name to kspps bmt ugt nusantara, made through amendments to the articles of association on december 31, 2020with legal entity no. ahu.0002288.ah.01.28.tahun 2020 with the name of the baitulmal wattamwil syariah savings and loans cooperative nusantara integrated enterprises which is abbreviated as kspps bmt ugt nusantara. the presence of kspps bmt ugt nusantara is an interesting phenomenon because the existence of this institution is from the background of its founders, all of whom have islamic boarding school backgrounds, especially the sidogiri islamic boarding school, pasuruan, east java. those founders were not at all the alma mater of the pre-existing islamic financial institutions, then armed with the cultural values they had received at the islamic boarding school, with endeavor and hard work, on 05 rabiul awal 1421 h coincided with 06 june 2000 the bmt ugt nusantara cooperative was founded (bakhri, 2015). international journal of human capital management, vol. 7 (1), june 2023 130 | p a g e leadership is one of the essential factors in the organization. literature on leadership in organizations has developed many concepts and theories that focus on one side of leadership such as behavior, skills, traits, abilities, and contextualfactors. (samul, 2020). this then points to a tendency towards a lack of emphasis on the emotional, ethical and authentic aspects of leadership concepts and theories (thompson, 2004). the issue of spirituality itself is widely discussed by researchers (isaacson, 2002). spiritual leadership theory begins with the development of issues of spirituality in the context of religion, then develops into the realm of management and organizational science(samul, 2020). most managers in organizations focus on creating a clear organizational vision, a favorable organizational culture, inspiring employees to increase the organization's competitive advantage (chen & li, 2013). spiritual leadership is an approach that represents this management pattern by combining vision, hope/belief, and altruism for oneself and others. simply, spiritual leadership is a leadership style that is oriented towards adapting a person to motivate himself and others through an intrinsic approach based on certain values, attitudes and behaviors to achieve meaning in organizational life.(fry et al., 2005). the author also adds a personal prophetic leadership dimension to the spiritual leadership variable. this is done to add and strengthen the element of religiosity which is based on the leadership of the prophet muhammad saw, which is also relevant to the background of the research object, namely islamic-based institutions. research on spiritual leadership that influences organizational development and transformation is relatively common (wang et al., 2019). so that the approach through the influence of spiritual leadership on individuals, in this case employees, is interesting to do. furthermore, sunny & joshua (2016) states that employee engagement is a much-discussed research focus in human resources and organizational sciences. involvement is consistently shown as something that is given by employees that is beneficial to the organization with the integration of commitment, dedication, advocacy, management efforts, and using maximum potential and supporting organizational goals and values (robertson-smith & markwick, 2009). employees who show a high level of employee engagement, feel a sense of attachment to the organization. they endow themselves not only in the roles they occupy, but also in the organization as a whole(woodka, 2014). employee engagement is a stronger aspect than employee satisfaction as a predictor of organizational success (robertson-smith & markwick, 2009). this is due to the twoway reciprocity of engagement. employee involvement can represent cognitive and emotional elements which also describe a two-way relationship between employees and superiors. the novelty of the research in this study lies in the research object. the object in this study is the largest sharia microfinance institution in indonesia, namely the bmt ugt nusantara savings and loans and financing cooperative (kspps). human resource management in kspps bmt ugt nusantara can be said to be a reckless bond, where the majority of members of the organization are relatively homogeneous in terms of educational background, who are alumni of islamic boarding schools who have never had any contact with the activities of companies that manage microfinance according to sharia. according to bakhri (2018) that the initiators and founders of bmt in the sidogiri islamic boarding school environment at first did not have any experience related to the management of economic institutions in the form of sharia cooperatives. research on employee engagement has been investigated by several previous studies, including those in financial institutions. as research conducted by ahakwa et al. (2021), aktar (2018), aktar & pangil, (2017), albdour & altarawneh (2014), berry & morris (2008), dajani (2015), esmaeelinezhad et al. (2015), hussain et al. (2021), obuobisa-darko (2020), s. dayrit & lacap (2020), shams et al. (2020), shaukat & asadullah (2014), sunny & joshua (2016), uddin et al. (2019). although there have been relatively many studies using employee engagement (employee engagement) in the financial industry, research on the factors that influence these variables in cooperative-type microfinance institutions is still difficult to find, especially in islamic cooperatives. international journal of human capital management, vol. 7 (1), june 2023 131 | p a g e literature review spiritual leadership the definition most commonly used to explain spiritual leadership is the definition proposed by fried (2003, 2005) which defines spiritual leadership as "spiritual leadership consisting of the values, attitudes, and behaviors that are necessary to intrinsically motivate oneself and others so that they have a sense of spiritual survival through calling and membership".fried (2003, 2005) describes that the quality of spiritual leadership is formed on the dimensions of vision (vision), altruism (altruistic love), and hope/belief (hope/faith). furthermore, the author adds a personal prophetic leadership dimension based on the theory put forward maktumah & minhaji (2020), and sham (2017), and anthony (2007) in the spiritual leadership variable. spiritual leadership success is measured using 4 dimensions namely, (1) vision dimension; (2) belief/hope; (3) altruism; and (4) prophetic leadership. h1: spiritual leadership directly has a positive influence on employee engagement h2: spiritual leadership directly has a positive influence on organizational commitment employee engagement schaufeli et al. (2006) defines employee engagement as "a positive, fulfilling, workrelated state of mind that is characterized by vigor, dedication, and absorption". employee engagement is a positive, satisfying, and work-related state of mind characterized by passion, dedication, and absorption. in line withharter et al. (2002)which defines employee involvement as “the individual's involvement and satisfaction with as well as enthusiasm for work”. employee engagement is individual engagement and satisfaction with enthusiasm for work. equipped withmaslach et al. (2001)"the opposites of three features of burnout: energy, participation, and effectiveness". employee engagement as the opposite of the three characteristics of burnout: energy, participation, and effectiveness. employee engagement is measured using 3 dimensions namely, the dimensions of vigor, dedication and absorption. h3: organizational commitment directly has a positive influence on employee engagement organizational commitment in his book entitled "organizational behavior: improving performance and commitment in the workplace", colquitt et al. (2015) define organizational commitment with "organizational commitment is the desire on the part of an employee to remain a member of the organization". meyer & allen (1991) organizational commitment is “commitment is a psychological state that (1) characterizes the employee's relationship with the organization, and (2) has implications for the decision to continue or discontinue membership in the organization”. organizational commitment is a psychological relationship between employees and the organization which has implications for the decision to continue membership in the organization. organizational commitment consists of the dimensions of affective commitment, continuance commitment and normative commitment. h4: organizational commitment intervening spiritual leadership and employee engagement methodology this research is a research aimed at finding the influence between variables. this study uses secondary data with a questionnaire as a data collection method and the partial least square structural equation modeling (pls-sem) approach as a statistical analysis method. the following is the framework that will be used in this study: international journal of human capital management, vol. 7 (1), june 2023 132 | p a g e sampling figure 1. research framework the population in this study were employees who worked at the office of the savings and loans cooperative and sharia financing (kspps) bmt ugt nusantara. the total population of employees of the bmt ugt nusantara savings and loans cooperative (kspps) is 1595 employees. in general, the ideal number of samples used in research using sem (structural equation modeling) is a minimum of 100 samples (ferdinand, 2005). this is in line with the opinion of experts where as many as 100-400 samples are recommended as a sample size recommendation because to avoid statistical tests which become insensitive to the data obtained by researchers if the sample size is smaller, vice versa, if it is larger it can become too sensitive(hair et al., 2010, 2014; sarstedt et al., 2020).arikunto (2012)suggests that if the total population is less than 100 individuals, then the total sample is taken as a whole, but when the population is greater than 100 individuals, it is advisable to take 10-15% or 20-25% of the total population. so based on the calculation results, the number of samples is rounded up to 160 people. the sampling technique used is the proportional random sampling technique. measures the variables in this study consist of spiritual leadership, organizational commitment and employee engagement. each variable used is measured based on previous research work. spiritual leadership is measured using the following indicators: (1) vision dimension; (2) belief/hope; (3) altruism; and (4) prophetic leadership (fries 2003, 2005, maktumah & minhaji 2020, sham 2017, antonio 2007). organizational commitment is measured using the following indicators: affective commitment, continuance commitment, and normative commitment (colquitt et al., 2015; meyer, 2016). employee engagement is measured using the following indicators: the dimensions of vigor, dedication, absorption. (armstrong, 2012; gustomo, 2015). all questionnaires were measured using a likert scale of 1-5 (never=1 to always=5) and (strongly disagree=1 to strongly agree=5). spiritual leadership employee engagemet organizational commitment international journal of human capital management, vol. 7 (1), june 2023 133 | p a g e results and discussion measurement model convergent validity table 1 outer loading ee ocm sl ocm1 0.698 ocm2 0.563 ocm3 0.702 ocm4 0.597 ocm5 0.613 ocm6 0.576 ocm7 0.797 ocm8 0.749 ocm9 0.796 ee1 0.775 ee10 0.516 ee2 0.617 ee3 0.735 ee4 0.773 ee5 0.785 ee6 0.780 ee7 0.447 ee8 0.577 ee9 0.740 sl10 0.601 sl11 0.769 sl12 0.687 sl13 0.713 sl14 0.529 sl2 0.567 sl3 0.622 sl4 0.662 sl5 0.746 sl6 0.671 sl7 0.674 sl8 0.705 sl9 0.630 sl1 0.634 convergent validity is a measure that assesses the degree to which two measures of the same concept are correlated(hair et al., 2014). items that are indicators of a particular construct must unite or share most of the same variants. several ways are available to estimate the relative amount of convergent validity among item sizes, one of which is the outer loading factor(hair et al., 2011, 2014, 2017). the size of the outer loading factor is one of the main concerns. if convergent validity is high, a high load on a factor will indicate that each construct converges at the same point. at a minimum, all value factors must be statistically significant when the standard has been exceeded. the outer loading value of 0.5 can be considered acceptable as long as there are several other factors in the same construct(chin, 1998; hair et al., 2014; keil et al., 2000; vinzi et al., 2010). furthermore, items with a value of less than 0.4 must be excluded, in the sense that outer loading international journal of human capital management, vol. 7 (1), june 2023 134 | p a g e results that are below 0.5 but still above 0.4 can still be included in the research construct.(hulland, 1999; vinzi et al., 2010). in this research construct the majority have exceeded the minimum value of 0.5 so that it can be said that the majority of the construct indicators of this research are convergent valid. it can be seen that the ee7 indicator is below the minimum value of 0.5, but because the value is still above 0.4 it can still be included in the research construct. thus, from the analysis of external loading factors, it can be concluded that all indicators in the construct of this study have sufficient convergent validity, in accordance with established standards. discriminant validity table 2 fornell, c., & larcker criterion / discriminant validity ee ocm sl ee 0.682 ocm 0.703 0.685 sl 0.584 0.760 0.661 discriminant validity is a method for measuring the degree to which a construct is completely different from another(hair et al., 2014). thus, high discriminant validity describes a condition in which a construct is included in a unique construct and at the same time captures several phenomena that cannot be captured by other measurements.(hair et al., 2018). through discriminant validity it can be proven that each indicator on the latent variable is considered not to confuse respondents who answered the questionnaire based on indicators on other variables, especially in terms of meaning. discriminant validity is considered fulfilled if the average variance extracted or the average variance extracted (ave) of the mean-variance extracted must be higher than the correlation involving latent variables with the criterion fornell, c., & larcker (1981)applied to this measurement(hair et al., 2014; kock & lynn, 2012). in this study, the square root ave value of each construct has a greater correlation value compared to the other constructs as attached in table 2. thus, based on the analysis of discriminant validity using the ave method, it can be concluded that the constructs in this study meet the criteria of discriminant validity applied. cronbach's alpha table 3 cronbach's alpha & composite reliability cronbach's alpha composite reliability ee 0.859 0.885 ocm 0869 0.895 sl 0.899 0.915 cronbach's alpha measurement is intended to determine research instrument items regarding the suitability of the instrument if used twice to measure the same symptoms will produce consistent measurements (hair et al., 2011). in this case, the use of cronbach's alpha which is included in the sufficient category in reliability testing is acceptable if the value is more than 0.6 (dahlan, 2014). ideally, cronbach's alpha value should exceed 0.7, but a value of 0.6 can be tolerated for exploratory research (hair et al., 2014). in table 4.10 the cronbach's alpha value for the ee variable is 0.859, the ocm variable is 0.869, and the sl variable is 0.899. this explains international journal of human capital management, vol. 7 (1), june 2023 135 | p a g e that each variable in this construct is reliable because it meets the minimum cronbach's alpha criteria, namely 0.6. thus, based on the measurement results of cronbach's alpha, it can be concluded that all variables in the construct are reliable or reliable in measuring the same symptoms, according to the minimum criteria of cronbach's alpha reliability. composite reliability in the composite reliability test, indicators on latent variables are tested to show internal consistency (hair et al., 2017). composite reliability values tend to be greater than cronbach's alpha (sarstedt et al., 2020). an indicator is said to be reliable if the composite reliability value is greater than 0.7 (hair et al., 2017). attached to table 4.10, the composite reliability value of the ee variable is 0.885, ocm is 0.895, and sl is 0.915. this also explains that each variable is categorized as composite reliability because it has exceeded the minimum composite reliability limit of 0.7. thus, it can be concluded that each variable in the construct is reliable or reliable in measuring internal consistency based on the results of composite reliability measurements. inner model r-square table 4 mark r square r square r square adjusted ee 0.507 0.497 ocm 0.604 0.599 r-square is a measure of the proportion of variation in the value of the affected (endogenous) variable that can be explained by the influencing variable (exogenous) (hair et al., 2014; vinzi et al., 2010). this is done to predict the proportional or good level of the model (lin et al., 2020). according to chin (1998), an r square value of more than 0.67 is classified as strong, more than 0.33 is classified as moderate, and more than 0.19 backwards is classified as weak. if the exogenous variable is more than one, it is recommended to use r-square adjusted (vinzi et al., 2010). table 4 shows the adjusted r-square model for line i, employee engagement (ee) which is influenced by spiritual leadership (sl). in track ii, organizational commitment (ocm) is influenced by spiritual leadership (sl). thus, based on the adjusted r-square results, the model can explain some of the variations that occur in the relationship between the observed variables. f-square table 5 mark f square ee ocm sl ee ocm 0.273 sl 0.002 0.412 f-square is a measure used to assess the relative impact of (exogenous) variables that affect the (endogenous) variables that are affected (vinzi et al., 2010). changes in the r-square value when certain exogenous variables are excluded from the model can be used to evaluate whether the omitted variables have a substantive impact on the endogenous construct (vinzi et al., 2010). international journal of human capital management, vol. 7 (1), june 2023 136 | p a g e the f-square value criterion is based on cohen (1988), where an f-square value of 0.02 is classified as a small influence, an f-square value of 0.15 is classified as a moderate influence, and an f-square value of 0.35 is classified as a large variable effect. exogenous to endogenous. from table 5 it can be concluded that the f-square value of ocm on ee is 0.273 which is classified as a moderate influence, the f-square value of sl on ee is 0.002 which is classified as a small effect, the f-square value of sl on ocm is 0.412 which is classified as a large influence. based on the f-square values, it can be concluded that several exogenous variables have a significant impact on the endogenous variables in the model. q-square table 6 mark q-square sso sse q² (=1 sse/sso) ee 1476,000 1172,849 0.205 ocm 1640,000 1193,836 0.272 sl 2296,000 2296,000 predictive relevance (q-square) is also known as stone-geisser's. this test was conducted to determine the predictive ability of the blindfold procedure (vinzi et al., 2010). if the value obtained is 0.02, it is classified as small, 0.15 is classified as medium, and 0.35 is classified as large. based on table 4.13, it can be concluded that the ee variable has a q-square value of 0.205, which is classified as a moderate predictive effect. the ocm variable has a q-square value of 2.272, which is also classified as a moderate predictive influence. thus, these results indicate that the model has a fairly good ability to predict the ee and ocm variables based on the q-square criteria. direct effects table 7 direct effects original sample (o) sample means (m) standard deviation (stdev) t statistics (|o/stdev|) p values h1 sl -> ee 0.055 0.050 0.117 0.470 0.638 h2sl -> ocm 0.589 0.591 0.075 7,836 0.000 h3 ocm -> ee 0.583 0.590 0.106 5511 0.000 analysis of direct effect or direct effect is intended to test the hypothesis of the direct influence of a variable that influences (exogenous) on the variable that is influenced (endogenous). this study proposes 4 hypotheses, with 3 hypotheses to test the direct effect, and 1 hypothesis to test the indirect effect. hypothesis testing uses bootstrapping analysis techniques that are tested through the path coefficient and p-value. according to sarstedt et al. (2020), the value of the path coefficient or path coefficient which is positive indicates that the influence of a variable on other variables is unidirectional. if the value of an exogenous variable increases, then the value of the endogenous variable also increases (vinzi et al., 2010). the negative path coefficient or path coefficient value indicates that the effect of a variable on other variables is in the opposite direction (sarstedt et al., 2020). the international journal of human capital management, vol. 7 (1), june 2023 137 | p a g e path coefficient value itself can be seen in the table for the original sample section. if the exogenous variable value increases, then the endogenous variable value decreases (vinzi et al., 2010). if the p-values <0.05 it is considered significant. if the pvalues value is > 0.05, it is categorized as insignificant (vinzi et al., 2010). then if the t-statistic value is > 1.967 (= tinv (0, 05; 300-3) (ttable 5% significance) as an additional indicator determining the significance (vinzi et al., 2010). indirect effects table 8 indirect effects original sample (o) sample means (m) standard deviation (stdev) t statistics (|o/stdev|) p values h4 sl -> ocm -> ee 0.343 0.348 0.075 4,597 0.000 analysis of the indirect effect or indirect effect is intended to test the hypothesis of the indirect effect of an influencing variable (exogenous) on an influenced variable (endogenous) which is mediated/mediated by an intervening variable (mediating variable). refer to the vinzi et al. (2010), in the indirect effect analysis, when the p-values are <0.05, it is considered significant. this can be interpreted that the variable acts as a mediator, by mediating the effect of exogenous variables on endogenous variables. in other words, the effect is indirect. meanwhile, when the pvalue is > 0.05, it is considered insignificant. this can be interpreted that the variable does not act as a mediator, does not mediate the effect of an exogenous variable on an endogenous variable. in other words, influence is direct influence(vinzi et al., 2010). then if the t-statistic value is > 1.967 (= tinv (0.05; 300-3) (t-table significance 5%) as an additional indicator determining the significance (vinzi et al., 2010). discussion the estimation parameter for testing the effect of spiritual leadership on employee engagement shows a path coefficient value of 0.055. this value indicates a unidirectional influence. the results of the p-values show 0.172, this value indicates that it exceeds 0.05, so it is considered insignificant. then the tstatistic value is 0.470, which is below 1.967, this indicates that the effect is not significant. these three values fulfill the conditions for accepting h0, rejecting h1. thus it can be concluded that h0 is accepted, that is, there is no direct positive and significant effect of spiritual leadership on employee engagement. the higher the spiritual leadership, the lower the employee engagement of bmt ugt nusantara employees. this can be explained by several factors. first, it is possible that other factors in the work environment have a greater influence on employee engagement. for example, organizational policies, work structures, and work climates that do not support employee engagement can become more dominant factors in influencing employee motivation and participation. in addition, there may also be differences in the interpretation and implementation of spiritual leadership among leaders. the influence of spiritual leadership can vary depending on individual understanding and commitment to the religious values held. therefore, differences in leadership style and understanding of spiritual values between leaders and employees can affect the relationship between spiritual leadership and employee engagement. the estimation parameter for testing the effect of spiritual leadership on organizational commitment shows a path coefficient value of 0.589. this value indicates a unidirectional influence. the results of the p-values show 0.000, this value indicates that it exceeds 0.05, so it is considered significant. then the tstatistic value is 7.836, which is below 1.967, this indicates a significant influence. these three values fulfill the conditions for rejection of h0, acceptance of h1. thus, it can be concluded that h0 is rejected, that is, there is a direct positive and significant international journal of human capital management, vol. 7 (1), june 2023 138 | p a g e influence between spiritual leadership on organizational commitment. the higher the spiritual leadership, the higher the organizational commitment of bmt ugt nusantara employees.the spiritual leadership variable can have a positive and significant influence on the organizational commitment variable because by following religious values that are used as prophetic examples, employees will have a deeper understanding of organizational goals and can feel connected to these goals spiritually. this can help in increasing employees' sense of attachment and commitment to the organization as well as helping employees to make the right decisions in maintaining their membership in the organization. thus, the spiritual leadership variable can assist in strengthening the psychological relationship between employees and the organization as well as increasing the decision to continue membership in the organization. the estimation parameter for testing the effect of organizational commitment on employee engagement shows a path coefficient value of 0.583. this value indicates a unidirectional effect. the results of the p-values show 0.000, this value indicates that it exceeds 0.05, so it is considered significant. then the t-statistic value is 5.511, which is below 1.967, this indicates a significant influence. these three values fulfill the conditions for rejection of h0, acceptance of h1. thus, it can be concluded that h0 is rejected, namely there is a direct positive and significant influence between organizational commitment on employee engagement. the higher the organizational commitment, the higher the employee engagement of bmt ugt nusantara employees. the effect of organizational commitment on employee engagement can be explained by when employees have a strong commitment to the organization, employees tend to have a higher level of involvement in their work. employees who feel loyal and attached to the organization will tend to be more motivated to give their best contribution to work, participate actively in organizational activities, and look for ways to improve their overall performance. in addition, employees with high commitment to the organization also tend to have strong beliefs about the values and goals of the organization. this can motivate them to strive for organizational goals and look for ways to make a greater contribution to organizational success. therefore, the estimation parameter for testing the effect of spiritual leadership on employee engagement through the mediation of organizational commitment shows a t-statistic value of 2.278, this value exceeds 1.96. with a p-value of 0.023 or below 0.05. both of these values meet the conditions for rejection of h0, acceptance of h1. thus it can be concluded that h0 is rejected, that is, there is an indirect positive and significant influence between spiritual leadership on employee engagement through organizational commitment mediation or the organizational commitment construct plays a positive role in mediating the relationship between spiritual leadership and employee engagement. the explanation why the variable organizational commitment can mediate the relationship between spiritual leadership and employee engagement is because organizational commitment plays an important role as a factor influencing employees to maintain their ties with the organization, feel more attached to the goals and values of the organization, and thereby increase their engagement in their job. therefore, spiritual leadership which is able to create and maintain emotional bonds with employees and the organization through spiritual values can increase organizational commitment and in turn increase employee engagement. this result is in line with the theory which states that organizational commitment can mediate the relationship between leadership style and employee involvement in the organization (lestari, w. et al. 2020). conclusion spiritual leadership has a positive and significant influence on employee engagement. the higher the level of spiritual leadership, the higher the level of employee engagement. spiritual leadership has a positive and significant influence on organizational commitment. the higher the level of spiritual leadership, the higher the level of organizational commitment. organizational commitment has a positive and significant influence on employee engagement. the higher the level of organizational commitment, the higher the level of employee engagement. organizational commitment mediates the relationship between spiritual leadership international journal of human capital management, vol. 7 (1), june 2023 139 | p a g e and employee engagement in a positive and significant way. organizational commitment becomes an important factor in maintaining employees' emotional bond with the organization, increasing their involvement in work. from a managerial aspect, the implications of this research can be described as follows: spiritual leadership can be maintained or developed by considering the 'persistence' indicator on the 'dimension 'belief/hope' because it is included in the indicator that has the highest average value. employee engagement can be maintained or developed by considering the 'dedication' dimension with its two indicators being in the top two positions. organizational commitment can maintained or developed taking into account the dimension 'affective commitment' with its two indicators which are in the position of the two highest average values. recommendations from this study are intended for practitioners from kspps bmt ugt nusantara. for managers or practitioners of kspps bmt ugt nusantara, the recommendations from this research can be described as follows: spiritual leadership can be increased by considering the 'fathanah' indicator on the dimension personal prophetic leadership because it is included in the indicator that has the lowest average value. employee engagement can be increased by considering the 'absorption' dimension with its two indicators 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(2014). employee engagement. provider (washington, dc), 40(5). https://doi.org/10.4324/9780203889015.ch18 https://doi.org/10.4337/9781784711740 international journal of human capital management e-issn 2580-9164 vol. 1, no.2 , november 2017, p 1-13 available online at http://journal.unj.ac.id/unj/index.php/ijhcm evaluation of education implementation of training pim iii in agency of human resource development kencana sari*, mukhneri mukhtar**, yetti supriati*** state university of jakarta state university of jakarta state university of jakarta kencanasari00@gmail.com mukhnerimukhtar@unj.ac.id yettisupriati@unj.ac.id abstract this study is a qualitative research aims to find out how the implementation of leadership level iii training at human resources development board of province of south sumatera based on: (1) participant's satisfaction covers: participant's satisfaction to widyaiswara or resource person, participant's satisfaction to organizer committee service, participant's satisfaction on training materials, participant's satisfaction on training schedule, participants on training facilities and infrastructure, and participant's satisfaction with the training consumption; (2) learning activities include: participant activity in learning process, widyaiswara activity or resource in learning process, and organizer activity of organizer in learning process; (3) changes in the behavior of alumni after returning to their respective duties, including: behavioral changes in implementing management functions, behavior change in task delegation, behavior change in coordination, and behavior change in decision making; (4) impact of change in employment behavior of alumni to improve agency performance; and (5) impact of change in work behavior of alumni to improve service quality of institution. keywords: evaluation, educational, training and leaderships. the problem of leadership competence is the main factor in realizing the excellent service to the public through the performance of the government given by the ranks of the government apparatus. leadership capabilities and competencies will be seen in the leadership qualities of the officers who lead the service operational work units at the echelon of responsible positions in government organizations, both at the central government level and at the local government level. based on the assessment of the fulfillment of service standard components in 33 provincial governments, conducted by the ombudsman of the republic of indonesia in 2016, shows that the level of public service in the provincial government of south sumatra is included in the green zone and is ranked 12th from 33 provinces in indonesia with 82.59 points viewed from the high level of compliance with the fulfillment of public service standard components. however, it is contradictory to the results of preliminary observations made by researchers to several agencies within the provincial government of south sumatra, where it was found that the quality of public services received by the community was poor, complaints, long service time, no minimum service standards (spm) and still the practice of illegal levies (pungli) in some public service units in south sumatra province. for example, government-run services in building permit permit (imb) units, business licenses, motor vehicle testing services, hospital services, sub-district offices, sub-districts and other public service offices are still considered low-quality and not in line with what is expected by community as a public service connoisseur. recognizing the low level of public services, the provincial government of south sumatra through the south sumatra provincial training and training agency continuously and planned to improve the quality of human resources (hr) or the state civil apparatus (asn) within the scope of the provincial government of south sumatra through increased leadership competence of officials and the performance of government agencies through education and training programs (training) leadership that is expected to mailto:kencanasari00@gmail.com mailto:mukhnerimukhtar@unj.ac.id international journal of human capital management, vol. 1 (2), november 2017 produce asn human resources who have managerial competence, insight and a broad vision and professionals in the field. one effort that has been done bpsdmd south sumatra province in forming leadership is through the level iii training program leadership. based on leadership training handbook level iii of south sumatra province year 2017 states that the purpose of implementation of leadership level iii training is to increase the leadership competence of echelon iii structural officials who will play and perform the duties and functions of governance in instansinya each. based on the above description, the researcher is interested to conduct an evaluation research about: "evaluation of leadership education and leadership training level iii in human resource development and regional development of south sumatera province" method the research approach used in this research is a qualitative approach. meanwhile, the design of the evaluation research using the kirkpatrick evaluation design introduces the "the four levels" model: reaction level, learning level, behavioral level, and the product level. in evaluating reaction level, the researchers measure: (1) the participant's response to the ability of the speaker / resource person in mastering the taught meta, conveying the material with clear sentence pronunciation, responding to the participants' questions well, lifting examples of cases appropriate to the task and the function of the participants, carrying out the tasks with full discipline, and manage the class well; (2) the participants' responses to the organizing committee, including: hospitality of the organizing committee in serving the training participants, the ability of the organizing committee in performing the task well, and the performance of the organizing committee in serving the training participants; (3) participants' responses to the training materials, including: presentation of training materials, relevance of the content of the training materials to the tasks and functions of the participants, the assigned tasks / exercises, the teaching modules / teaching materials used, and the learning media used; (4) participants' responses to the training schedule, including: setting the schedule, the adequacy of the rest period for each session of the activity, and the allocation of the wakti provided; (5) participants' responses to training facilities and infrastructure, including: accommodation facilities, completeness of learning facilities, health facilities, sports facilities / recreation; and (6) the participants' responses to the consumption of the training, covering: consumption menu, consumption presentation, snack provision, consumption adequacy. in the evaluation of the learning level, the researchers measure the skills, attitudes and behaviors of participants during their education and training. in evaluating behavioral levels, measuring behavior change of participants / alumni after attending education and training and returning to their respective duties, including aspects of ability in terms of: (1) implementing management functions; (2) delegation of assignments ,; (3) coordinate; and (4) decision making. while on the evaluation of product level, the researcher measured the effect of the change of work behavior of alumni on the improvement of the performance and the quality of service of the institution. results and discussion based on the analysis of research data, it is found that (1) participants give good reactions to the implementation of education and leadership training level iii implemented by the regional human resources development board of south sumatra province in 2017. this is supported by several facts, positive response to the widyaiswara / resource persons, organizing committee, training materials, training schedule, training facilities and infrastructure and training consumption; (2) learning conducted by participants in the implementation of education and leadership training level iii implemented by the regional human resources development board of south sumatra province in 2017 took place well. this is supported by several facts, where participants have satisfactory knowledge, skills, attitudes and behaviors during the learning process. in addition, the implementation of education and leadership training level iii implemented by the regional human resource development agency of south sumatra province in 2017 is international journal of human capital management, vol. 1 (2), november 2017 running effectively, efficiently, structured and in accordance with the applicable curriculum; (3) behavior of participants experiencing positive changes after following the implementation of education and leadership training level iii implemented by the regional human resources development board of south sumatra province in the year 2017 and returned to their respective workplace. this is evidenced by several facts, where participants / alumni experience positive behavior change in terms of: carrying out management functions, delegating tasks, coordinating, and making decisions; and (4) the result of education and leadership training level iii conducted by the regional human resources development board of south sumatera province in the year 2017 has a very significant impact on changes in work behavior of alumni education and training in improving the performance and quality of service instansinya. in addition, the implementation of education and leadership training conducted by the regional human resource development agency of south sumatra province in 2017 is running in accordance with the plan, directed and guided by law no. 5 of 2014 on state civil apparatus and perka lan number 19 year 2015, on guidelines for implementing leadership training level iii, which regulates how to achieve the competencies of the participants training as one component of the success of the training program. from the above conclusion, the researcher needs to recommend some things related to the finding of deficiencies and weaknesses in the implementation of leadership level iii training conducted by regional human resources development board of south sumatera province in the year 2017, among others: (1) the need for improvement and improvement of the quality of comfort , such as dormitories or messs provided by the organizing committee; (2) as soon as possible to overcome the problem of water shortage caused by electrical disruption by coordinating directly with related parties, in this case pt. the nearest pln (persero); (3) the necessity of improving the quality of service of consumption by the organizing committee, one with the appeal and attractive appearance of the servants; (3) the need for revision of the preparation of training schedule in accordance with the curriculum and renewal of renewal so that the barriers in the mastery of material received by the participants can be solved systematically; (4) the need for promptness, effectiveness and efficiency of the organizing committee capability in conducting mentoring during the learning process and sustainability of the training; and (5) the need to optimize the use of instructional media which is done either by widyaiswara or organizing committee. in addition to the above, the implementation of education and coaching leadership level iii implemented by the regional human resource development agency of south sumatra province in 2017 is also necessary to improve and refine the components in every aspect that is still inadequate availability and the need for study a more focused evaluation of the learning process of education and training in order to obtain the outcomes of participants of education and training who really have the skills, skills in accordance with the goals and objectives set out in the education and training concerned. references anggraini, renita. 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(2004). pengaruh pelatihan motivasi terhadap perilaku produkvitif karyawan pada divisi long distance pt. telkom indonesia, tbk. tesis, program pascasarjana universitas padjajaran, bandung. http://www.umpwr.ac.id/ international journal of human capital management e-issn 2580-9164 vol. 1, no. 1, december 2017, p 192-205 available online at http://journal.unj.ac.id/unj/index.php/ijhcm 192 copyright © 2017, pps unj publisher the influence of organizational climate, transformational leadership, and work motivation on teacher job performance kartini*, bedjo sujanto**, mukhneri mukhtar*** ministry of religious affairs of the republic of indonesia state university of jakarta state university of jakarta kurnia2727@yahoo.com bedjosujanto@unj.ac.id mukhnerimukhtar@unj.ac.id abstract this research aimed at investigating the influence of organizational climate, transformational leadership, and work motivation on teacher job performance at pondok modern tazakka, batang central java.the research using quantitative approach with survey method. amount of the samples in this research are 55 teachers that selected randomly. the data were analyzed by using descriptive statistics and inferential statistic using path analysis. (1) organizational climate have positive direct effect on teacher performance with path coefficient (py1) = 0,257 and t-count 2,963> t-table 1,684; (2) transformational leadership have positive direct effect on teacher performance with path coefficient (py2) = 0,489 and t-count 5,164> t-table 1,684, (3) work motivation have positive direct effect to teacher performance with path coefficient (py3) = 0,261 and t count 2,42> t-table 1,684, (4) organizational climate have positive direct effect (p31) = 0.391 and t-count 3.990> t-table 1.684, and (5) transformational leadership have a direct positive effect on work motivation with path coefficient (p32) = 0.526 and t-count 5,376> ttable 1,684. the conclusion is organizational climate, transformational leadership, and work motivation have a direct effect on teacher job performance. organizational climate and transformational leadership also have a direct effect on teacher work motivation. therefore to improve teacher job performance, organizational climate, transformational leadership, and work motivation must be considered to be improved. keywords: organizational climate, transformational leadership, work motivation, and job performance. creativity thinking leadership boarding school is more likely to kyai as a central figure. creativity thinking and innovative attitude kyai actually not be separated from several factors, including vision and mission kyai itself and a sense of deep fear of new ideas that are considered to be misleading and bring the community pondok pesantren towards the worse. pondok pesantren which formerly the teaching system and its teaching materials focused on the religious sciences, began to develop by accommodating the curriculum elements of the national education system. the demands of the education system in indonesia have required the pesantren to follow or equalize its standards with the national education curriculum. important because of the ability it has from education outside the pesantren. generally most of the boarding schools have problems associated with teachers / ustadz which impact on low performance, for example: first, the condition of teachers / religious teachers in the pesantren has not been treated the same as the teachers in formal schools recognized by the government. secondly, the existence of teachers / religious teachers in pesantren has not been maximized, especially in traditional boarding schools or salafiyah. the teacher / ustadz is still considered as a student who is a teacher / ustadz under the control of kyai and still in the category of studying (thalabul ilmi), while the teaching function which they run is only limited to the kyai (khadimun lil shaykh). thirdly, the services and mailto:kurnia2727@yahoo.com mailto:bedjosujanto@unj.ac.id mailto:mukhnerimukhtar@unj.ac.id 193 facilities for teachers / teachers are not yet maximal, for example there are still many boarding schools in the food service for teachers / ustadz are not paid attention, or facilities for bathing and washing, all equated with the other santri, even though they serve 24 hours to take care of santri. fourth, economic empowerment that has not maximized in pesantren, whereas with the potential of economic development is very large can provide additional source for welfare of teachers / ustadz. fifth, the weakness of human resource development, in this case many teachers / cleric in boarding school has not maximized in terms of educational qualifications and competence. various problems in pesantren as mentioned above, demands the government to immediately make regulations, especially about teachers / religious teachers related to the qualifications of education and competence. government regulation as one effort to improve and develop quality education through improvement of teacher quality which impact on teacher performance. the performance of teachers in boarding school is one of the interesting variables for the author thoroughly, because quality education can not be separated from the role of teachers in teaching and learning process. performance of teachers who have not been optimal due to climatic conditions of pesantren organizations that have not been conducive. pondok modern tazakka which stands on the land area of 9.8ha, located in sidayu village district bandar batang central java. this educational institution was initiated by three brothers, namely: anang rikza masyhadi, anizar masyhadi and anisia kumala masyhadi. the mission that was initiated by the three is to establish an islamic educational institution, where the younger generation can gain knowledge, add insight and taste education system and teaching adequately. the principles underlying the development of tazakka modern pondok is the creation of human resources who believe and piety, insightful, knowledgeable, and berakhlakul karimah. in this case, the researcher wants to study and investigate whether the organizational climate, transformational leadership and work motivation of all elements in pondok modern tazakka have a direct effect on the teacher's daily performance. in addition, teacher participation in planning, implementation, control and evaluation of education can promoting quality improvement and relevance as well as improving the effectiveness and efficiency of education management. high teacher performance is a critical determinant of the success of education. high teacher performance can be seen from the products produced such as education unit level curriculum (ktsp), learning implementation plan (rpp), props, questions, and so on. 1. performance performance is the most widely studied topic in various fields, such as management, industrial psychology, organizational behavior, and human resource management. one of the most widely referred performance concepts of campbell as quoted colquitt, lepine and wesson, (2015: 32-33) is, "job performance is the value of the set of employee behaviors that contribute, either positively or negatively, to organizational goals accomplishment ". the concepts that are not much different are presented by jex and britt, (2008: 96) "performance is all employee behavior in work or at work. landy and conte, (2013: 157) also emphasize the concept of performance about behaviors relevant to organizational goals, "job performance is actions or behaviors relevant to the organization's goals; measured in terms of each individual's proficiency ". performance is the action or behavior that is relevant to realize the objectives of the organization measured refers to the expertise of each individual. similarly to the concept expressed by hanson and borman, (2014: 143) "job performance is defined as the behavior that is relevant to the organization's goals and that can be measured in terms of the individual's contribution to organizational effectiveness". performance refers to behaviors that are relevant to organizational goals and can be measured by their contribution to organizational effectiveness. another understanding of the performance concept is expressed by motowilldo, (2003: 39) "job performance is defined as the total expected value to the organization of the discrete behavioral episodes that an individual carries out over a standard period of time. byars and rue explain, "job performance defined as the degree of accomplishment of the task that make up an employees job. it 194 reflects how well an employee is fulfilling the requirements of a job ". performance is understood as the degree of completion of tasks that employees work as a reflection of how well an employee meets the job requirements. based on the above description, it can be synthesized that performance is the performance of a person or group of people in completing tasks that are in charge and responsibility in order to achieve educational objectives measured by indicators: the teacher's understanding of the tasks that must be implemented, in completing the tasks, the results of the implementation of teacher tasks, and the benefits of the implementation of teacher duties for the success of education. 2. climate organization harrison and shirom in armstrong, (2012: 127) "organizational climate refers to 'members' perceptions of organizational features such as decision making, leadership and norms about work". forehand and glimer cited saha, (2006: 396) provide an explanation of the organizational climate as follows: organization climate is the set of characteristic that describe an organization and that (1) distinguishes the organization from other organization, (2) are relatively enduring over time, and (3) influence the be havior of the people in the organization. taguiri as quoted by furnham, (1997: 580) describes the organizational climate as follows: organizational climate is a relatively enduring quality of the internal environment of an organization that is experienced by its members, (b) influences their behavior, and ( c) can be described in terms of the values of a particular set of characteristics (or attributes) of the organizations. moran and volkwein cited kusluvan, (2003: 458) describes the concept of organizational climate as follows: organizational climate as well as relative enduring characteristics of an organization which distinguishes it from other organization; and (a) embodies members collective perceptions about their organization with respect to such dimensions as autonomy, trust, cohesiveness, support, recognition, innovation, and fairness; (b) is produced by members interaction; (c) serves as a basis for interpreting the situation; (d) reflects the prevalent norms, values and attitudes of the organization's culture, and (e) acts as a source of influence for shaping behavior. organizational climate reveals, "organizational climate is a set of properties of the work environment, perceived, directly or indirectly by the employees, that assumes to be a major force in influencing employee behavior." ivancevich, konopaske, matteson, (2014: 554) this concept has the meaning that the organizational climate is a set of attributes of the work environment perceived by the worker both directly and indirectly and that is what is assumed to be a major force affecting the behavior of the workers. organizational climate is the internal environmental condition of the organization that survives relatively long and affects members of the organization in performing its duties and responsibilities with indicators: patterns of interaction between employees, communication systems within the organization, the treatment of leadership to subordinates, the physical situation of the organization environment, and a conducive and productive climate. 3. transformational leadership hughes, ginnet, and curphy, (2012: 5) "leadership as the process of influencing an organized group toward accomplishing its goals is fairly comprehensive and helpful". lussier and achua, (2010: 6) "leadership is the influencing process of leaders and followers to achieve organizational objectives through change". robbins and judge, (2014: 178) describe the concept of leadership, "leadership is the ability to influence a group toward the achievement of a vision or set of goals". while dubrin, (2013: 2) states, "leadership as the ability to inspire confidence and support among the people who are needed to achieve organizational goals. bass and riggio, (2006: 4) describe the concept of transformational leadership: 195 transformational leaders motivate others to do more than they thought possible. they set more challenging expectations and typically achieve higher performances. transformational leaders also tend to have more committed and satisfied followers. moreover, transformational leaders empower followers and pay attention to their individual needs and personal development, helping followers to develop their own leadership potential. transformational leaders are motivating others to do more than they want and more often than they might think. leaders set challenging expectations and usually achieve higher performance. transformational leaders tend to have more committed and satisfying followers. transformational leaders also empower followers and pay attention to their individual needs and personal development, helping followers develop their own leadership potential. transformational leadership is the process of influencing subordinates by giving inspiration to prioritize organizational progress rather than personal interests and performing responsibilities more than expected in order to achieve organizational goals measured by indicators: the vision and mission of a leader, how to make decisions, members, and direction of members of the organization 4. work motivation george and jones, (2012: 157) "work motivation is the psychological forces within a person that determine the direction of the person's behavior in an organization, effort level, and persistence in the face of obstacles. smith, (2013: 613) in his concept also describes the meaning of the following motivation: work motivation refers to the force (internal or external) that drives individuals to engage in purposeful behaviors related to their job. work motivations energizes a person to engage in a task that is complete. a similar opinion is expressed by pinder, (2008: 11) "work motivation is a set of energetic forces that originate both within as well as beyond an individual's being, to initiate work-related behavior, and its determinate direction, direction, intensity, and duration ". work motivation is a series of energetic forces that originate both within and beyond the existence of the individual, to initiate work-related behavior, and to determine the shape, direction, intensity, and duration. muchinsky, (2006: 381), subsequently lays out related to the direction, intensity, and duration are as follows: first, direction addresses the choice of activities we make in expending effort. that is, we might choose to work diligently at some tasks and not at others. second, intensity implies we have the potential to exert various levels of effort, depending on how much we need to expend. third, duration reflects the persistence of motivation over time, as opposed to a one-time choice between courses of action (direction) or high levels of effort aimed at a single task (intensity). a comprehensive understanding of work motivation requires an integration of these concepts. kanfer, chen, and pritchard, (2008: 3-4) disclose "work motivation defined as the set of processes of intentions to allocate personal resources across a range of possible actions." then coon and mitterer related motivations to explain, "motivation is internal processes that initiate, sustain, direct, and terminate activities" motivation is an internal process that initiates, maintains, directs, and terminates activities. work motivation is a change of energy in a person as a source of strength in carrying out its duties or responsibilities so that the desired goals can be achieved optimally measured through indicators of the implementation of tasks or responsibilities, fulfillment needs, business intensity, empathy and goals. method this research is conducted by survey method with path analysis approach. the population of this study were teachers at pondok modern tazakka. the number of samples is 63 teachers. this study was collected with a tool (instrument) in the form of questionnaires or research questionnaires. 196 research questionnaire development is usually done indirectly, either in the form of test or non-test (scale) which is arranged based on the indicators of the theory building of each variable studied. method and technical analysis that will be used, hence hypothetical model of causal relationship between variables as presented in the picture below. picture: 3.1 hypothetical model of causal relation between variables description: x1 : organizational climate variables x2 : variables of transformational leadership x3 : variable motivation work y : performance variables ρy1 : path coefficient of influence x1 to y ρy2 : the path coefficient of x2 effect on y ρy3 : the path coefficient of x3 effect on y ρ31 : path coefficient of influence x1 to x3 ρ32 : path coefficient of influence x2 to x3 results the variables in this study include performance (y), organizational climate (x1), transformational leadership (x2), and work motivation (x3). descriptive statistics include minimum, maximum, range, average, mean, standard, standard deviation, variance and total scores and frequency distribution tables and histograms. the above normality estimation error results can then be summarized in table 4.9 below. table 4.9 summary of normality test results estimated error l.count l.table conclusion 1. performance of teacher (y) over organizational climate (x1) 0,100 0,119 comes from a normally distributed population 2. performance of teacher (y) on transformational leadership (x2) 0,075 0,119 comes from a normally distributed population 3. teacher performance (y) for work motivation (x3) 0,066 0,119 comes from a normally distributed population 197 4. work motivation (x3) over organizational climate (x1) 0,079 0,119 comes from a normally distributed population 5. work motivation (x3) for transformational leadership (x2) 0,080 0,119 comes from a normally distributed population from the results of testing the requirements of the analysis obtained the conclusions of data derived from the population that distributed normality and have a linear pattern, thus meeting the requirements for inferential statistics. therefore, further path analysis can be carried out (path analysis). calculation of path analysis using spss version 22 and lisrel 8.8 software. in the process of calculating path analysis used input correlation coefficient. the correlation coefficient matrix which shows the relationship between variables can be seen in table 4.16. table 4.16 matrix correlation coefficient relationship between variables variable x1 x2 x3 x4 1. organizational climate (x1) 1,000 2. transformational leadership (x2) 0,576 1,000 3. work motivation (x3) 0,694 0,752 1,000 4. performance (x4) 0,720 0,833 0,807 1,000 from correlation coefficient matrix is seen correlation coefficient obtained from the smallest is the relationship between organizational climate (x1) with transformational leadership (x2) = 0.576, until the largest relationship between transformational leadership (x2) with performance (y) of 0.833. furthermore, the calculation of path coefficients for each structural equation is done. in this research model consists of two structural equations. the first structural equation is organizational climate (x1), transformational leadership (x2), and work motivation (x3) on performance (y). result of path coefficient calculation for structural equation 1 with spss program got result as seen in table 4:17. table 4.17. coefficient of climate influence line organization, transformational leadership, and work motivation on teacher performance coefficients model unstadndardlized coefficients standardlized coefficients t sig b std. erros beta 1. (constant) 10,980 9,171 1,197 .237 organizational climate .215 .073 .257 2.963 .005 transformational leadership .465 .090 .489 5.164 .000 work motivation .213 .088 .261 2.424 .019 198 the second structiral equation is organizational climate (x1) and transformational leadership (x2) on work motivation (x3). the result of the path coefficient calculation for the second structural equation is shown in table 4.18. table 4.18. coefficient of climate influence line of organization and transformational leadership on work motivation coefficients model unstadndardlized coefficients standardlized coefficients t sig b std. erros beta 1. (constant) -22,359 14,108 -1,585 .119 organizational climate .399 .100 .391 3.990 .000 transformational leadership .611 .114 .526 5.376 .000 from the result of the structural equation above, we can make the following path diagram: explanation of the results of path analysis for testing the research hypothesis is described as follows: 1. direct influence of organizational climate on performance the first hypothesis in this study are: there is a positive direct effect of organizational climate on teacher performance. statistically it can be written: ho: βy1 ≤ 0 h1: βy1 > 0 from result of calculation of path coefficient direct influence of organizational climate to teacher performance obtained result ρy1 = 0,257 with t-hitung = 2,963. while the price of t-table for degrees of freedom (dk) 53 and the level of trust is 1.684. the results obtained show the price of tcount> t-table, which means reject ho. thus it can be concluded that there is a positive direct effect of organizational climate on performance. this result means that a conducive organizational climate will lead to improved teacher performance in pondok modern tazakka. 2. direct influence of transformational leadership to performance the second hypothesis of this study are: there is a direct positive influence of transformational leadership on performance. in the statistical formulation can be stated: ho: βy2 ≤ 0 h1: βy2 > 0 199 the result of path coefficient calculation of direct influence of transformational leadership on performance is obtained result ρy2 = 0,489 with t-count value = 5,164. the t-table price for degrees of freedom (dk) 53 and the level of trust is 1.684. the result shows that the price of t-arithmetic> ttable, which means reject ho. thus it can be concluded that there is a positive direct effect of transformational leadership on performance. these results indicate that transformational leadership played effectively will lead to improved teacher performance in pondok modern tazakka. 3. the direct influence of work motivation on performance the third hypothesis in this study are: there is a direct positive influence of work motivation on performance. statistically can be stated: ho: βy3 ≤ 0 h1: βy3 > 0 the result of path coefficient calculation of direct effect of work motivation on teacher performance obtained result ρy3 = 0,261 with t-hitung = 2,424. while the price of t-table for degrees of freedom (dk) 53 and the level of trust is 1.684. the results obtained show that the price of tarithmetic> t-table, so reject ho. thus the conclusion there is a direct positive influence of work motivation on teacher performance. these results suggest that high work motivation will lead to improved teacher performance in pondok modern tazakka. 4. direct influence of climate organization on work motivation fourth hypothesis in this research are: there is positive direct effect of organizational climate to work motivation. the statistical formula is: ho: β31 ≤ 0 h1: β31 > 0 result of calculation of path coefficient direct influence of organizational climate to work motivation obtained result ρ31 = 0,391 and t-hitung = 3,990. while the price of t-table for degrees of = 5%) is 1.684. the results obtained show that the price of t-arithmetic> t-table, so reject ho. thus the conclusion is that there is a positive direct effect of organizational climate on work motivation. these results mean that a conducive organizational climate will lead to an increase in teacher work motivation in pondok modern tazakka. 5. direct influence of transformational leadership on work motivation the fifth hypothesis in the study are: there is a positive direct effect of transformational leadership on work motivation. which in the statistical formula is: ho: β31 ≤ 0 h1: β31 > 0 the result of path coefficient calculation of direct influence of transformational leadership on work motivation obtained result ρ32 = 0,526 and price t-count = 5,376. while the price of t-table for the price t-count> t-table, so reject ho. thus the conclusion is that there is a positive direct effect of transformational leadership on work motivation. this means that transformational leadership that is played effectively will lead to an increase in teacher work motivation in pondok modern tazakka. discussion 1. the influence of organizational climate on performance climate organization is an environmental condition that has a direct influence on the performance of members of the organization, where all elements in the organization perform tasks and responsibilities in order to achieve organizational goals. climate of the school organization consists of dimension of relationship, dimension of growth or personal development, dimension of change and improvement of system, dimension of physical environment. a good organizational 200 climate and accepted by all members of the organization, and preserved and preserved, will encourage a harmonious atmosphere, a safe and enjoyable school environment to support the implementation of the duties and responsibilities of each member of the organization. organizational climate affects performance because its existence affects individual behavior, where behavior is an integral part of performance. this is as stated by gilmer in ehrhart, schneider and macey "influence of the behavior of the organization, 2) the relative influence of the organization of the organization, people in the organization. this opinion states that the organizational climate is one of the distinguishes one organization and the other that can be felt if one enters into it and affect the behavior of people who are in the organization. theoretically, the effect of organizational climate on performance is explained by dreyfus, "perceptions of a positive organizational climate are related to job satisfaction in work organizations, unit effectiveness in a military setting and employee performance." this confirms that the perception of a positive organizational climate is wrong only bekaitan with performance. thus the results of this study support theories and results of previous research on the existence of organizational climate influences on performance, especially in the educational environment. 2. the influence of transformational leadership to performance the findings in this study indicate that transformational leadership has a direct positive effect on teacher performance in pondok modern tazakka. transfornational leadership is a way of using power and influence to direct members of the organization to actively participate in achieving organizational goals. effective leadership can be demonstrated by means of organizational resource management to achieve organizational goals. therefore, leadership in an organization should be based on various indicators, such as visionary, democratic, honest and fair, transparent, accommodative, employee oriented or outcomes, effective and efficient in the utilization of organizational resources. while performance is related to all the performance of the school's ability in the implementation of its tasks and functions, especially in providing education services in accordance with the needs of the users of educational services so that school objectives can be achieved optimally. performance is not only measured from its output, but must be measured from the input and process. therefore, performance is highly dependent on the effectiveness of the management and utilization of school resources so that school processes and objectives can be implemented effectively and efficiently. meanwhile, the principal's function is to manage, direct, and mobilize school resources to function effectively and efficiently in order to achieve school goals (education). transformational, visionary, democratic, fair and honest, transparent, accommodative, and subordinate-oriented leadership can encourage effective and efficient performance. nevertheless, authoritarian, even authoritarian, leadership is sometimes necessary to improve organizational performance. this is as confirmed ronquillo (2011: 349.) follows: transformational leadership involves the motivation of employees and members to perform normal expectations for meeting the organization's mission and for achieving organizational goals. it inspires staff and members to put aside personal self interest for the common good of the organization and to have confidence in their ability to achieve the extraordinary challenges before them. transformational leadership involves the motivation of employees and members of the organization to perform normal expectations to fulfill the organization's mission and realize organizational goals. such conditions inspire subordinates to set aside personal interests for the common good of the organization and have confidence in their ability to achieve extraordinary challenges from before. another opinion that shows the influence of transformational leadership on 201 performance is stated colquitt, lepine and wesson (2013: 469): transformational leadership has a moderate positive effect on performance. employees with transformational leaders tend to have higher levels of task performance. they are also likely to engage in citizenship behavior. less is known about the effects of transformational leadership on counterproductive behavior. the explanation shows that transformational leadership has a moderate effect on performance. employees with transformational leadership tend to have higher performance tasks. previous research conducted by thamrin (2012: 566-572.) also shows that transformational leadership has a significant effect on performance. the research results of yehezkiel (2013) also showed a positive influence between leadership on employee performance at uptd development of productivity of disnakertrans area of east kalimantan province. similarly, research khoirusmadi (2014) also shows transformational leadership affect the performance. thus the results of research increasingly support and confirm the theory and previous research on the important role of transformational leadership in improving performance, especially in the educational environment. 3. influence work motivation on performance the results of this study prove that work motivation has a direct positive influence on teacher performance. these results provide insight that strong work motivation will have an impact on teacher performance in pondok modern tazakka. therefore, if the work motivation of teachers decreased, will result in decreased performance of teachers. motivation of work as energy changes in each individual is a determinant of high performance. the stronger the work motivation of teachers and employees in the implementation of tasks and responsibilities, the higher the performance. thus, work motivation is suspected to have a direct positive effect on performance. the existence of a significant influence of motivation factors on performance can be understood and relevant to theories used as a theoretical reference and relevant to the results of previous research. one theory that can be used to explain the influence of motivational factors on employee performance is the theory of wyatt's performance formula. the wyatt's performance formula theory states that p = f (a. m). the formula can be read that performance (performance = p) is a function (f) of the ability (ability = a) and motivation (motivation = m). (atmosoeprapto 2000: 41) this means either the bad performance of one of which is influenced by high and low motivation. this formula also shows that the effort to improve performance must involve motivation factor. these conditions can occur because the motivation is a source of energy for individuals to perform activities. according to kanfer cited by george and jones (2012: 157), work motivation is defined as: the psychological forces within a person that determine the direction of the person's behavior in an organization, effort level, and persistence in the face of obstacles. this means that motivation is a psychological force within a person that determines the direction of one's behavior within the organization, the level of effort and perseverance in the face of obstacles. motivation is a concept to describe the impulses in the individual, which ultimately drive and direct the behavior of the individual concerned. motivation is also very important to improve the enthusiasm or morale of subordinate work that ultimately boils down to the improvement of individual performance. thus the higher a person's willingness to do the job, the better the work that can be achieved. the influence of motivation on performance is affirmed by colquitt, lepine and wesson (: 185) .as the following: motivation has a strong positive effect on job performance. people who experience higher levels of motivation tend to have higher levels of task performance. those effects are strongest for self-efficacy/competence, followed by goal difficulty, the valence-instrumentality-expectancy combination, and equity. less is known about the effects of motivation on citizenship and counterproductive behavior, though 202 equity has a moderate positive effect on the former and a moderate negative effect on the latter. the explanation confirms that motivation has a positive and strong influence on performance. people who experience higher motivation will have higher levels of higher performance. the results of rasyid's (2013), mahardhika (2014) and cahyono (2014) studies also provide evidence that work motivation influences performance. thus the results of research increasingly reinforce the theory and the results of previous research on the importance of work motivation in affecting performance. 4. the influence of organizational climate on work motivation the findings in this study indicate that the organizational climate has a direct positive effect on teacher work motivation in pondok modern tazakka. this result means that a conducive organizational climate will have an impact on improving teacher work motivation. thus, an unfavorable organizational climate will degrade teachers' work motivation in pondok modern tazakka. this confirms that a conducive organizational climate is needed in order to encourage teachers to be more active in work. organizational climates indicate an environmental condition that has a direct influence on the performance of organizational members, in which all elements of the organization perform tasks and responsibilities in order to achieve organizational goals. while the motivation of work is the driving force or activator originating from within or from outside of a person or organization to carry out a given work assignment or the responsibility. conducive and consistent organizational climate consistently and consistently can be a source of stimulation for the development of work motivation in a person in carrying out duties or responsibilities. the influence of organizational climate on work motivation can be understood given the existence of organizational climate can influence the behavior of members of the organization. it was as revealed by ivancevich, konopaske and matteson (2008: 528), "organizational climate is a set of properties of the work environment, perceived, directly or indirectly by the employees, that assumes to be a major force in influencing employee behavior." this opinion holds that the organizational climate is a set of qualities of the work environment perceived by workers both directly and indirectly and that is what is assumed to be a major force affecting workers' behavior. emergent behaviors can be a reflection of the work motivation of organizational members. litwin and stringer in dotlich (2009: 229). also pointed out. organizational climate, defined as the collection and pattern of environmental determinants of aroused motivation, stimulated the need for achievement, the need for affiliation, and the for power, thre most important and most studied social motives. this opinion shows that organizational climate as a collection and pattern of the environment is the determinant of the emergence of motivation, whether achievement motivation, motivation of affiliation, and power motivation which is the most important and most learned form of motivation. previous studies conducted by gok also proved that organizational climate has a positive effect on motivation. 5. the influence of transformational leadership on work motivation hypothesis testing in this study proves that transformational leadership has a direct positive effect on teacher work motivation in pondok modern tazakka. these results provide guidance that transformational leadership that is effectively played by the leadership will increase teacher work motivation. these results suggest that transformational leadership is an important determinant of improving teacher work motivation in the tazakka modern pondok neighborhood. therefore, if 203 transformational leadership does not work effectively, it will have an impact on the decline in teacher work motivation. transformational leadership is a way of using power and influence to direct members of an organization to actively participate in achieving organizational goals. transformational leadership in an organization is based on various indicators, such as visionary, democratic, honest and fair, transparent, accommodative, employee / subordinate oriented as well as to results, effective and efficient in the utilization of organizational resources. while the motivation of work relates to the driving force or activator originating from within or from outside of a person or organization to carry out a given work assignment or the responsibility. associated with the transformational leadership of bass and riggio (2006: 4) explains:transformational leaders motivate others to do more than they thought possible. they set more challenging expectations and typically achieve higher performances. transformational leaders also tend to have more committed and satisfied followers. moreover, transformational leaders empower followers and pay attention to their individual needs and personal development, help followers to develop their own leadership potential. leaders set challenging expectations and usually achieve higher performance. transformational leaders also tend to have more committed and satisfying followers. in addition, transformational leaders empower followers and pay attention to their individual needs and personal development, helping followers develop their own leadership potential. with such conditions it is clear that transformational leadership will be able to generate work motivation. conclusion with reference to the results of the analysis and discussion in the previous chapter, the conclusions of this study are as follows: organizational climate has a positive direct effect on teacher performance in pondok modern tazakka. this result gives the meaning that conducive organizational climate will cause the improvement of teacher performance in pondok modern tazakka, and on the other hand the unfavorable organizational climate will result in lower teacher performance. transformational leadership has a positive direct influence on teachers' performance motivation in pondok modern tazakka. this means that transformational leadership played effectively will lead to improved teacher performance in pondok modern tazakka, and otherwise ineffective transformational leadership will result in lower teacher performance. work motivation has a positive direct effect on teacher performance in pondok modern tazakka. this means that strong teacher work motivation will lead to improved teacher performance in pondok modern tazakka, and low work motivation will result in lower teacher performance. organizational climate has a positive direct effect on teacher work motivation in pondok modern tazakka. this means that a conducive organizational climate will lead to an increase in teacher motivation in pondok modern tazakka, and on the other hand an unfavorable organizational climate will result in lower teacher motivation. transformational leadership has a direct positive influence on teacher work motivation in pondok modern tazakka. this means that transformational leadership played effectively will lead to an increase in teacher work motivation in pondok modern tazakka, and otherwise 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(2004). misbehavior in organizations: theory, research, and management. new jersey: lea publishers. 136 136 evaluation of corporate social responsibility program implementation in bogor pdam tirta pakuan, west java province ismartaya state university of jakarta ismantaya.unj@gmail.com abstract the purpose of this research is to determined whether the evaluation corporate social responsibility program implementation in bogor pdam tirta pakuan has been implemented in accordance with the vision, mission, and objectives of the company. pdam tirta pakuan has a vision of csr as a pioneer in the implementation of social responsibility in bogor city especially and indonesia in generally. through this vision, pdam tirta pakuan bogor city, would really seriously on the implementation of the csr programs. based on these purposes, this research is done by evaluating the csr programs which implemented by pdam tirta pakuan bogor city and use cipp evaluation model to conduct an evaluation of the program. the type which used on this research is evaluation research with use qualitative approach. the source of information used is the chief executive of csr pdam tirta pakuan bogor. data collected by the observation, interview and documentation. test validity of this research by using triangulation technique, while data analysis is done by reducing the data, presenting and concluding . the result shows that the program tirta pakuan care as the company’s strategy goes according to the purposes and plans that have been made by the company. keywords: evaluation, corporate social responsibility, cipp model corporate social responsibility (csr) is an ongoing commitment to the corporate world to act ethically and contribute to economic development of the local community or society in generalty large, along with the increase of the living standards of workers and their families (frankl, 2007). the concept of csr is inseparable from sustainable development (sustainable development). sustainable development, not only understood as concern for the environment, but also include economic and social development. the implementation of csr appropriately in the community will maintain the quality of the environment, improving the quality of human resources, and enhance the ability of the local economy. the company has a social responsibility as stipulated in the law of the republic of indonesia no.40 of 2007 regarding comany in chapter iv, social and environmental responsibility in article 74 provides: 1. the company which conducting its business activities in the field and / or related to the natural resources required to implement the social and environmental responsibility. 2. social and environmental responsibility as referred to in paragraph (1) an obligation of the company's budgeted and accounted for as an expense of the company which are carried out with due regard to decency and fairness. 3. the company which did not carry out the obligations referred to in paragraph (1) be sanctioned in accordance with the provisions of the legislation. 4. further provisions regarding social responsibility and environmental regulated by government regulation. in 2012 the government published government regulation no. 47 year 2012 abaut social and environmental responsibility company limited. this regulation was finally recognized that csr is a company authorized by stating that the preparation and implementation of csr is the authority of the board of directors or the company's agm. mailto:ismantaya.unj@gmail.com 137 137 the setting of corporate social responsibility in indonesia is not only imposed on private companies, but also to state that carries on business in the interest of the public. csr arrangements for soes can be found in the law on state enterprises. implementation of corporate social responsibility in soes, are followed by the decree. soe kep-236 / mbu / 2003 jo. candy. soe no.per-05 / mbu / 2007, so it has the main points of thought or consideration as follows: 1. given that one of the purposes and objectives of the establishment of state-owned enterprises are participating actively provide guidance and assistance to small entrepreneurs group, cooperatives, and community, the soes can set aside part of net income for the purposes of fostering of small co-operatives and community development around the soe. 2. company and housing of the government (soes) shall implement the partnership program and community development program, while for soes persero open implementation of the partnership and community development can refer to the implementation of the partnership program and community development program at persero and perum (non open soe). partnership program with small entrepreneurs and community development program fistly set in permeneg soe no. 236 / mbu / 2003 on soes. siace as set this gao regulation not adequately operational basis for implementing enterprise bumn partnership program with a small business and community development program, then permeneg soe no. 236 / mbu / 2003 on soe replaced by permeneg soe no. per-05 / mbu / 2007 aboit soe partnership program with small entrepreneurs and community development program, april 27, 2007. the government will support companies that has social concern. by paying attention to the benefits of csr, most companies in the city of bogor has implemented csr. mayor of bogor, dr. bima arya asserted, csr program in the city of bogor conducted by enterprises or private companies are already running, but it has not integrated yet still walk on their own. city government considers that the csr program that had been distributed a number of companies have not had a significant impact on the city of bogor and surrounding communities. that case becoume the background for the emergence of the concept of corporate social responsibility, especially in the city of bogor. charity activity basically has become a tradition and customs of the people of indonesia, especially based on the teachings of religion. today corporate social responsibility has developed quite rapidly. one driving force is a paradigm shift for the business world is not solely for profit, but it must also behave ethically and contribute to the creation of a social investment. yusuf wibisono (2007: 71) which is commonly done by companies which are doing charitable, philanthropic and organizing community development programs (community development). this study is an evaluation research because it is the general aim of this study is to assess the benefits, contributions, and the feasibility of csr programs are undertaken by companies and enterprises in the city of bogor, to discover and develop and enhance program implementation of csr is right on target for the company as well as for its stakeholders, including the government. in particular the research objectives are as follows: assess the goal-setting, the profile of the beneficiary and the basic programming of csr by companies and enterprises to the needs of beneficiaries; review the company's support and structural aspects of the organization, qualification and financing program leaders; assess the implementation of csr programs in terms of understanding the program by beneficiaries, use of budgets and monitoring; reviewing the results of the implementation of csr programs for companies, beneficiary communities, and governments. the difference in the research done by the mukti dawn compared to 138 138 this study, namely:. the focus and fajar mukti research was to determine the setting of corporate social responsibility. fajar mukti research suggested the government to amend the law on investment and company law in order to have the same meaning, which is actually right iebih corporate social responsibility is not regulated in the legal sphere. corporate social responsibility research results and various aspects, social, legal and financial, evaluation research reinforced the need for the implementation of csr at private companies and soes, in order to provide an assessment of the implementation of the program and provide advince model of csr that would provide the optimal benefits for companis and their stakeholders other research relevant david ariansyah, the implentation of corporate social responsibility and cultural organization in pdam tirta pakuan bogor and the influence of community satisfaction in bogor. (implementation of corporate social responsibility and cultural organization on pdam tirta pakuan bogor effect on public satisfaction bogor city there are differences in research conducted by david ariansyah with this research. 1. david ariansyah research focuses on the impact felt by the company after conducting corporate social responsibility both in terms of internal (corporate culture) and external (reputation). 2. david ariansyah research does not provide improvement suggestions collaborative model of corporate social responsibility intact so as to create responsible and sustainable relationship between the company and its stakeholders, especially the public and the government. methods the method used in research in pdam tirta pakuan are evaluative research methods, with the cipp evaluation model. cipp evaluation model which stands for: context evaluation, input evaluation, evaluation process and product evaluation. fourth abbreviation of the cipp that is the evaluation component. cipp evaluation model used in the study in pdam tirta pakuan is because it is more comprehensive and effective in describing, obtaining and providing useful information for judging decision alternatives. comprehensive evaluation model cipp iebih among other evaluation models, because the object of evaluation is not just the product itself but also include context, input, process, and outcome. the concept of this stufflebeam view that an important purpose of evaluation is not to prove, but to improve. the substance and methods of evaluation will provide an assessment of "good-bad" or "success-failure" with regard to the state of achievement of the work program, so that the results of the evaluation is objective and useful, so this assessment is strongly emphasized the importance of ethics and approaches reliable. qualitative researchers as a human instrument, serves to fix the focus of research, selecting informants as a source of data, collecting data, assessing data quality, data analysis, interpret the data and make conclusions on the findings. while the process of collecting primary data and secondary data in this study carried out through the following activities: observation interviews, documentation and triangulation table 1. item evaluation criteria in accordance interview questions implementation of corporate social responsibility program in enterprises taps tirta pakuan bogor based model cipp 139 139 component evaluation evaluation criteria beads questions phase context 1. the aim of csr is clear, written and sustainable 2. formulation of goal programming, pay attention to the need to: a) the need for companies; b) the needs of people in the field of economy and education; and c) compliance with government development programs, especially in the economic and human resources development 1. what is the aim of implementing csr programs in the company? 2. does the company carry out the formulation of the program objectives by taking into account the needs of companies, communities and governments, especially in economics, human resource development, and government programs? 3. there is a preparation program have baselines that is clear both from the management and legal 1. how is the reference used in the preparation of csr in the company program? stage input 1. have an organizational structure and implementing csr programs clear 1. how does the organizational structure in the company's csr program implementation? 2. there is a standard operating procedure in accordance with the objectives of the program 2. what is the procedure implementation of csr programs in accordance with the objectives of the program? 3. there is a special program funding allocation and sustainable 3. how does the allocation of funds in the company's implementation of the program? 4. there are facilities, regulation, guideline which supports the implementation of csr programs, there is an award for program managers. no involvement of employers in the development of policies related to csr and development 5. how is the support given by the government in the implementation of the company's csr program to be beneficial for the company, society and development phase process 1. the implementation of the program in accordance with the objectives of the program 1. is the implementation of the program in accordance with the program objectives? 2. the implementation of the socialization program 2. does the socialization program held? 3.1. program implemented in accordance with the execution procedures 3.1. is the program implemented in accordance with the execution procedures? 3.2. is there a program implementation report is accountable? 4. budget used according to the program has been compiled 4. is the budget used according to the program has been compiled 140 140 5.1. there is a team supervisor / evaluator implementation of a credible program 5.2. csr reports in addition submitted to shareholders was also submitted to external stakeholders, especially government 5.1. is there a team supervisor / evaluator of the program credible? 5.2. is csr reports in addition submitted to shareholders was also submitted to external stakeholders, especially governments? stage product 1. imaging company towards positive stakeholders 2. there is no social conflict on society 3. the company grows and develops 1. is the company towards stakeholders imaging positive? 2. is there a social conflict to the community? 3. does the company grow and thrive? 4.1. programs considered beneficial for society 4.2. 4.2. the quality of human resources in the community increased 4.3. increase the community's economy 4.1. is the program considered beneficial to society? 4.2. is increased human resources in the community? 4.3. is the community's economy increased ? 5.1. csr programs considered beneficial for development in the city of bogor 5.2. the quality of human resources in the city of bogor increased 5.3. the community's economy increased social problems decreased 5.1. is csr program considered beneficial for development in the city of bogor? 5.2. is the quality of human resources in the city of bogor increased? 5.3. is the community's economy increased social problems decreased? analysis of the data used in this study using qualitative data analysis. the data analysis of qualitative research refers to the model introduced by miles and huberman (1992: 16), which define the analysis in three streams of activity, namely the reduction of the data (data reduction), presentation of data (data display), and conclusion / verification (conclusion drawing / verification). martthew b. miles and a. michael huberman (1994: 8-12) flow analysis of the data in question, can be seen in the image below. each of these stages are described as follows: source: miles and huberman (1994: 12) figure 1. visual flow data analysis discussion bogor city is one city that is strategically located geographically visits because located between the provincial capital and the capital city of indonesia. so that the bogor city as a center of trade and services are experiencing rapid growth in the field of business and economy 141 141 whereas the reference preparation partnership program and community development in pdam tirta pakuan bogor is as follows: table 2. preparation of csr enterprises reference pdam tirta pakuan no . basic guidelines year about 1 undangundang no. 40 2007 company limited 2 undangundang no. 25 2007 on investment, while the contents of the act relating to csr 3 undangundang no. 19 2003 state-owned enterprises 4 pp no. 47 2012 corporate social responsibility 5 peraturan menteri bumn no. per5/mbu/2007 2007 partnership program and community development 6 peraturan menteri bumn no. per20/mbu/2012 2012 amendment to the regulation of the state minister for state owned enterprises no. per-05 / mbu / 2007 on the partnership program for state owned enterprises with small business and community development 7 kepmen bumn no. kep 100/mbu/2002 2002 evaluation of health state-owned enterprises minister for state owned enterprises 8 perda nomor 17 tahun 20011 pasal 16 lembaran daerah kota bogor tahun 2011 nomor 5 seri e 2011 board of directors has the following tasks: a. planning, coordination and supervision of all operational activities; b. fostering employee; c. administer and manage the wealth of taps; d. organizing public administration and finance; e. prepare a strategic plan business (bussiness plan / corporate plan) 5 (five) year authorized by the mayor through the proposal of the supervisory board; f. prepare and submit a business plan and annual budget taps which is the annual elaboration of the strategic plan business (bussiness plan / corporate plan) to the mayor by the supervisory board; g. prepare and submit a report of all activities pdam 8 peraturan walikota no 49 tahun 2013 2013 organ and civil pdam tirta pakuan bogor 9 perwali no 23 tahun 2013 2013 general guidelines for procurement of goods / services in local enterprises in bogor municipal government environment 10 perwali no 25 tahun 2013 2013 organizational structure and work procedure pdam tirta pakuan bogor. 142 142 11 peraturan daerah kota bogor nomor 8 tahun 2011. 2011 roe partnership program guidelines with small business and community development program (csr) pdam tirta pakuan bogor 12 perwali no. 39 tahun 2013 2013 guidelines for the implementation of the national program for community empowerment (pdpm) districts and villages of the fiscal year the legal basis when viewed in terms of strength, has been very strong for the implementation of the csr program to carry out their duties. this is evidenced by the approval of the regional budget (apbd) for the implementation of csr programs in the city of bogor in 2016 allocated 10 billion, while the city of bogor pdam tirta pakuan also budgeted 3.5 billion for csr activities. from a study of enterprises pdam tirta pakuan bogor city has been implementing corporate social responsibility in the city of bogor, west java province, researchers presented the findings of the evaluation results in 4 tahab program evaluation model of cipp is tahab context, input, process, and product, as follows: a. evaluasi context table 3. discussion of context based evaluation criteria program evaluation csr in pdam tirta pakuan bogor aspects evaluated evaluation criteria informati on evaluation findings ranked decision there is n o l s h 1. the purpose of the program 1. csr implementation goals clear, written and sustainable. √ 1. having a goal csr program called partnership, clearly and in writing. √ the evaluation criteria are met, ratings are categorized as "high" so that aspect of the purpose of the partnership taps can be maintained and developed 2. the formulation of the purpose of the program, taking into account: a) the need for companies b) the need for community economic and educational fields; c) compliance with government development programs, especially in the economic and educational fields. √ 2. programming is done by assessing the needs of the community, and considering the interest of the company, and the government. the program is designed not provide direct benefits to the company and emphasized on regional 143 143 2. preparati on program preparation of the program have baselines that is clear both from the management and legal √ top of reference in the preparation of partnership plan is the bumn law, but pdam tirta pakuan bogor city also consider the law pt., products derived legislation, both government regulations, the decree of the minister of soes and others. once accordance with laws and regulations, pdam tirta pakuan also refers to the vision, mission and objectives of the company. √ the evaluation criteria are met, ratings are categorized as "high". so the basic aspects of the preparation of csr (csr) in pdam tirta pakuan can be maintained and developed. information : l= low, s= secondary , h = high b. input evaluation (input) table 4. discussion evaluation criteria evaluation based input csr program pdam tirta pakuan bogor aspects evaluated evaluation criteria informati on evaluation findings ranked decision ther e is no l s h 1. the organizationa l structure and implementati on of csr programs organization al structure and implementati on of csr programs clearly. √ in bogor pdam tirta pakuan managed by the partnership and the general in charge of human resources and general director. thus the results of the evaluation showed that pdam tirta pakuan bogor has an organizational structure implementing csr programs are clear. √ the evaluation criteria are met, dikategoriakn vote "high. decision could be made that aspect of support for the organizational structure in the city of bogor pdam tirta pakuan can dipertaankan and developed. 144 144 2. program implementati on procedures standard operating procedures in accordance with the objectives of the program √ have a standard operating procedure (sop), which is set in the regional regulation no. 13 of 2003 sheets of 2003.peraturan mayor of bogor. no. 24 year 2015 concerning guidelines for preparation of standard operating procedures in the environment city government √ criteria for evaluation, assessment categorized as "high". so that the decision can be taken that aspect of the procedure of support in pdam tirta pakuan bogor can be maintained and developed. 3. financing program the allocation of funding in particular and sustainable program. √ no allocation of funding programs specifically based on the bumn law, article 88 paragraph (1) candy soe no. 05 / mbu / 2007. perwali no. 14 years of amendment regulations 2012. the mayor of bogor no. 37 in 2012 neighbor implementation guidelines for grants and social assistance sourced from the budget of revenue and expenditure (budget) of bogor √ the evaluation criteria are met, ratings are categorized as "high" so it can be taken a decision that the financing aspect of support for csr programs in pdam tirta pakuan bogor can be maintained and developed. 4governmen t .dukungan city government to support the implementati on of csr and csr program hopes to synergize with the development program √ city government issued the bogor city. proven government in 2016 budgeted rp 10,000,000,000 (ten billion rupiah) for csr activities in the city of bogor. about management guidelines csr / csr, the government also set up a facilitation team of csr through regulation bogor mayor. regulation of the mayor of bogor. no. 24 year 2015 concerning guidelines for preparation of standard operating procedures in the environment city government. regulates program facilitation team and social responsibility √ the evaluation criteria are met, dikategoriakan votes "tinggi'sehingga decision could be made that aspect of government support for pdam tirta pakuan bogor can be maintained and developed 145 145 program for the environment (corporate social responsibility) bogor city. c. evaluasi process (proses) table. 5. discussion evaluation criteria evaluation process based on csr program pdam tirta pakuan bogor aspects evaluated evaluation criteria informati on evaluation findings ranked decision the re is no l s h 1. corresponde nce between the objectives and implementati on of csr programs implementa tion of the program in accordance with the objectives of the program √ the main purpose of pdam tirta fern is running role as an arm of government as an agent of development, to develop smes and cooperatives as well as social safety nets for the company. for that programs are implemented with emphasis on the quantity of the deployment program on the working area of pdam tirta pakuan , √ the evaluation criteria are met, dikategoriakan votes "high". so that the decision can be taken that aspect of support for the objectives and implementation of csr programs in pdam tirta pakuan dipertaankan and bogor can be developed. 2. understandin g of the program by the target beneficiaries the implementa tion of the socializatio n program √ to disseminate pdam tirta pakuan for partnership activities undertaken for the long term. √ evaluation criteria are met, ratings are categorized as "high". decision could be made that aspect of understanding of the program by beneficiaries pkbl can be maintained and developed. 146 146 3. implementati on program 1. program implemente d in accordance with the execution procedures. 2.laporan accountable program implementa tion √ partnership has been implemented as intended. pdam tirta pakuan got a score of 3 (three) for the distribution of funds and the loan collectibility. independent agency of the results of the survey, 98.17% (ninety front coma seventeen percent) of respondents said the types of csr activities pdam tirta ferns in the city of bogor in accordance with the type of requirement. pdam tirta pakuan prepared a report on csr activities program are audited by an independent auditor. √ the evaluation criteria are met, ratings are categorized as "high" can be taken a decision that aspect of the program can be maintained and developed. 4. financing budget used according to the program that has been compiled. √ the budget has been prepared in rka realized according to the budget plan. in accordance with existing mechanisms. √ the evaluation criteria are met, categorized votes "tinggi'sehingga decision could be made that the financing aspects of csr in pdam tirta dipertahanakan and ferns can be developed. 5.. supervision of the implementati on of the program 1. there is a team supervisor / evaluator implementa tion of a credible program. 2. distributio n and publication of csr reports to internal and external stakeholder s. √ to supervise the implementation of the program, in addition to using internal organizational accountability mechanisms, pdam tirta pakuan conduct audits were performed using the independent audit. the report is distributed to stakeholders internal and external to the government, especially the city of bogor. √ findings tehadap aspect evaluated has met the criteria of evaluation, assessment dikategoriakan "tinggi'sehingga decision could be made that aspects of monitoring the implementation of the program in pdam tirta ferns can be maintained and developed. 147 147 d. product (produk) table. 6. discussion based product evaluation program evaluation criteria csr pdam tirta pakuan bogor aspects evaluated evaluation criteria informati on evaluation findings ranked decision the re is no l s h 1. the results and impact of the implemen tation of csr programs for companie s 1. pecintraan company towards positive stakeholders 2. there is no conflict, but needs to be further research on the cause. 3. no there is social conflict on society. companies grow and develop √ implementation of the partnership has been widely perceived impact by the company either directly or indirectly. directly pdam tirta pakuan get various awards related to csr. increased economic conditions and the company's good name will be on the development and sustainability of the company. √ the evaluation criteria are met, so that dikategoriakn votes "high" .with therefore taken the decision that the aspects of the results and impact of the implementation of csr programs in pdam tirta pakuan bogor can be improved 2. the results of the implemen tation of csr programs for the communi ty by beneficiar ies 1. pecintraan company towards positive stakeholders 2. there is no conflict, but needs to be further research on the cause. 3. no there is social conflict on society. companies grow and develop. √ implementation of enterprises caring for pdam tirta pakuan bogor known as tirta pakuan care has felt the positive impact by the community. the results and the impact on the economy, the education of the results of a survey conducted by an independent institution 72.81% indicates that csr activities in the field of economy and education helps the community in terms of venture capital. √ the evaluation criteria are not fully met, so the ratings are categorized as "moderate". decision could be made that aspect of the results of implementation of csr programs for the beneficiary communities in the city of bogor pdam tirta pakuan can be improved execution. 148 148 3. results impleme ntation of csr program for the beneficiar y communi ties 1. pecintraan company towards positive stakeholders 2. there is no conflict, but needs to be further research on the cause. 3. no there is social conflict on society. companies grow and develop √ bogor city acknowledges the benefits of csr program but has not been able to measure and determine its impact on development, the impact of economic, educational and social problems because they still lack csr program implementation report of the company and the lack of involvement of the company towards csr. √ the findings were evaluated on aspects not fully meet the criteria of evaluation, so the ratings are categorized as "moderate". then the decision could be made that aspect of the results of implementation of csr programs for pdam tirta pakuan can be enhanced with the submission of the report the implementation of csr programs. conclusions based on the findings and discussion of the evaluation results by taking into account the model used in this study, the conclusions of the study were presented by tahaban cipp evaluation model as follows a. context evaluation of the results, concluded: setting goals and basic preparation of its corporate social responsibility by pdam tirta enterprises pakuan bogor for the partnership program and community development bogor pdam tirta pakuan has a goal and a clear program and writing as well as observe the interest of the company, the community and government. the planning pkblpdam tirta pakuan bogor based on legislation for soe, limited and its implementing provisions refers to the vision, mission, programs and strategies pdam tirta pakuan bogor. b. input evaluation results, concluded: 1) pdam tirta pakuan bogor has the support of the company's resources, both from the organizational structure, organizational structure and qualifications of its own person in charge of the program, procedures for implementing the programs and funding from the program profit. 2) the city government to support the implementation of csr and csr program hopes to synergize with the development program in the city of bogor. the support is the establishment 149 149 of csr facilitation team bogor city guide line synergy corporate social responsibility and plans related to csr award. but support was not yet fully implemented because there are still differences of understanding. c. process evaluation of the results, concluded: implementation of csr / csr by pdam tirta pakuan bogor has been conducted in accordance with the purpose of the program, understood by the majority of beneficiaries. program budget has been used in accordance with the objectives and has made monitoring the implementation of the program both internally and externally on its independence. pdam tirta pakuan bogor city also submit a report to the local government implementation of the program of bogor. d. product evaluation of the results, concluded: the results of the implementation of the program csr / csr at pdam tirta pakuan bogor has been widely perceived impact by the company, either directly or indirectly. directly, pdam tirta pakuan bogor received various awards related to csr. increased of economic conditions of pdam tirta pakuan and good name will be ensure the development and sustainability (sustainability) company. the results of the implementation of csr at pdam tirta pakuan bogor for the beneficiary communities known as tirta pakuan cares positive impact has been felt by the community. this is evident from the results of a survey conducted by an independent agency, which showed 67.15% (sixty seven point fifteen percent) activities of the partnership program and 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http://journal.unj.ac.id/unj/index.php/ijhcm the effect transformational leadership, personality and job performance administration employee andinasari*, bedjo sujanto**, mukhneri mukhtar*** indonesian united teachers university of palembang state university of jakarta state university of jakarta andinasariunippgri@gmail.com bedjosujanto@unj.ac.id mukhnerimukhtar@unj.ac.id abstract the purpose of this study was determine the effect transformational leadership, personality and job performance administration employee university of indonesian teachers union of palembang (pgri). this research try answer problems about job performance involving of 144 administration employee had been selected from the target population of 223 employee by using quantitative approach with path analysis methods. the reseach of conclude show (1) transformational leadership had a direct effect positif on job performance; (2) personality had a direct effect positif. therefore to improve the job performance administration employee pgri university of palembang. keywords: transformational leadership, personality, job performance. in the current era of globalization is characterized by increasingly fierce competition, it is necessary to have quality human resources so as to be able to face competition and change. the quality of human resources is currently the main focus of various studies in the field of organizational management because human resources are the factors that distinguish between developing countries from undeveloped countries. therefore, improving the quality of human resources as the actors of development makes the role of education to be very strategic. this is based on educational objectives, among others, to establish quality human beings.efforts to improve the quality of human resources as a perpetrator of development, is determined by the quality of education. especially pgri university of palembang is one of the educational institutions that prepare human resources in the field of education and non-education. to prepare qualified human resources, it needs a process of academic and administrative services of quality as well. on the contrary, the process of unprofessional academic and administrative services will hinder the achievement of organizational goals. the level of administrative services of an organization is a description of the high level of performance of administrative staff of the institution concerned. the level of performance of administrative staff can be seen from the attendance at the workplace caused by the lack of employee discipline and the ineffective and inefficient use of time in carrying out the work are phenomena that are often found in public service organizations. performance can also be caused by technical aspects in a culture or work system that are less supportive, such as unclear tasks and functions of an employee, high workload (can be caused by lack of employees, high work volume, etc. ). the success of a college as an organization can be measured by the level of performance, both organizational performance and individual performance of administrative staff who can work effectively and efficiently in supporting and facilitating the implementation of the tasks of teaching staff or lecturers, as well as the performance of lecturers as a superior and productive teachers in the field of teaching, research, and community service. in addition, there is still a tendency of employees who only prioritize attendance records, but for the real reason only to get a reward incentive presence. on the other hand there is also an inclination of employees to always go home on time, they sometimes deliberately delay or leave their current job just to get home on time. such things if left will result in a work culture that is lazy and oriented toward rewards, sluggish and not creative, and less productive among administrative clerks. in the implementation of the main tasks and functions that have not been maximized is also a measure that the performance of administrative personnel pgri university of palembang is still not maximized. in addition, based on the 2016 annual report of the personnel department in the management of mailto:andinasariunippgri@gmail.com mailto:bedjosujanto@unj.ac.id international journal of human capital management, vol. 1 (2), november 2017 attendance of administrative personnel, either manually or on line or system (finger print), the overall recap of attendance can not be processed. in accordance with the rules of an employee will get an oral reprimand if not entered without news for 3 days, and then if do not enter again without news will get written warning from head. as for the absence on a daily basis for no valid reason there will be a cut of transport money. administrative staff whose total absence exceeds the limit will there be sanctions until the demotion. based on data on the annual report of universitas pgri palembang year 2016, the percentage of attendance of administrative staff in accordance with working hours and schedule of activities around 70% can only be realized by 92%. based on attendance recap data obtained from each work unit for the calculation of food allowances per month, by 2016 there are still administrative employees who are absent without news beyond the tolerance limit or even should get a reprimand and punishment from their immediate supervisor. judging from the number of employees who are not present is not much, at least 1 or 2 people, but it if left unchecked will affect other administrative staff or become a habit that will spread to other employees. if this is left continuously it will degrade the authority of the leader and lead to a decline in overall performance. based on the results of the quality guarantees evaluation in the 2016 annual report, as for why there are still indicators indicating the low performance of administrative staff, among others, can be caused by the presence of other colleagues are also lazy. in fact there are also their direct tops who are also lazy, slow and not creative. in other cases there is also an argument that it has not understood the organizational structure and governance and the main tasks and functions of each unit of work and employees in it, and not assertive direct supervisor in enforcing discipline. therefore, the leadership role of an employee's direct superior is very important in encouraging and motivating, and inspiring, so that employees can demonstrate their commitment, work diligently, focus, work well in their team or in their work unit, feel the same destiny and with their colleagues others, and have a sense of pride and a sense of belonging to the existence of the university, so it is responsible. rivai (2005: 49) performance of employees can be improved if employees know what is expected of them, when they are allowed to participate in the process of stabilizing these expectations and when they are assessed from the results. there are two factors affecting employee performance that is external factors and internal factors. external factors are factors that outside the self-employee such facilities provided by the company or a comfortable working environment. internal factors are coming from within the individual employees such as personality, abilities and attitudes that have someone to contribute to employees in achieving good performance. a person's personality is a collection of relatively stable features and temperaments influenced by social, cultural, and environmental factors. some aspects of personality that affect one's behavior are the determinants of personality (heredity, environment, and situation), and personality traits such as caution, stability and emotionality, and openness to experience. the personality of each individual is not the same as the other individual and can not be changed easily according to the will of others or someone. if the personality of an individual in an organization is changed then it will be able to reduce the motivation in work and achievement. leaders should not seek to change a person's personality so that it forces them to adapt their personality to the ideal model of the person they are, but must try to overcome the various personalities of the employees they lead. regarding performance, colquitt, et.al., states: "job performance is formally defined as the value of the set of employee behaviors that contribute, either positively or negatively, to organizational goal accomplishment. colquitt explains formal performance is a set of judgments that contribute to positive and negative employee behavior, for organizational purposes. indivudu performance will be part of the performance of employees in terms of quality also in terms of quantity based on predefined working standards. leslie w. rue, and lloyd l byars (... ..) define performance as follows: "job performance is the net of an employee's effort as modified by abilities and role (or task) perceptions. thus, performance in a given situation can be viewed as resulting from the inter-relationship ". performance is an effort made by an international journal of human capital management, vol. 1 (2), november 2017 employee associated with the ability and role or perception of the task. so performance is the work achieved by an employee in performing its functions in accordance with the responsibilities given to it according to gary yulk (... ..): with transformational leadership, the followers fell trust, admiration, loyalty and respect to the leader and they are motivated to do more than they originally expected to do. the leader transforms and motivates them to transcend their own interests. with transformational leadership, followers trust, admire, loyalty and respect for leaders and they are motivated to do more than they do early on. leaders transform and motivate followers that administrative staff are more aware of the importance of task results, encouraging them to transcend their self-interest for the sake of the organization or team and activate high needs. while gibson et.al., defines transformational leadership that, "transformational leadership is the ability to inspire and motivate followers to achieve greater results than those planned for internal prizes. according to buchanan and huczynskibahwa the concept of personality is a basic psychological identity or a unique character used to measure and understand the differences between individuals with one another. so it can be concluded that what is meant by the personality is how strong the psychological can affect the pattern of behavior or individual nature continuously and typical when compared with other individuals. specifically rivai, explains the factors that determine personality: (1) heredity, heredity refers to the factors that are determined at the time of change. physical characteristics, facial attractiveness, tempramen, muscle composition and reflexes, energy levels are characteristics generally regarded as or at all or largely influenced by the attitudes of both parents, (2) the environment. it shows that affect the impact of offspring and the environment on the personality. theoretically, the linkage of transformational leadership with performance is explained by colquitt, lepine, wesson (2013: 483) transformational leadership has a moderate positive effect on performance. employees with transformational leaders tend to have higher levels of task performance. they are also likely to engange in citizenship behavior. less is known about the effect of transformational leadership on counterproductive behavior. that transformational leadership has a moderate impact on work performance. administrative employees with transformational leadership tend to have higher performance. the personality of an administration officer in an organization becomes very important. if an administrative officer has an appropriate personality in the field of work then within him will encourage increased work productivity. method this research was conducted with the aim of: 1. knowing the positive direct effect of transformational leadership on the performance of administrative personnel of universitas pgri palembang, 2.mengetahui direct positive influence of personality on the performance of administrative staff of university pgri palembang. the research was conducted at pgri university of palembang, south sumatera province, conducted in february may 2017, using quantitative approach through survey method using path analysis technique. using spss version 22 program help. this research consists of three independent variables. including transformational leadership (x1), personality (x2) one dependent variable is employee performance (y). target population in this study is the administrative staff of pgri university of palembang, while the population is the pgri palembang administration administrator numbered 223 people. because the population of administrative staff of universitas pgri palembang consists of several units of work, the sample is also taken proportionally random sampling according to the number of administrative employees in each work unit. technique of collecting data is done by using research instrument in the form of questionnaire. this research consists of 3 (three) kinds, each instrument on (1) transformational leadership, (2) personality, and (3) employee performance using likert scale model. likert scale with 5 (five) alternative answers, strongly agree, agree, hesitate, disagree and strongly disagree. for performance (y) variables, transformational leadership (x1), questionnaire techniques with 5 alternative answers. that is always, often, sometimes, rarely, and never. alternative answers are assigned a weight value of 5 to 1. international journal of human capital management, vol. 1 (2), november 2017 data analysis technique using inferential analysis is used to test the research hypothesis using path analysis as comparison. all hypothesis testing using α = 0.05. before the hypothesis test is done first tested the normality of regression estimate error by using lilifors technique and significance test and linearity test. the tool used for this analysis is spss v. 22 program. results this data is obtained after the research instrument is given to the research sample of administrative staff at the university pgri palembang as many as 144 people. further data is processed by using descriptive statistical techniques. description of data about research variables are transformational leadership variable (x1), personality (x2), achievement motivation (x3) and employee performance (y) and complete recapitulation of research data are presented in table 1 below. table 1. recapitulation description of research data path analysis, data must meet some statistical test requirements, namely: (1) normality test, (2) regression linearity test and (3) significance test of regression coefficient. the test criterion is if lo <l table with α = 0.05 then ho is accepted which means the random error is normally distributed. from the result of random error test of regression model from transformational leadership variable to employee employee performance variable, based on result of calculation analysis attached obtained value lhitung = 0,0623, while l table value (critical value of liliefors) at α = 0,05 and n = 144 , is 0.0738. from the results it is known that the value of lhitung = 0,0623 <ltabel = 0,0738, so ho accepted. it can be concluded that the random error of the transformational leadership variable regression model on the performance of the employee is derived from the normal distributed population. from the results of the normality random error test of the performance of employees, based on the results of the calculation analysis attached value obtained lhitung = 0.0725, while the value of l table (liliefors critical value) at α = 0.05 and n = 144 is 0.0738. from the results it is known that the value of lhitung = 0,0725 <ltabel = 0,0738, so ho accepted. it can be concluded that the random error of regression model of variable keperibadian to employee performance of employees comes from normal distributed population. thus it can be concluded that the distribution of selected data in all groups comes from a normally distributed population. the results of liliefors test calculation can be seen in table 2 below: table 2. summary of normality test result random error value lo valuei l table description conclusion x1 to y 0,0623 0,0738 lo< l table normal x2 to y 0,0725 lo< l table normal based on the calculation of regression equation model between transformational leadership variables (x1) to employee performance variable (y) obtained regression equation y = -9,371 + 1,014x1. value statistics transformational leadership (x1) personality (x2) employee performance (y) n 144 144 144 mean 113,09 101,24 105,33 median 114,00 102,00 106,50 mode 113,00 104,00 108,00 std deviation 4,791 4,875 5,709 variance 22,950 23,762 32,587 maximum 124 87 116 minimum 97 114 86 range 27 27 30 international journal of human capital management, vol. 1 (2), november 2017 based on the results in table 4.7 above, for the test linearity obtained value fcount = 1.368, while ftable on α = 0.01 of 1.9528 and at α = 0.05 of 1.6099. because fcount <ftabel, then ho is accepted thus there is a linear relationship between x1 and y, so that the regression model of influence of transformational leadership variable (x1) on employee employee performance variable (y) can be inferred linearly. furthermore, in testing the significance of regression model x1 to y in table 4.7 above produces the value fcount = 373,429, while ftable on α = 0.01 of 6.8168 and at α = 0.05 of 3.9078. since fcount> ftable, then ho is rejected. thus the regression coefficient of variable x1 to variable y is significant or significant so it can be concluded that transformational leadership variable (x1) significant effect on employee performance variable (y). based on the result of calculation model of regression equation between personality variable (x2) to employee performance variable (y) obtained regression equation y = 2,795 +1,013 x2.for linearity test obtained value fhitung = 1,112, while ftabel at α = 0,01 equal 1, 9891 and at α = 0.05 of 1.6317. because fcount <ftable, then ho is accepted thus there is a linear relationship between x2 and y, so that the regression model of the influence of personality variable (x2) on employee employee performance variable (y) can be inferred linearly.furthermore, on testing the significance of regression model x2 to y in table 4.8 above yield value fcount = 421,609, while ftable at α = 0.01 equal to 6,8168 and at α = 0,05 equal to 3,9078. since fcount> ftable, then ho is rejected. thus the coefficient of variable x2 regression to variable y is significant or significant so it can be concluded that the personality variable (x2) significant effect on employee performance variable (y). based on the calculation results, it can be presented summary of linearity test results and significance of regression equation of the relationship of variables x1, x2, and y as follows: table 3. summary of linearity test results for all variable relationships relationship between pers. regression fcount ftable conclusion α=0,05 α=0,01 y and x1 �̂� = -9,371 + 1,014 x1 1,368 1,6099 1,9528 linier y and x2 �̂� = 2,795 +1,013 x2 1,112 1,6317 1,9891 linier the result of the first structural model estimate is further presented in the following figure. figure 1. structural path diagram from result of hypothesis testing obtained by coefficient value of path (ρy.1) equal to 0,264 (ρy.1> 0) with tcount 2,324 and sig value. (p-value) = 0.022 / 2 = 0.011. whereas for dk = 142 at α = 0,05 obtained ttable = 1.977 and at α = 0,01 obtained ttable = 2,611, so tcount value> ttable and sig value. <α, thus ho is rejected. this means that it can be concluded that the transformational leadership variable (x1) has a direct positive effect on employee performance (y). x1 transformational leadership x2 personality y employee performance ρ3.1=0,264 ρ3.2= 0,416 ɛ2=0,18 international journal of human capital management, vol. 1 (2), november 2017 personality (x2) has a direct positive effect on employee performance (y) hypothesis test to prove that personality (x2) have a direct positive effect on employee performance (y), from the calculation result obtained coefficient point (ρy.2) of = 0,416 (ρy. 2> 0) with tcount of 3.477 and the sig value. (p-value) = 0.001 / 2 = 0.0005. whereas for dk = 142 at α = 0,05 obtained ttable = 1.977 and at α = 0,01 obtained ttable = 2,611, so tcount> ttable or sig value. <α thus ho is rejected. this means that it can be concluded that the variable keperibadian (x2) directly positive effect on employee performance (y). based on the results of previous hypothesis testing, the summary test results of each hypothesis is presented in table 4 below: table 4. summary of hypothesis testing results path path coefficient t count sig. ttabel (α=0,01 dk= 142) ttabel (α=0,05 dk= 142) decision ρy.1 0,264 2,324 0,011 2,611 1.977 there is a positive direct influence ρy.2 0,416 3,477 0,000 2,611 1.977 there is a positive direct influence discussion the calculation result of path analysis obtained by path coefficient value (ρy.1) equal to 0,264 (ρy.1> 0) with tcount 2,324, while ttable (0,05: 142) = 1.977 and ttable (0,01: 142) = 2,611 , so the value is tcount> ttable. this means that it can be concluded that the transformational leadership variable (x1) has a direct positive effect on employee performance (y). the result of hypothesis testing proves that empirically transformational leadership has a direct positive effect on the performance of administrative staff. work programs can be implemented if the support of administrative staff as the core executor of the work program requires leaders who can realize the vision into action. lunenburg and ornstein (2011: 30) are aligned as outlined below: goals are another key element in how transformational leadership works. the above opinion explains that transformational leadership is a key element of goal attainment. this means that transformational leadership can encourage its followers to understand and believe, that by achieving the goals of the organization it will meet their own needs. several relevant studies were conducted by sudarjat, abdullah and sunaryo under the title supervision, leadership, and working motivation to teachers' performance. the above research aims to determine the effect of supervision, leadership and motivation on the performance of teachers conducted in junior high school in bogor, west java. test results with a degree of confidence of 0.05 to 289 people found that there is a positive relationship between supervision, leadership, and motivation with performance. the result of this research concludes that the high performance of administrative staff is caused by the influence of the leadership. in schools with high employee performance, generally having leaders have high expectations for success and focus on achieving academic goals and leadership can influence followers to show their best performance in order to achieve the vision, mission and objectives of the organization as a whole, this is due to exemplary and motivation and insfirmation of transformational leadership that will spur employees to work more effectively and responsibly and the increased discipline of employees. thus the findings of this study support the view that transformational leadership affects performance. the results of this study conclude that the high-low performance of administrative staff caused by the influence of leadership. in schools with high employee performance, generally having leaders have high expectations for success and focus on achieving academic goals and leadership can influence followers to show their best performance in order to achieve the vision, mission and objectives of the organization as a whole, this is due to exemplary and motivation and insfirmation of transformational leadership that will spur employees to work more effectively and responsibly and the increased discipline of employees. thus the findings of this study support the view that transformational leadership affects performance. based on the calculation of path analysis, the value of path coefficient (ρy.2) is 0,416 (ρy.2> 0) with tcount of 3,477, while ttable (0,05: 142) = 1.977 and ttable (0,01: 142) = 2.611, so the value is tcount> international journal of human capital management, vol. 1 (2), november 2017 ttable. this results in empirical findings that personality variables (x2) have a direct positive effect on employee performance (y). based on the results of the analysis can be concluded that there is a direct positive influence of personality on the performance of administrative personnel. if a genuine personality can work together in teams and work responsibilities lead to improved performance of administrative personnel. the results of this supportive study, among others, are presented in several studies, among which are barrick & mount states that "the relationship between personality and job performance has been a frequently studied topic in industrial psychology in the past century." there is a close relationship between personality and performance of the administrative clerk.effective administrative personnel according to the organization, will be reflected from how the administrative officer concerned performs his or her work in earnest, careful and always wants to be the best in all of his work. the results showed that the indicator of personality related to performance, responsibility is the best predictor of the performancethe dimension of personality sincerity and cooperation predict the performance in the form of responsibility and efficiency. influences between personality and performance dimensions are found, and the results can be used for recruitment, selection and career administration purposes. conclusion based on the results of data analysis that has been described from the results of this study can be summarized as follows: 1. there is a direct positive influence of transformational leadership on performance. that is, transformational leadership of a strong direct superior can lead to improved performance of administrative personnel, 2. there is a direct positive influence of personality on the performance of administrative personnel. that is, the appropriate personality can lead to improved performance of administrative staff, 3.terapat positive influence of achievement motivation on the performance administration administration.artinyamotivasi high achievers can lead to improved performance of administrative clerks. personality has a positive direct effect on performance. the implication is that to improve the performance of administrative staff of universitas pgri palembang, the leadership (direct superior) can help generate the seriousness of the administrative staff in working and taking care of the employees by approaching the humane and the harmony of the direct superior as the leader and the employee as subordinate, besides the direct leadership can also play controlling the anxiety of administrative employees in the face of problems while performing their duties. leaders or direct supervisors should prioritize openness between the leadership and subordinates, and open opportunities employees can openly expressed problems faced in carrying out its duties. refrences colquitt, jason.a., jeffer a. lepine, & michael wesson. (2013). organization behavior improving performance and commitment in workplace 4 edition. new york: mcgraw-hill. gibson, james l., et al. (2012). organizations behavior, structure, process. new york: mcgraw-hill. h.d. fard, rajabzedah a. & hasin g.a. (2010). "employees morales in public sector is organinazational rust an important factor?" european journal of scientific research, vol. 46 (3). jaja sudarjat, thamrin abdullah dan widodo sunaryo. (2015). “supervision, leadership, and working motivation to teachers performance,” international journal of managerial studies and research (ijmsr) ,vol. 3 (6). leslie w. rue, dan lloyd l byars. (2008). human resource management. new york: mcgraw-hill companies, inc. m.r, barrick & m.k,mount. (1996). “effects of impression management and selfboeption on the predictive validity of personality constructs,” journal of applied psychology, vol. 81. rivai, veithzal. (2005). kepemimpinan dan prilaku organisasi. jakarta: raja grafindo persada. yulk, gary a. (2013). leadership in organization 8 edition. new england: pearson. international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 7 (1), june 2023 86 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 7, no. 1, june 2023, p 86-103 factors influencing employee’s well-being and job performance: the perspective of state-owned enterprise employee muhammad ihsan mustika universitas indonesia muhammad.ihsan15@ui.ac.id fanny martdianty universitas indonesia fanny.martdianty@ui.ac.id abstract state-owned enterprises (soes) play a crucial role in ensuring stability and control in indonesia's economy, especially before and after the covid-19 pandemic. the pandemic covid19 has accelerated the digitization of public and private sector activities in indonesia and other countries. to adapt to the accelerated digitization caused by the pandemic, soes must continue to grow and develop to achieve their targets and goals. the intended goal of this study is to inquire into the impact of technostress, perceived organizational support (pos), total reward systems (trs), and work-life balance (wlb) on job performance, as mediated by employee well-being (study of soes employee). this research employs a quantitative approach to investigate the direct and indirect impacts of the dependent variable through the utilization of the structural equation modelling (sem) technique. the study focuses on a sample of 263 respondents who are employees of state-owned enterprises (soes). this research highlights the role of perceived organizational support as a key driver of job performance mediated by employee well-being. the findings emphasize the significance of effectively engaging all generations, particularly generation y and generation z, within soes to strengthen job performance and accomplish organizational success. furthermore, the study uncovers that employee well-being acts as a full mediator in constructing the connection between the variables under consideration and job performance. this finding emphasizes the importance for companies to continuously maintain perceived organizational support, ensuring that employees feel their well-being is being taken care of and their contributions are valued, especially for the younger generations (generation y and z) who are the successors within the company. keywords: employee well-being, job performance, perceived organizational support, technostress, total reward systems, work-life balance received: 5 may 2023 accepted: 19 june 2023 publish: june 2023 http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 7 (1), june 2023 87 | p a g e how to cite: mustika, m.i, & martdianty, f. (2023). factors influencing employee’s well-being and job performance: the perspective of state-owned enterprise employee. international journal of human capital management, 7 (1), 86-103. https://doi.org/10.21009/ijhcm.07.01.7 introduction state-owned enterprises (soes) play a crucial role in ensuring economic control and stability in indonesia, both before and after the covid-19 pandemic (kementrian bumn, 2021). the pandemic has accelerated digitalization efforts globally, necessitating soes to adapt and undergo digital transformation to meet the evolving demands of the digital era (deloitee, 2020; oecd, 2020). sun et al. (2022) added that soes are a key pillar of a country's economy, and the implementation of exceptional development has an immediate impact on the reforming process of the soes. under the leadership of erick thohir, the minister of state-owned enterprises, the reform of soes has gained prominence, aiming to streamline operations and align them with the demands of the digital era performance (liputan 6, 2022; medcom, 2021). in this dynamic landscape, optimizing performance, increasing productivity, and fostering innovation are crucial for soes to achieve quality development and maintain healthy business competition. understanding the factors that influence employee well-being and job performance within the context of soes becomes paramount. this paper explores key elements that shape job performance in soes, including technostress, perceived organizational support, work-life balance, and total reward systems. organizational performance, which is the accumulation of individual performance, can be negatively affected by negative relationships in its implementation process and positively affected by the process of achieving organizational goals. a substantial amount of research has been performed to understand the factors affecting job performance, including the effects of excessive technology use that can lead to technostress(singh et al., 2022; spagnoli et al., 2020), perceived organizational support (pos) (jeong & kim, 2022; zhang et al., 2022), worklife balance (abdirahman et al., 2020; rahim et al., 2022), and total reward systems (trs) that are obtained from work(gbande, 2016; rai et al., 2019; tarigan et al., 2022). the changes in work styles and digitization faced by every company in indonesia require soes companies to be able to keep up and adapt to these changes. technostress, which arises from excessive technology use, has emerged as a critical factor impacting job performance and employee well-being. as digital technology becomes increasingly integrated into work environments, employees may experience anxiety, fatigue, and decreased productivity(spagnoli et al., 2020). mitigating technostress and providing necessary support to prioritize the mental and psychological health of the workforce is essential for soes. under these circumstances, companies must make their best efforts to maintain the mental and psychological health of their employees. perceived organizational support (pos) is defined by karim et al. (2019) as a person's impression of how well their organization is concerned for their welfare and endorses their efforts as employees. with the presence of perceived organizational support, companies can show their concern for their employees, so that employees are not burdened with the work and work environment they face. when employees believe that their organization cherishes their efforts and is concerned about their welfare, it leads to increased employee well-being (wojtkowska et al., 2017), and improved job (jeong & kim, 2022; zhang et al., 2022). cultivating a supportive culture that enhances pos should be a focus for soes to nurture employee well-being. the changes in work style caused by digital transformation also need to be followed by the benefits or total rewards that employees will receive. soes should prioritize developing comprehensive total reward systems programs that are linked with business objectives to foster a international journal of human capital management, vol. 7 (1), june 2023 88 | p a g e sense of appreciation and gratitude among employees. total reward systems (trs) obtained in a job are also one of the factors that affect employees (tarigan et al., 2022). gbande (2016) concludes that total reward systems (trs) are not only important for productivity improvement, but also affect employee job satisfaction. the covid-19 pandemic and ongoing digital transformation have led to the emergence of a hybrid work style. remote work has become normal, work and family matters cannot be separated. maintaining a healthy work-life balance is another critical aspect influencing employees by fostering a work-life balance culture, soes can empower their employees to achieve optimal performance while promoting overall well-being (hoque et al., 2022; rahim et al., 2022). on the other hand, employee well-being is a pivotal determinant in enhancing employee performance (boulet & parent-lamarche, 2022; lee et al., 2021; peccei & van de voorde, 2019). notably, lee et al. (2021) stress that subjective well-being, as a critical indicator of employee wellbeing, has a positive and substantial link with job performance among taiwanese and mainland chinese employees. moreover, juchnowicz and kinowska (2021) emphasize that employee wellbeing encompasses a state of feeling content, healthy, and happy, permeating all aspects of life, including work activities and job functions that hold significant value. peccei & van de voorde (2019) further elucidate that employee well-being yields positive effects on affective commitment, job satisfaction, and overall organizational performance. in conclusion, as soes in indonesia navigate digital transformation and pursue ongoing business reforms, strategic human resource management strategies are instrumental in driving performance and ensuring employee well-being. addressing factors such as technostress, perceived organizational support, work-life balance, and total reward systems enables soes to create a conducive environment that fosters innovation, productivity, and sustainability. however, when dealing with new-generation employees who have higher interest expectations (wang et al., 2022), more sensitive psychological constructions (zhou & qian, 2021), and further down the road, practical management expertise is still insufficient. this has resulted in an increasing gap between new-generation employees and other generations (generation gap). additionally, yu et al. (2022) explained that current research focuses on variables that have a positive impact on the behavior of new-generation employees, such as work-life balance (harunavamwe & ward, 2022)and well-being (harunavamwe & ward, 2022; wojtkowska et al., 2017), and there is a lack of systematic research on variables that may have a negative impact on their behavior, such as technostress (singh et al., 2022) and others. to be able to improve, develop, maintain, and acquire digital talents in achieving company targets and objectives, researchers want to understand what factors influence the well-being and performance of state-owned enterprise (bumn) employees and whether there are differences in perspectives among generations regarding these factors. therefore, in this study, researchers want to analyze whether technostress, work-life balance (wlb), perceived organizational support (pos), and total reward systems (trs) affect job performance mediated by employee well-being for soes employees. in the section that follows, each variable used to generate the hypotheses is reviewed in the literature. the quantitative strategy employed in this study is then described in the procedure section. the hypothesis testing procedure is then outlined in the findings and discussion section. the conclusion section summarizes the study's findings, ramifications, drawbacks, and recommendations for further research. literature review technostress, perceived organizational support, total reward systems, work-life balance, and job performance over the last decade, there has been a surge in research interest in technostress (harunavamwe & ward, 2022; singh et al., 2022; spagnoli et al., 2020; tarafdar et al., 2015, 2019; tarafdar & stich, 2021). in general, stress has been investigated as the outcome of a international journal of human capital management, vol. 7 (1), june 2023 89 | p a g e discrepancy among external requirements, personal talents, and the ability to fulfill those requirements (tarafdar et al., 2011). research on technostress in organizational contexts is extremely valuable because of its relationship to productivity (tarafdar et al., 2019) and technology-related job performance (cahapay & bangoc ii, 2021; day et al., 2012; saidy et al., 2022; tarafdar et al., 2015). h1: technostress has a negative effect on job performance. perceived organizational support, as stated by eisenberger et al. (1986) is related to employees' general impressions of their belief that the company recognizes their contributions and cares about their wellness. perceived organizational support was defined by karim et al. (2019) as an individual's view of how significantly an organization cares about its welfare and what it cherishes in its contributions. several studies have found that perceived organizational support has an impact on organizational work performance (jeong & kim, 2022; zhang et al., 2022). h2: perceived organizational support has a positive effect on job performance. according to armstrong (2014), a total reward system is a holistic approach to rewarding employees. it involves a combination of various types of rewards, including both financial and non-financial rewards, designed to motivate, retain, and enhance employee performance. a comprehensive rewards system practice can increase the overall effectiveness of recognition and reward programs. compared to individual reward systems, total reward systems have a stronger impact on individual employees and organizations (rai et al., 2019; tarigan et al., 2022). tarigan et al. (2022) discovered that implementing the total rewards system had a good effect on the model's outcome. h3: total reward systems have a positive effect on job performance. organizations must ensure that workers have enough time to complete their duties to their families and their jobs (abdirahman et al., 2020). work-life balance is defined fisher-mcauley et al. (2003) as an individual's attempts to balance the two or more roles that are being played. according to the findings of their research, hoque et al. (2022) highlighted that work-life balance improves employee performance. rahim et al. (2022) agree that the work-family culture, as part of the work-life balance, has a favorable impact on personnel job performance. h4: work-life balance has a positive effect on job performance. technostress, perceived organizational support, total reward systems, work-life balance, and employee well-being when technology is deemed too difficult to be used at work, an employee may suffer technocomplexity or technostress, which has a detrimental influence on well-being (day et al., 2012). previous research discovered that someone with higher ranks of technostress is more likely to suffer from psychological tension, from a reduced commitment to endeavor to develop and shows indications of anxiety (tarafdar & stich, 2021), has low self-esteem (korzynski et al., 2021), psychological responses to impairment and fatigue (afifi et al., 2018), and psychological wellbeing are negatively affected (singh et al., 2022). h5a: technostress has a negative effect on employee well-being. perceived organizational support is also associated with employee emotions and employee well-being (wojtkowska et al., 2017). several studies have found that perceived organizational support has an advantageous impact on elements other than work, such as employee psychological well-being (harunavamwe & ward, 2022; karim et al., 2019; wojtkowska et al., 2017). research has shown that employees who receive organizational support perform better, feeling more satisfied with their jobs (eisenberger et al., 1997). h5b: perceived organizational support has a positive effect on employee well-being. empirical results show that the total reward system functions as a tool in encouraging employees to increase productivity. on the other hand, gbande (2016) in his research concluded that total reward systems are not only important for increasing productivity, but also affect international journal of human capital management, vol. 7 (1), june 2023 90 | p a g e employee job satisfaction. (gbande, 2016) discovered that total reward systems had a beneficial effect on employee well-being in his research. h5c: total reward systems have a positive effect on employee well-being. work-life balance is one of the most critical concerns that human resource management in firms must handle (abdirahman et al., 2020). work-life balance through previous research is known to affect employee well-being (harunavamwe & ward, 2022; irfan et al., 2023; ivasciuc et al., 2022). in their study, harunavamwe and ward (2022) revealed that work-life balance is one of the three variables that have a substantial direct association with the development of workplace flourishing, or can be called employee well-being. h5d: work-life balance has a positive effect on employee well-being. employee well-being and job performance employee well-being, according to juchnowicz and kinowska (2021), encompasses characteristics such as life expectancy, income inequality, and environmental elements. based on previous research, employee well-being could explain patterns of positive influence on human resource management (hrm), welfare, and organizational performance (peccei & van de voorde, 2019). of the four factors described earlier, employee well-being is also crucial in terms of enhancing job performance (boulet & parent-lamarche, 2022; lee et al., 2021; peccei & van de voorde, 2019). according to colquitt et al. (2019), performance can be formally defined as the value of all actions taken by employees that can have a positive or negative impact on the achievement of organizational goals. therefore, organizations require high-performing employees to achieve their goals, vision, and mission, and to gain a competitive advantage (thevanes & mangaleswaran, 2018). h6: employee well-being has a positive effect on job performance. employee well-being as mediation aside from having an advantageous effect on job performance from employee well-being, it is known that employee well-being is affected by factors such as technostress (singh et al., 2022; spagnoli et al., 2020), perceived organizational support (harunavamwe & ward, 2022; wojtkowska et al., 2017), total reward systems (gbande, 2016), and work-life balance (harunavamwe & ward, 2022). accordingly, this study will examine the indirect impacts of technostress, perceived organizational support, total reward systems, and work-life balance affecting job performance, with employee well-being serving as an intervening variable. figure 1. conceptual model international journal of human capital management, vol. 7 (1), june 2023 91 | p a g e h7a: technostress has a negative indirect effect on job performance mediated by employee well-being. h7b: perceived organizational support has a positive indirect effect on job performance mediated by employee well-being. h7c: total reward systems have a positive indirect effect on job performance mediated by employee well-being. h7d: work-life balance has a positive indirect effect on job performance mediated by employee well-being. methodology to assess both the indirect and direct effects of independent variables on the dependent variable, researchers employed a quantitative research technique with a verification strategy in this study. as a result, this study employs a verification technique to assess the effect of technostress, perceived organizational support, total reward systems, and work-life balance affecting job performance and employee well-being among soes employees. sampling technique and samples the method of non-probability sampling, especially purposive sampling in judgment sampling, was used in this investigation. it involves selecting sample members based on specific criteria or characteristics determined by the researcher. as previously explained, the sample criteria to be analyzed in this study are employees of soes companies located in jabodetabek and have worked for one year, so that the respondents can represent the existing population with qualified knowledge of the company's current conditions. hair et al. (2019) categorized the minimum sample size into four groups. one of these categories includes models with seven constructs or fewer, with a simple commonality of at least 0,5 and identifiable constructs. for such models, a minimum sample size of 150 is recommended. so, taking the number of samples stated by hair et al. (2019) into account, the number of samples to be analyzed in the present investigation is 263 respondents. data collection the steps of data gathering are carried out by providing questionnaires in the form of a survey to study respondents. the questionnaire is made up of numerous questions that are constructed in order to elicit direct replies from respondents. technostress is measured from research instruments that have been carried out by tarafdar et al. (2007). the research tool is evaluated based on five dimensions that can explain technostress: techno-complexity, technooverload, techno-insecurity, techno-invasion, and techno-uncertainty. the perceived organizational support survey (spos), which consists of 8 question items, will be used to assess perceived organizational support in this research. the perceived organizational support survey (spos), which consists of 36 question items, was established as a measure of perceived organizational support commitment due to the assumption that perceived organizational support is an antecedent of organizational commitment (eisenberger et al., 1986). total reward systems variable will be measured using research instruments conducted by hareendrakumar et al. (2021). the research instrument will be measured through 3 dimensions, namely compensation, benefits, and recognition. in research done by hareendrakumar et al. (2021), total question indicators comprise 11 question items. hayman (2005) study tools were used by the researcher to assess work-life balance. hayman (2005) created a psychometric tool to assess work-life balance in organizations, which included 15 questionnaire questions tested across three dimensions: work interference with personal life (wipl), personal life interference with work (pliw), and work personal life enhancement (wipl). international journal of human capital management, vol. 7 (1), june 2023 92 | p a g e employee well-being will be assessed using the perma model, which consists of five indicators: p stands for positive emotion, e stands for engagement, r stands for positive connections, m stands for mean, and a stands for accomplishments (seligman, 2011). in this study, researchers will use the perma model designed by (butler & kern, 2016) with the number of question items used, namely 15 question items.the job performance of soes employees will be measured through individual work roles (griffin et al., 2007) which consists of 9 question items. individual work role behaviors will focus on individual task behaviors to measure job performance. data analysis structural equation modeling (sem) techniques are used to analyze the relationship between variables and figure out the direct or indirect effect of the independent variables and the dependent variable from technostress, perceived organizational support, total reward systems, and work-life balance with job performance mediated by employee well-being for soes employees. the analysis was carried out in this study utilizing the lisrel 8.80 calculation program to produce correct calculation results and to facilitate faster and more exact data processing, as well as spss to conduct descriptive analysis. after the sem analysis was carried out, this research will be analyzed more in the kindependent samples different test. k-independent samples were used in this study to determine the differences between each generation from the perspective of technostress, perceived organizational support, total reward systems, and work-life balance. the result of the analysis would show whether generations may have the same or identical or different perspectives. results and discussion results based on the analysis the respondents, the profile characteristics of the 263 respondents worked in the telecommunications and media industry cluster with a total of 85 respondents (32,23%), followed by the financial industry cluster of 50 (19,01%), energy, oil & gas industry 31 (11,79%), plantation & forestry industry 30 (11,41%), and 8 other industry 67 (25,48%). when viewed from the year of birth or generation, generation y (1981 – 1994) represents the highest number of respondents 128 (48,67%), followed by generation z (1995 – 2010) 85 (32,32%), and generation x (1981 – 1994) represents the lowest number of respondents 50 (19,01%). furthermore, measurement model testing was performed to confirm the chosen model's goodness of fit for further study. the structural model fit test revealed that the model has a good fit, as evidenced by absolute fit indices, rmsea of 0,067 (rmsea 0,07) and srmr of 0,068 (srmr 0,08). and also, incremental fit indices (nfi, rfi, cdi, and ifi), with each indicator considered good if the incremental fit indices are greater than 0,94 (hair et al., 2019). the analysis of the model fit reveals that each indicator has values above their marginal values, with nfi at 0,96, rfi at 0,96, cfi at 0,98, and ifi at 0,98, indicating that the structural model has a very good fit. therefore, it can be concluded that the overall structural model used has a good relationship between latent variables. international journal of human capital management, vol. 7 (1), june 2023 93 | p a g e table 2 convergent validity testing result variable item slf error validity test cr ≥ 0,7 ave ≥ 0,5 reliability test technostress tscomp 0,52 0,73 valid 0,8334 0,5655 reliable tsover 0,89 0,21 valid tsins 0,68 0,54 valid tsinv 0,86 0,26 valid perceived organizational support pos1 0,86 0,25 valid 0,9165 0,6503 reliable pos2 0,90 0,18 valid pos3 0,88 0,22 valid pos4 0,83 0,32 valid pos5 0,63 0,60 valid pos6 0,69 0,52 valid total reward systems trsc 0,94 0,13 valid 0,9332 0,8238 reliable trsb 0,96 0,07 valid trsr 0,82 0,33 valid work-life balance wipl 0,92 0,16 valid 0,8010 0,6717 reliable pliw 0,71 0,50 valid employee wellbeing ewp 0,83 0,31 valid 0,9469 0,7816 reliable ewe 0,82 0,33 valid ewr 0,89 0,21 valid ewm 0,94 0,11 valid ewa 0,93 0,13 valid job performance jp1 0,87 0,25 valid 0,9597 0,7069 reliable jp2 0,85 0,28 valid jp3 0,86 0,26 valid table 1 structural model fit test goodness of fit indicator cut-off value goodness of fit value conclusion absolute fit indices gfi gfi > 0,9 0,84 marginal fit rmsea rmsea < 0,07 0,063 good fit srmr srmr ≤ 0,08 0,068 good fit incremental fit indices nfi nfi > 0,94 0,96 good fit nnfi nnfi > 0,94 0,98 good fit rfi rfi > 0,94 0,96 good fit cfi cfi > 0,94 0,98 good fit ifi ifi > 0,94 0,98 good fit international journal of human capital management, vol. 7 (1), june 2023 94 | p a g e jp4 0,86 0,26 valid jp5 0,85 0,28 valid jp6 0,90 0,19 valid jp7 0,90 0,19 valid jp8 0,81 0,35 valid jp9 0,77 0,41 valid the construct validity was assessed based on the standardized loading factors (slf) of the formed model. constructs with slf values meeting the minimum standard of slf ≥ 0,5 were deemed valid and suitable for further analysis. the reliability of the measurement model was evaluated using two indicators of convergent validity: average variance extracted (ave) with ave values ≥ 0,5, and construct reliability (cr) with cr values ≥ 0,7 (hair et al., 2019). the respecified measurement model was evaluated based on construct validity in terms of both validity and reliability. table 2 shows the outcomes of this investigation. the t-value and p-value will be used to evaluate the significance of the influence of variables on the study hypothesis based on the findings of the structural model analysis. criteria for the significance of the effect between latent variables will be compared with the value of t-table = ± 1,645 (one-way hypothesis) with the acceptance rate of the research hypothesis, t-value ≥ 1,645 or t-value ≤ 1,645 and reject otherwise and the hypothesis can be accepted if the p-value ≤ 0,05 and reject other values. a negative t-value indicates that the latent variable has a negative influence on other latent variables, whereas a positive value indicates the reverse. the structural model analysis, as shown in figure 2 and table 3, demonstrates that the independent variables, such as technostress, perceived organizational support, total reward systems, and work-life balance, have no substantial direct influence on job performance. this is evident from the t-value and p-value results, which do not meet the established standards. however, it is worth noting that the variable of technostress does have a significant influence on the mediating variable of employee well-being, indicated by a path coefficient of -0,14 (t-value = figure 2. structural model path diagram international journal of human capital management, vol. 7 (1), june 2023 95 | p a g e -179 and p-value = 0,0372). this suggests that technostress negatively affects employee wellbeing. employee well-being is also influenced by perceived organizational support, total reward systems, and work-life balance, with sequential path coefficients of 0,57 (t-value = 6,93 and pvalue = 0,0000), 0,15 (t-value = 2,11 and p-value = 0,0178), and 0,16 (t-value = 1,99 and p-value = 0,0000). these three variables exhibit positive path coefficients and t-values, implying that perceived organizational support, total reward systems, and work-life balance have a beneficial influence on employee well-being. furthermore, the employee well-being, which serves as a moderator in this study, has a considerable impact on job performance. the value of the path coefficient is 0,66 (t-value = 7,59, p-value = 0,0000), indicating that employee well-being has a positive influence on job performance. when the mediating function of employee well-being in the effect of technostress, perceived organizational support, total reward systems, and work-life balance on job performance is examined further, it is discovered in table 4 that the employee well-being variable has a totally mediating role. as a result, it is possible to conclude that the impact of technostress, perceived organizational support, total reward systems, and work-life balance upon job performance are mediated by employee well-being. table 3 research hypothesis analysis h path path coefficient t-value p-value conclusion h1 technostress  job performance 0,09 1,03 0,1519 positive & statistically not significant h2 perceived organizational support  job performance -0,05 -0,53 0,2982 negative & statistically not significant h3 total reward systems  job performance -0,02 -0,23 0,4091 negative & statistically not significant h4 work-life balance  job performance -0,04 -0,43 0,3337 negative & statistically not significant h5a technostress  employee wellbeing -0,14 -1,79 0,0372 negative & statistically significant h5b perceived organizational support  employee well-being 0,57 6,92 0,0000 positive & statistically significant h5c total reward systems  employee well-being 0,15 2,11 0,0178 positive & statistically significant h5d work-life balance  employee well-being 0,16 1,99 0,0237 positive & statistically significant h6 employee well-being  job performance 0,66 7,59 0,0000 positive & statistically significant international journal of human capital management, vol. 7 (1), june 2023 96 | p a g e the total effect variable approach of hair et al. (2019) will be used to quantify the total effects of technostress, perceived organizational support, total reward systems, and work-life balance upon job performance. the indirect effect on mediation will be calculated by multiplying the independent variable's path coefficient on the mediating variable (path a) by the path coefficient of the mediating variable on the dependent variable (path b). table 4 shows the results of the indirect influence in this study, and the path coefficient values of the technostress variable, perceived organizational support, total reward systems, and work-life balance regarding job performance show the direct influence of the independent variables on the dependent variable. to calculate the overall influence of the technostress variable, perceived organizational support, total reward systems, and work-life balance affecting job performance, sum the direct and indirect effects of each variable independently. according to table 5, perceived organizational support had the largest overall effect on job performance factors. as a result, it is possible to conclude that the variable perceived organizational support is a latent variable that has the largest impact on improving the work performance of soes employees. discussions the changes in work styles resulting from the covid-19 pandemic and current digital transformation manifest in hybrid work arrangements, where employees are continuously engaged with technology for both work and personal purposes, which can contribute to excessive technology use. excessive technology use can lead to technostress. however, the findings of this study differ from previous research, where technostress negatively affected job performance (cahapay & bangoc ii, 2021; day et al., 2012; saidy et al., 2022; tarafdar et al., 2015). contrary to expectations, the study revealed that technostress does not exert a significant influence on job performance. surprisingly, the analysis demonstrated positive path coefficients, indicating that higher levels of technostress were associated with increased job performance. however, these table 5 total effect of independent variables on dependent variables variable direct effect indirect effect total effect technostress 0,09 -0,0924 -0,0024 perceived organizational support -0,05 0,3762 0,3262 total reward systems -0,02 0,0990 0,0790 work-life balance -0,04 0,1056 0,0656 table 4 mediating effects of employee well-being h path path a path b indirect effect conclusion h7a technostress  employee well-being  job performance -0,14 0,66 -0,0924 full mediation h7b perceived organizational support  employee well-being  job performance 0,57 0,66 0,3762 full mediation h7c total reward systems  employee well-being  job performance 0,15 0,66 0,0990 full mediation h7d work-life balance  employee well-being  job performance 0,16 0,66 0,1056 full mediation international journal of human capital management, vol. 7 (1), june 2023 97 | p a g e findings are consistent with the research conducted by several other researchers where technostress was found to have no significant effect and had a positive path (aziz et al., 2023; maipita et al., 2023; tarafdar et al., 2019). these findings indicate that employees in this study demonstrate the ability to effectively cope with and overcome technostress, mitigating its negative impact on the performance of soes employees. the presence of the new generation (generation y and generation z) with their unique work styles and innovative technology utilization presents a challenge that motivates employees to innovate, work creatively, and improve performance. furthermore, the structural model analysis results indicate that perceived organizational support, total reward systems, and work-life balance were not found to have a significant direct influence on job performance and even exhibited negative path coefficients. these findings are supported by previous research, where perceived organizational support (alshaabani et al., 2021; liu et al., 2019; sameer, 2022), total reward systems (li et al., 2023), and work-life balance (gaikwad et al., 2021; isa & indrayati, 2023) were found to have no significant effect with negative path coefficients. the findings suggest that perceived organizational support can be leveraged by employees to engage in task procrastination and non-work-related activities, potentially impacting their performance. furthermore, generation z employees perceive lower total reward systems and feel undervalued by the company, resulting in a negative influence on their performance within state-owned enterprises (soes). the impact of technostress on employee well-being, as found in the structural model analysis, has a statistically significant and negative influence on employee well-being.in line with existing literature (singh et al., 2022; tarafdar & stich, 2021), excessive technology use has varied effects on employees' psychological well-being. in the context of this study, these findings underscore the importance of addressing technostress in the work environment. companies need to pay attention to balanced technology use and provide appropriate support to employees in effectively managing technology to reduce the negative impact of technostress on psychological well-being. this research provides a significant contribution to understanding the relationship between technostress and employee well-being in the evolving digital era of soes. the structural analysis results indicate that perceived organizational support has a positive and significant influence on employee well-being and has the greatest impact in enhancing the employee well-being of soes. these findings are consistent with previous research stating that perceived organizational support is positively related to factors outside of work, such as employees' psychological well-being and life satisfaction (aggarwal-gupta et al., 2010; harunavamwe & ward, 2022; wojtkowska et al., 2017). these studies support the social exchange perspective in workplace relationships: employees are more likely to succeed in their jobs when they believe that their superiors and the organization as a whole support them and meet their needs (karim et al., 2019). the significance of enhancing organizational support to promote employee well-being is underscored. active involvement of leaders and supervisors in providing adequate support is crucial. concrete measures, such as reducing technology-related stress and ensuring technical support, can alleviate stress and improve work-life balance. introducing flexible working hours with a commitment to timely completion of tasks can aid employees. the research also found that total reward systems have a significant influence on employee well-being. this is consistent with previous research indicating that total reward systems serve as a tool to motivate employees to increase productivity and have a positive impact on employee well-being (gbande, 2016; hulkko-nyman et al., 2014; salleh et al., 2020). the study emphasizes the necessity of aligning total reward systems with the changing work styles brought about by digital transformation. it highlights the significance of providing appropriate and relevant total rewards to enhance employee well-being. adopting a holistic approach that includes both financial and non-financial components in reward and recognition strategies shows promise in improving employee well-being and organizational effectiveness. in the current context, where dynamic changes in the workplace and a shift towards more flexible ways of working are becoming dominant, it is important for organizations to consider international journal of human capital management, vol. 7 (1), june 2023 98 | p a g e work-life balance as a crucial aspect in enhancing employee well-being. a good work-life balance can contribute positively to employee well-being, which, in turn, can have a positive impact on overall employee performance. this research found that work-life balance has a significant influence on employee well-being. these findings are consistent with several previous studies that have shown the impact of work-life balance on employee well-being (harunavamwe & ward, 2022; irfan et al., 2023; ivasciuc et al., 2022). human resource management needs to prioritize work-life balance as one of the important issues to be addressed within organizations, especially in efforts to enhance employee well-being. as a mediating variable in this study, employee well-being has a significant and positive influence on job performance. this indicates that the higher the level of employee well-being, the higher their performance. these findings are consistent with several previous studies that highlight the relationship between employee well-being and job performance (boulet & parent-lamarche, 2022; lee et al., 2021; peccei & van de voorde, 2019). this research emphasizes the importance of fostering positive psychological mindsets to empower employees in diverse and challenging work environments. it provides valuable insights into the relationship between employee wellbeing and job performance, particularly in the context of dynamic workplace changes and high job demands. organizations need to prioritize employee well-being, encompassing happiness, health, and relationships, as it plays a significant role in enhancing performance. implementing strategies and programs, such as health initiatives and work-life balance efforts, can effectively support employee well-being and improve overall organizational performance. in this study, employee well-being plays a role as a mediating variable that connects factors such as technostress, perceived organizational support, total reward systems, and work-life balance with job performance. in other words, the effects of these factors on job performance occur through the influence of employee well-being. furthermore, using the k-independent samples different test, differences in perceived organizational support were found among generations, with generation x exhibiting higher levels compared to other generations. variations in employee wellbeing levels were also observed across industry sectors, with the plantation and forestry cluster showing lower levels. to enhance employee well-being and job performance, it is crucial to prioritize perceived organizational support, particularly in sectors with lower well-being levels. conclusion researchers have shown considerable interest in exploring factors influencing employee well-being and job performance. however, practical management experiences often fail to address the unique characteristics of the new generation of employees, who possess distinct interests (wang et al., 2022) and heightened psychological sensitivities (zhou & qian, 2021). consequently, a generational gap has widened between these employees and other generations. notably, perceived organizational support, the independent variable with the greatest impact on job performance, varies across generations. generation x (born between 1965 and 1980) exhibits higher levels of perceived organizational support compared to other generations. this finding underscores the continuous need for companies to prioritize perceived organizational support, ensuring that employees perceive their well-being as a priority and their contributions as valuable. this is particularly crucial for younger generations (generation y and z), who represent the future successors within the organization. to navigate an increasingly multigenerational work environment successfully, companies must devise strategies that accommodate the diverse needs and expectations of each generation. to optimize employee performance and enhance company productivity, state-owned enterprises (soes) should implement effective human resource strategies that align with organizational goals and foster innovative and sustainable practices. this study explores the impact of various factors on employee well-being and job performance in soes. structural equation modeling analysis revealed that employee well-being fully mediates the relationship between the international journal of human capital management, vol. 7 (1), june 2023 99 | p a g e examined variables and job performance. perceived organizational support exhibited the strongest overall effect on job performance, mediated by employee well-being. this highlights the importance of enhancing organizational support to promote employee well-being. active involvement of leaders and supervisors in providing essential support to employees is strongly recommended. measures such as mitigating technology-related stress and ensuring technical assistance availability can effectively reduce technostress and improve work-life balance, thus enhancing overall employee performance. therefore, further analysis is needed to explore the perspectives of the y and z generations regarding the variables that significantly influence job performance and employee well-being within the context of this research. additionally, future research could analyze the moderating role of coping response strategies, as conducted by tarafdar et al. 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(2021). research on the influence mechanism of dual leadership on the constructive deviant behavior of the new generation of employees—the chain mediating effect of promoting regulatory focus and role width self-efficacy. frontiers in psychology, 12. https://doi.org/10.3389/fpsyg.2021.775580 figure 1. conceptual model table 2 convergent validity testing result table 1 structural model fit test figure 2. structural model path diagram table 3 research hypothesis analysis table 5 total effect of independent variables on dependent variables table 4 mediating effects of employee well-being evaluasi implementasi program international journal of human capital management e-issn 2580-9164 vol. 1, no.2 , december 2017, p 74-85 available online at http://journal.unj.ac.id/unj/index.php/ijhcm 74 copyright © 2017, pps unj publisher the evaluation of education program implementation on head of indonesian republic bank unit afrizal y*, bedjo sujanto**, ma’ruf akbar*** indonesian republic bank state university of jakarta state university of jakarta afrizal_y@yahoo.com bedjosujanto@unj.ac.id makrufakbar@unj.ac.id abstract this study aims to evaluate education programs head of indonesia republic bank (bri) unit head in pekanbari regional office at bri corporate university padang. the study conducted for six months (october 2015 up to march 2016) using contex,input, process,product (cipp) evaluation model. the results showed that educational programs of head of bri unitis already well underway in accordance with the educational programs that have been compiled. nevertheless, it is necessary to evaluate on the improvement of the competence of the head of bri in the workplace after attending the educational process and the impact of education programs to the banking business. recommendations are given for the improvement of the education programs is to revise the instructional systems design so that the effectiveness of the educational program after participants return to their bases can be evaluated. keywords: evaluation, cipp model, educational program, indonesia republic bank competitive banking business competition in indonesia causes all players in this sector must continuously improve service to its customers. bank bri as one of the state-owned banks that have the widest network seeks to improve the competence of its human resources for excellent service to customers, especially at the level of bri unit as the front line of bri bank customer service network.increased competence of bri unit head has been done by bri bank regularly and continuously in educational institutions owned. educational programs are developed and applied in order to improve the factual competence of bri unit head with the expected competence in performing their duties and responsibilities that will affect bri's bank business. according to bramley, an educational program is said to be effective if the outcome supports the achievement of organizational goals, improving the capability of human resources, satisfying consumers or improving internal processes (detty, 2009). while wang and drewry stated that the effectiveness of education depends on educational materials, participants, widyaiswara, and learning process (rashid and jusoff, 2010). one of the weak points of the implementation of educational programs is at the evaluation stage which is less comprehensive and does not cover all dimensions of educational elements involved. in fact, the effectiveness of the education program needs to be evaluated in order to: (a) determine the level of progress of the training implementation, (b) find the promoting and inhibiting factors of training implementation, (c) find deviations or misleading the training, and (d) obtain materials for the preparation of improvement suggestions, change, cessation, or extension of training (fauzi, 2011). evaluation is the activity of giving value to a phenomenon with certain considerations. evaluation is a comparison between observation value and standard criteria (mustopadidjaya, 2005, phillips, 1991, arikunto and jabar, 2004; gopal, 2008; stufflebeam, 1971). evaluation is defined as mailto:afrizal_y@yahoo.com mailto:bedjosujanto@unj.ac.id international journal of human capital management, vol. 1 (2), december 2017 75 the determination of the extent to which a program reaches its intended purpose (boulmetis and dutwin, 2000).in general, people assume mistakenly that the evaluation of educational programs is only done at the end of program implementation only. though evaluation is a link in the education system since the planning process (need assessment), implementation (monitoring), the end of the program, and post the program. the core of evaluation is the provision of information as a material improvement of the next program (stufflebeam and shinkfield, 1985; stark and thomas, 1994; widoyoko, 2012). an educational program is said to succeed if students are able to follow the education well and can apply new competencies so that there is an increase in performance, both individuals and organizations (alwi, 2001). rae (2005), emphasizes more on measuring the impact and impact of educational programs on individual practice on their work and duties. according to him, evaluation of educational programs is useful for management, among others, to: (1) justify the investment of educational programs, (2) ensure that education makes changes to individuals and organizations. the opinion of experts above implies that the evaluation process will lead to recommendations for decision making (decision maker). according to arikunto and jabar (2009), there are four possible policies that can be made based on the evaluation of program implementation, namely: (1) discontinue the program because the program is not useful or can not be done properly, (2) revise the program on (3) continuing the program because the program is running as expected and delivering useful results, and (4) spreading the program by implementing programs that have succeeded elsewhere or repeating the program on another time. sentra pendidikan (sendik) bri padang is one of bri bank's education places that regularly conducts education process. educational evaluation held at sendik bri padang has not been optimally implemented to find the weak points of education program implementation. various shortcomings are still complained by the alumni, students, teachers, and staff, for example: (1) education programs are generally off the job training, so that learners often difficult to divide the time between follow education and finish work according to target set by the leadership; (2) the quality of teachers who are not yet optimal because they are not yet specialized; (3) the students' graduation rate is quite high, but there is no evaluation on the application of educational outcomes in their work environment. in relation to the above background, "evaluation of education program implementation of bri head of bri unit unit at pekanbaru at bri padang education center (sendik) bri padang" become interesting to investigate. the formulation of problem in this research is aimed to assess the effectiveness of education program for bri head unit pekanbaru kanwil with the focus of research as follows: (1) what background behind the holding of education programs for the head of bri unit ?; (2) how is the readiness of the input of education program of bri head of unit to be implemented ?; (3) how is the suitability of the process of implementing the education program of bri head unit in accordance with the program that has been prepared ?; (4) how are the results achieved during and after the bri unit head education program implemented? the four formulation of the above research problems were analyzed using cipp evaluation model (context, input, process, product). according to stufflebeam (1971), there are three important points in the evaluation: (1) evaluation is understood as a continuous systematic process, (2) the evaluation process includes the formulation of educational issues, obtaining relevant information, and providing recommendations to decision-makers. the cipp model assists the management of education to assess or evaluate the context (background), input (program plan prepared and relevant resource support), the process (the stage of action taken), and the product (benefits gained) of a learning process. all these things must be interconnected (figure 1). international journal of human capital management, vol. 1 (2), december 2017 76 figure 1. key components of cipp and its relationship with the evaluation of educational programs (stufflebeam and shinkfield, 2007) figure 1 shows that the core values of the cipp evaluation model vary according to the evaluation stage. in context evaluation, the purpose of the institution is a key consideration to be assessed. input evaluation assesses how an educational program is organized or planned. execution of the program is assessed at the stage of the process, whether it has been in accordance with the plan that has been prepared. finally what benefits are derived from an educational program, assessed at the product stage. arikunto and jabar (2008) describe every aspect of evaluation in cipp as follows: (1) evaluation of context, ie evaluators reveal the problems underlying the existence of the program; (2) input evaluation, which is an assessment of the strategy, work plan, budget, and approach chosen for the implementation of a program; (3) evaluate the process prioritizing the recording and monitoring activities of a program's journey; (4) product evaluation, is a step to identify short, medium and long term results. cipp is a model that is often used today by education evaluators because the model is somewhat objective and effective in terms of view of a program. for example, kuo et al. (2010) examines the nanotechnology engineering curriculum using the cipp evaluation model. in his research developed the evaluation matrix of cipp assessment especially to emphasize the importance of the teaching process. this research begins by evaluating the nano-tech curriculum in technical education using the cipp matrix. after interviewing the technical education teacher, the cipp assessment matrix of the nano-technology curriculum was revised and submitted for review by a panel of experts. by combining expert panel advice and user curriculum feedback, the researchers recommend a matrix that is the reference for the design of the engineering curriculum. azizi (2001) examines the use of the cipp evaluation model to assess the learning program. the cipp evaluation model turns out to make it easier to decide whether the program should be continued, improvised, improved, or even discontinued.parmadi et al. (2013) evaluates the students' self-development program of junior high school by using kwadran glickman as a categorization reference. the result of the research concludes that the implementation of self-development program of junior high school students in terms of context, input, process, and product is effective.king (2008) in his dissertation that the theme of evaluation of character education program for elementary school students recommend that schools should be more involved in the election, development, and program planning in the future. international journal of human capital management, vol. 1 (2), december 2017 77 method this research uses cipp evaluation model which is carried out for six months from october 2015 until march 2016. the purpose of research in general is to evaluate education program of bri head unit of bri pekanbaru regional office on bri padang sendik. specifically, the purpose of this study is as follows: (1) knowing the background of the education program, (2) knowing the input of education program, (3) knowing the process of implementation of the education program, and (4) knowing the results achieved during and after education programs. the study used an evaluative approach with a phenomenological research design based on the subjectivist point of view of tineliti or informant in a natural setting without any intervention from the researcher (herdiansyah, 2011). the subjects of this study were the head of education division of bri (1 person), bri padang (1 person), widyaiswara (3 persons), education participants (5 persons), and alumni (3 persons). data were collected by observation, interview, and documentation techniques. research instruments in the form of observation guides and interview guides were prepared to facilitate field data collection. information comes from the archive of documents, letters, and relevant reports from sendik bri padang. test validity (validity) data in this study include test credibility, reliability, and objectivity. testing credibility or trust in data is done with extension of observation, increased perseverance in research, and discussion with peers. reliability testing is done by repeating / replicating the research process that has been done. meanwhile, objectivity testing or confirmability is performed by indicating whether the data obtained has been agreed upon by many people. the data and information obtained are systematically analyzed. technical analysis of data in this study using interactive analysis techniques from miles and huberman (1992). data analysis process using an interactive model is done by presenting and reducing data simultaneously after completion of data collection process. conclusion is a process of interpretation with a logical interpretation. if the conclusion is deemed inadequate, then re-analysis of data has been collected, reduced, and presented beforehand, or even collected back the required data. thus, the data collection and analysis activity is a cycle until the research is completed (figure 2). figure 2. interactive model data analysis procedure (miles and huberman, 1992). result and discussion 1. background and strategy of education program of bri head unit the main foundation of the education and training program of bri head unit is the vision and mission of bank bri. the vision of bank bri is "to become a leading commercial bank that always prioritizes customer satisfaction". to translate the vision, bri bank has three missions, including the second mission is "to provide excellent service to customers through a wide network data collection data reduction conclusion presentation of data international journal of human capital management, vol. 1 (2), december 2017 78 and supported by professional human resources and reliable information technology by implementing risk management and good corporate governance gcg) is very good ". the vision and mission of bri bank will only be achieved if the human resources of bank bri are professional and have adequate competence. the human resource competencies are human resources with knowledge, skill, and attitude. important position bri unit as the front line of bri bank customer service operation network can not be denied. therefore, providing the head of bri unit with up-to-date business issues is a necessity that must be fulfilled so that bri banks can continue to do business and avoid the risk of losses as early as possible. as the director of education and training division of bri bank. "... the business world is moving so fast that competition is getting tougher ... the bri head unit must not only possess sufficient competence and knowledge but also must have good attitude and behavior. this is so that the banking business can grow well and good corporate governance can be enforced ". in order for the hr development process to fit the company's needs and business development, bri bank prepares the public policy of education (kupdik) of bri. the general policy will serve as a guideline for all bri work units in order to achieve a planned, effective, efficient, targeted and sustainable education. in the kupdik bri mentioned that philosophically education organized by bri bank aims to develop the competence of hr bank bri optimally in accordance with the ability of the company in order to support the achievement of corporate objectives in accordance with business development. the development of bri's human resource competencies is carried out in order to: (1) meet competency gaps in line with business needs and company capabilities; (2) preparing the cadre of a competent company leader, possessing wide insight and mastering the field of duty which is his responsibility. this is where the role of quality development of bri unit heads through education and training programs is important. the educational program is based on instructional system design (dsi), a systematic process in developing educational programs based on learning theories and principles. dsi is prepared for each type of educational program held by bri, namely: (1) educational programs, (2) application education programs, and (3) development education programs. special debriefing education is intended for prospective or new bri unit heads serving as task orientation as unit head. application education aims to increase the competence of head unit that must always be up to date about the development of legal and business aspects encountered. meanwhile, development education is addressed to the unit head who will be promoted at a higher level of office. simply the contextual position of the bri unit head education program is shown in figure 3. figure 3. head of bri training unit as a derivative of bri's vision and mission. 2. input of education program head of bri unit vision and mission bri kupdik and dsi head education programs bri unit international journal of human capital management, vol. 1 (2), december 2017 79 organization and management education education and training head of bri unit of kanwil pekanbaru is one kind of education program held in padang education center. the role of padang education center can not be separated from the organization and management of bri education as a whole. bri bank institutionally conducts educational programs involving all stakeholders from bri directors, directors of division, bri education and training division, bri's education center (sendik), and all other work units of bank bri's scope which have responsibility and authority respectively . figure 4. hierarchy and mechanism for proposing education programs head of bri unit at bri padang education center. the education program for bri head of unit of the regional office of bri pekanbaru at bri padang education center has been well implemented. this is not independent of the resources owned by bri padang education center. currently, sendik padang is headed by a head of education center assisted by 14 staff members, and 1 academic and education division (akp) supervisor or learning administration operation (lao) with 3 staff. the organizational structure of padang education center as follows figure 5. organizational structure of bri padang education center. to improve institutional capacity, in 2016, bri padang education center was renamed bri corporate university (bri corpu) of padang in accordance with bri director's decree nokep s.30-dir / cds / 03/2016 dated march 18, 2016. changes in institutional status the cause in sendik bri padang, which is as follows: 1. less paperless learning. module delivery to participants and the evaluation conducted online by using simdik device is brismart, not manually anymore. learning materials are defined from bri pusat. p ro p o se d t o i m p le m e n t a n d r e p o rt o n t h e i m p le m e n ta ti o n o f t h e p ro g ra m i n a c c o rd a n c e w it h k u p d ik a n d d s i e v a lu a te a n d a g re e to e sta b lish e d u c a tio n a l p ro g ra m s directors of bri director in charge of bri's training division division of training of bri sendi bri padang headmaster instructor general affair academic and educational section(akp) international journal of human capital management, vol. 1 (2), december 2017 80 2. lesson material in application education program is more case study for problem solving for bri unit head. therefore learning system is landing learning (combiningin-class and problem solving). 3. all problem solving materials are discussed with competent resource persons, for example with the head of bri unit who excel. input educational programs education programs bri head unit is prepared based on instructional system design (dsi) through addie (analysis, design, development, implementation, evaluation). stages of analysis, design, and development related to program program input, implementation stage related to the implementation of the program, while the evaluation stage is related to the evaluation of program outcome. a. stages of analysis (analysis) the analysis was conducted to identify the gap between the competency targets and the actual competencies of the bri unit head that influenced the performance. educational programs are prepared taking into account the results of educational needs analysis, characteristic analysis of educational participants, as well as analysis of resources and working environment conditions. the framework of educational program analysis is presented in figure 6. figure 6. bri's education program analysis framework.source: dsi bri education for the head of bri unit of pekanbaru regional office is encouraged due to the needs of the organization and the existence of the gap between the expected competency targets and the competencies they have. therefore, the purpose of education of bri unit head is to improve the competence (skill, knowledge, attitude) to achieve the target of the determined competency (table 1). target business list of job descriptions performance targets job competency profile target competence gap of competence educational needs proposed educational program characteristics of education participants resources and working environment conditions actual competence 1. observation 2. survey 3. work sempling 4. interview 5. fgd 6. audit findings 7. development results 8. assessment international journal of human capital management, vol. 1 (2), december 2017 81 table 1. education needs analysis head of bri unit. no. needs analysis type of education debriefing application development 1. educational needs candidate head of bri unit is expected to have the competence to work as the head of bri unit head of bri unit able to minimize the gap of competence of his position with the actual competence he has the head of the bri unit has competencies equivalent to the national bankers for career development 2. the purpose of education candidate head of bri unit able to work as head of bri unit head of bri unit able to improve the competence in performing their duties the head of the bri unit is in charge of specific tasks for the future development of his career b. design step design is the process of designing educational programs that include learning objectives, activities to be undertaken, plans and methods of evaluation and other matters relating to the implementation of learning. the results of the design stage of education in the form of competence maps, learning program outline (gbpp) and learning event units (sap). competency map is the elaboration of the need for certain competencies (special instructional goals / icts) and the order of fulfillment to achieve the learning objectives (general instructional objectives). compilation of competence map is done by following the steps: (1) collecting all required competencies based on the proposed educational program in the analysis phase; (2) arranging the order of fulfillment of the competency requirement that has been determined in accordance with the abcd (aidience, behavior, condition, degree) rules and bloom taxonomy (cognitive, affective, phsycomotoric). gbpp is the design of the subject matter of learning that is prepared to meet the fulfillment of learning objectives according to the needs of education. gbpp is based on the competency map taking into account the target characteristics of education participants, availability of resources, and working environment conditions. sap is a learning activity plan based on sub subjects on gbpp. sap provides guidance on the scope of the material, learning activities, media and other resources involved. sap is an arrangement of activities based on the time sequence of the delivery to be performed in the lesson. c. stages of development (development) development is the process of preparing teaching materials and evaluation materials used in the implementation of learning. the teaching materials consist of the main teaching materials (modules, handouts, slides) and supporting materials (practice questions, case studies, role play scenarios, game activity guides, sample forms, movie trailers and so on). the module is a teaching material that includes complete and systematic learning materials based on gbpp. the module contains information: (1) title of educational materials, (2) tiu and ict, (3) educational materials, (4) reference list, and (5) ) exercise. handouts are instructional materials in the form of a summary of learning materials provided to the participants to help participants understand the material. presentation materials (slides) are teaching materials in the form of visual impressions conveyed by teachers to help participants understand the material. education budget the education budget is the cost allocated for the implementation of the entire series of educational activities of bri head unit. the budget consists of lodging, catering, laundry, international journal of human capital management, vol. 1 (2), december 2017 82 transportation, atk, allowance, honoraria, rent and so forth related to the education process. the realization of education budget in padang education center 2014-2016 is shown in figure 7. figure 7. plan and realization of budget of training of sendik padang (2014-2016).source: sendik padang supporting education facilities a. education management information system (simdik) simdik is a system used to manage and monitor all data and educational activities head of bri unit. simdik (bri smart) is developed by using the application system so easy to use (user friendly) that produces data and information complete, accurate and tekini (up to date) tailored to the needs and technological developments. educational participants can undertake various activities through bri smart online such as registering before education, downloading material, pretest and posttest, evaluating the process, suggesting educational needs, and so forth. b. other supporting facilities other supporting facilities owned by sendik bri padang such as classrooms, dormitories, sports facilities, and facilities of worship are adequate and in good condition. 3. education process head of bri unit the education process of the bri unit head includes three things: (1) preparation of the implementation of learning activities, (2) implementation of learning activities, and (3) post implementation of learning activities. stages of educational implementation in general has been well implemented by bri padang education center in education programs for bri head unit described as follows. a. condition of learners learners are generally active in following the lesson. but if education is done at the beginning and end of the month, usually the number of learners do not meet the plan due to the various activities of bri units respectively. not surprisingly, there are personnel who have not difficult to follow the education on the grounds of business bustle. educational participants as bri head unit that must remain responsible for the smoothness of business in its working area, can not focus one hundred percent on the learning process during the education process. nevertheless the realization of education participants of bri unit heads in 2016 at sendik padang always exceeded the plan (table 2). 2014 2015 2016 rka 0.020 0,.020 24.631 realisasi 0,.015 0,.018 0,.015 % realisasi 0.75 0.91 0.61 0.00 0.20 0.40 0.60 0.80 1.00 0.000 0.005 0.010 0.015 0.020 0.025 0.030 b u d g e t re a li za ti o n ( % ) b u d g e t re a li za ti o n ( b il li o n r p ) rka realisasi % realisasi international journal of human capital management, vol. 1 (2), december 2017 83 table 2. plans and realization of education head of bri unit year 2014-2016 description education briefing education application 2014 2015 2016 2014 2015 2016 rka 50 50 50 250 250 250 realization 35 32 53 134 270 280 % realization 70 60 106 54 108 112 source: sendik padang. the motivation of learners to follow education generally is to carry out the task. but individually each participant has various reasons, some to learn, refreshing, the opportunity to go home, and can share with his fellow unit heads on business matters. b. performance of instructor / instructor the quality of the teachers is good enough. instructors prepare well all the main teaching materials, supporting materials, and the necessary teaching aids. the way the instruction is done by the instructor varies depending on each instructor, such as tutorial, discussion, and role play. teachers generally master some material, but have material specialization. c. learning environment adequate learning time allocation supported by learning aids (in focus, microphone, flip chart, white board, evaluation form and so on). condition of facilities and infrastructure sendik bri padang complete and well maintained, equipped with full wifi mess, means of worship and facilities sports. the amount and variety of the food menu is good. although in general the education process of bri unit head has been running well, but there are some obstacles faced, namely: (1) the realization of education participants bri head unit that has not met the target; (2) teachers who specialize in micro or retail and operational it are still inadequate, whereas it is needed by participants in the settlement of cases in the field; (3) muchneeded case study times are often inadequate. 4. effectiveness of education program evaluation developed in the education program of bri head unit is embodied in instructional system design (dsi) which guides the program. there are four levels of evaluation that have different goals according to the level of evaluation. eva-1 is done to know the reaction and satisfaction (reaction and satisfaction) learners to the implementation of learning. eva-2 is conducted to measure the level of mastery of the material from learning outcomes (learning). eva-3 is conducted to measure the effectiveness of application of educational outcomes in the workplace (application / behavior). eva-4 is conducted to measure the impact of educational outcomes in improving business or organization performance (business impact). the new evaluation conducted by sendik bri padang is eva-1 and eva-2. while eva-3 and eva-4 are still not implemented because of constrained data from the work unit participants. evaluation at this time has been done with bri smart. eva-1 is filled by learners to assess the implementation of learning processes related to instructors / instructors, teaching materials, facilitators, supporting facilities, lodging, and catering (table 3). international journal of human capital management, vol. 1 (2), december 2017 84 table 3. results of eva-1 education application program head of bri unit se-kanwil pekanbaru year 2016 at education center bri padang. aspects and components value description a. teachers 81,72 good b. teaching materials 81,60 good c. facilitator 82,00 good d. supporting facilities 90,69 very good e. lodging 82,35 good f. catering 75,63 very good value of satisfaction 82,33 good source: sendik padang. eva-2 is followed to assess students' learner enhancement by pretest and postes techniques. each learning material is first tested to the participants before being explained in the class. it aims to determine the level of knowledge of learners. at the end of the education program, postes are conducted. the purpose of postes is to measure the increase in learners' knowledge by comparing it with pretest results. pretes and postes are done online with bri smart (figure 8). figure 8. dynamics of knowledge level of application program participants of the application of bri head unit unit 14 year 2016. source: sendik padang increase in posttest value always occurs in the training of head of bri unit. this indicates that there is an increase in the knowledge of learners or in other words an effective educational program to achieve the goal of increasing the competence of bri head unit. as an example of the results of eva-2 education application program head of bri unit class of 14 years 2016 followed by 21 participants. conclusions education program head of bri units regional office of bri pekanbaru in padang education center has been running well, although it needs improvement on the effectiveness of educational programs. a more detailed evaluation is described as follows: background and strategy of education program bri's head is in line with the vision of bri's mission and needs. input of education program head of bri unit has been sufficient.the education process of bri unit head has been going well. bri unit head education program's effectiveness is still not optimal. evaluation of effectiveness of newly implemented educational programs on eva-1 evaluation and 0.00 0.20 0.40 0.60 0.80 1.00 1 3 5 7 9 11 13 15 17 19 21 t e s t v a lu e respondents postes pretes international journal of human capital management, vol. 1 (2), december 2017 85 satisfaction evaluation (eva-2) and knowledge enhancement (eva-2), while evaluation on workplace behavior (eva-3) and its impact on banking business (eva-4 ) not done. references alwi, syafaruddin. (2001). manajemen sumber daya manusia strategi keunggulan. kompetitif. yogyakarta: bpfe. arikunto, suharsimi. (2008). dasar-dasar evaluasi pendidikan. jakarta: penertbit bumi aksara. arikunto, suharsimi dan abdul jabar, cepi safrudin. (2004). evaluasi program pendidikan, pedoman teoritis praktis bagi praktisi pendidikan. jakarta: bumi aksara. arikunto, suharsimi dan abdul jabar, cepi safrudin. (2009). evaluasi program pendidikan. jakarta: bumi aksara. azizi, yahaya. (2001). the using of model context. input, process and products (cipp) in learning programs assessment, international conference on challenges and prospects in teacher education, concorde hotel shah alam, 16 & 17 july. boulmetis, j. dan dutin, p. (2000). the abc‟s of evaluation: timeless techniques for program and project managers. san francisco: jossey-bass. detty, regina. (2009). “evaluasi efektifitas program pelatihan know your customer and money laundering di bank xyz bandung”.journal of management and business review, vol vi. fauzi, ikka kartika a. (2011). mengelola pelatihan partisipatif. bandung: alfabeta. herdiansyah, haris. (2011). metodologi penelitian kualitatif: untuk ilmu-ilmu sosial, jakarta: salemba humanika. king, joyce ann. (2008). an evaluation of a character education program at an elementary school. dissertation, nova southeastern university. kuo dkk. (2010). “using the context, input, process and product model to assess an engineering curriculum”, world transactions on engineering and technology education vol.8, no.3. miles, matthew b. dan huberman, a. michael. (1992). analisis data kualitatif: buku sumber tentang metode-metode baru. jakarta: ui press. mustopadidjaya. (2005). manajemen proses kebijakan publik. jakarta: lembaga administrasi negara duta pertiwi foundation. parmadi, i ketut., dantes, nyoman., marhaeni, a.a.i.n. (2013). “studi evaluasi tentang pelaksanaan program pengembangan diri pada smp negeri di kecamatan negara”. ejournal program pascasarjana universitas pendidikan ganesha jurusan pendidikan dasar volume 3. rae, lislie. (2005). the art of training and development. using training aids (memaksimalkan potensi alat bantu dalam diklat). jakarta: bhuana ilmu populer. rashid, kartini mat dan jusoff, kamaruzaman. (2010). “the determinants of training effektiveness in malaysian organization”, interdisciplinary journal of contemporary research in business, vol ii. stark, j.s. dan thomas, a. (1994). assessment and program evaluation. needham heights: simon & schuster & schuster custom publishing. stufflebeam, d.l. (1971). the relevance of the cipp evaluation model for educational accountability, paper presented at the annual meeting of the american association of school administrators, atlantic city, n.j., february 24. stufflebeam, d.l. dan a.j. shinkfield. (2007). evaluation thery, models & applications. san francisco jossey bass. stufflebeam, d.l. dan shinkfield, a.j. (1985). systematic evaluation. boston: kluwer nijhof publishing. widoyoko, e.p. (2012). teknik penyusunan instrumen penelitian. yogyakarta: pustaka pelajar. international journal of human capital management e-issn 2580-9164 vol. 2, no.1, july 2018, p 34-39 available online at http://journal.unj.ac.id/unj/index.php/ijhcm 34 the evaluation of technical training program for career development in limited company of brantas abipraya jakarta didin hikmah perkasa 1 , suparno eko widodo 2 state university of jakarta didinhikmah@gmail.com suparnoekowidodo@unj.ac.id abstract the focus of this research is to ensure that the implementation of the technical career development program. this research was review at limited company of brantas abipraya jakarta who use technical training as the one of strategy in human capital career development. the research is used evaluation method with cipp approach. data were taken using interview guideline, questionnaire observation and document study and analyzed by descriptive method through discussion and triangulation. the component of evaluation aspect (cipp): context evaluation (context): vision of program mission and program objectives; input evaluation: strategy, design, plan and readiness of resources; process evaluation (process): implementation of strategy, design, plan and readiness of resources; evaluation of results (product): results and benefits of the program. the findings of the evaluation research, the program's mission, all the strategies, goals and objectives well implemented. keywords: program, evaluation, technical training, career development, and implementation the organization is managed by human resources. there are many problems in management. one of them is how a person has a good career, because everyone who works certainly hope to have a good career. according riva'i (2015: 207). job training is one of the company's strategy to develop employee career. job training in addition to improving the competence of employees, and if done with good planning will improve employee performance and performance. according kaswan (2013: 2) job training is part of the human resource management function and must be in line with the vision and mission of the company. training may also include changing attitudes so that employees can do their work more effectively. limited company brantas abipraya jakarta is one of 7 (seven) state-owned enterprises under the auspices of the minister of soes. established on november 12, 1980, is the expansion of the master project development of brantas river region. founded by ir. sutami was then minister of public works. obtaining the results of the training in accordance with the goals set, the objectives of the program should be formulated based on needs, problems, assets, opportunities, pay attention to legality aspects, then made a plan, implemented, and the results achieved and used as input for the next program. according to dessler (2011: 293), a systematic method of training process consists of four stages, namely: need analysis step, step instructional design, implement the program step, and the evaluation step. opinions are almost the same, argued by anthony, kacmar and perrewe (2010: 276) argues that the training process is divided into three stages, namely the assessment stage, training stage and evaluation stage. based on the expert opinion described above, both begins with the needs assessment activity, and the evaluation stage. evaluation is useful as a feedback of the whole process. therefore, evaluation is a very important activity because it helps determine the success of a program. mailto:didinhikmah@gmail.com mailto:suparnoekowidodo@unj.ac.id international journal of human capital management, vol. 2 (1), july 2018 35 evaluation study conducted by tulung (2014), entitled evaluation of education and leadership training program level iv on training center of manado, using an evaluation model cipp (context, input, process, and product). the results of this study indicate: the program implemented is based on the applicable law; the objectives of the program are suitable for improving the competence of learners; learners have met the criteria but are still very limited for lecturers and administrative staff; the method used in accordance with the curriculum is the method of coaching; facilities to meet the standard feasibility; the program has been implemented according to the specified schedule; the overall program evaluation results are showed that, participants, lecturers, and organizers meet the criteria. a holistic understanding of the evaluation is given by stufflebeam and shinkfield (2007: 16), which defines evaluation as a systematic process of providing information that can be taken into account to determine the value and benefits of the objectives, design, implementation and impact to help make decision. based on the two opinions of experts above, it can be formulated that the evaluation as a process of assessing something based on predetermined criteria or goals, then a decision on the object being evaluated. some the problems are related to the implementation of the training process is not optimal, among others: (a) planning of learning programs incomplete and focus, as well as the implementation is not fully consistent; (b) the instructors' lesson preparation activities are less than optimal; (c) not yet optimal supervision, monitoring and evaluation function as component of quality control; (d) the number and capacity of instructors and training personnel who are still limited; (e) the readiness of infrastructure and facilities such as libraries is still limited; (f) training budget support. several problems are related to the achievement of training result that have not been optimum such as : (a) unmet requirement of number of experts such as dam, road, bridge and building; and (b) there are still some complaints from participants in career development after training whether their careers will improve. in order to find out more depth and accurate about the effectiveness level of program implementation, comprehensive program evaluation needs to be done. one program evaluating model most widely known and applied in various fields, namely program evaluation model cipp (context, input, process, and product). this model, developed by stufflebeam, et al., (1967) at ohio state university. the cipp model is an evaluation model that views the program as a system. evaluation model cipp can be used for summative evaluation (conducted at the end of the program), aimed to obtain information about the quality and value as well as the benefit / significance of a program (summative evaluation: a retrospective use of cipp information to sum up the program's merit, worth, probity , and significance). information obtained from the evaluation results useful as consideration for decision makers (decision makers) in decision-making or policy further. based on the background of the problem, the purpose of this study is to determine the effectiveness of the program by evaluating: (a) program background, namely: vision, mission and program objectives; (b) program inputs, namely: strategy, design, lesson plans, and readiness of resources; (c) implementation of the program, namely: the implementation of learning programs and activities of learning activities; and (d) program outcomes, namely: results and impacts. method this study is used evaluative approach using cipp evaluation model according to stufflebeam, which consists of context, input, process, and product. the method used is qualitative descriptive. the focus of this research is to evaluated of the implementation of technical career development training program at limited company of brantas abipraya jakarta. the data are collected all primary and secondary data, using interview technique, observation and document study. data validation is carried out with triangulation of data sources and techniques. qualitative data analysis is done through data reduction activities, data presentation, and data verification (miles and huberman, 1994: 8-12). the data collected were compared against the evaluation criteria, assessed international journal of human capital management, vol. 2 (1), july 2018 36 and interpreted using assessment and interpretation guidelines consisting of three categories: (a) ≤34% (less effective); (b) the value of 35-67% (effective enough); and (c) the value of ≥68-100% (effective). based on the results / findings of the study carried out the next discussion drawn conclusions and recommendations for the continuation of the program. discussion the results of the evaluation of the implementation of technical career development training program at limited company of brantas abipraya jakarta, as follows: 1. background evaluation program (context evaluation) a. vision and mission program: the main requirement is the basis of the need for organized technical training courses for career development organization is constantly changing the necessity of having the human capital that is able to compete with competitors. the vision and mission of career development technical training program refers to the vision and mission of the organization. referring to the vision and mission that the purpose of career development technical training program is to equip or motivate to have the technical expertise to be able to carry out its tasks in the field of construction. this contains the values (values) that will ensure sustainability and long-term success and the mission are realized the vision of the program. the vision and mission formulation has considered the outcomes of the previous program, which will provide direction and as a guide for future planning. b. program objectives: objective career development technical training program has been loaded in writing in the formulation of competencies that must be achieved by the participants, namely the mastery of knowledge, skills, attitudes and behavior, ability to work, rights and authority and responsibility as a flight physician. formulation of program objectives should be based on needs, problems, assets, opportunities (stufflebeam, 2007: 329). the program has set goals based on the needs, problems, assets, and opportunities and pay attention to the legality, but the formulation of objectives based on the needs of less associated with effectiveness and efficiency. overall, the results of the evaluation of the background (context) got a good category, meaning partially or completely foreground program already meets the criteria specified. 2. evaluation m forces opened program (input evaluation) a. program strategy: strategy is a set of action plans to achieve goals (anthony, kacmar, and perrewe, 2010: 9). the strategy of this program, are: core business skills training appropriate among other dams, roads, bridges and buildings. b. design program: design training illustrates a procedure or unitary concept with components that have relevance to one another. the design training program followed the rules and procedures set out that the analysis of training needs, with considerations as well as the needs of today's organizations predict future conditions and is expected to continue this program. c. lesson plan: r plan of learning programs, include: curriculum, lesson plans, phasing, calendar exercise. d. readiness resources: human resources (participants, teachers, managers), teaching materials, and infrastructure (classrooms, support facilities, and training budget. overall, the results of the evaluation of the input (input) got a good category, meaning partially or fully enter the program has met the specified criteria. 3. evaluation of the implementation program (process evaluation) a. implementation of learning program international journal of human capital management, vol. 2 (1), july 2018 37 1) k curricula have: the curriculum used in training load training design called the goals to be achieved in the technical training career development program, the implementation guided by the curriculum / is design used in 2014. m ccording hamalik (2002: 52), who said that the curriculum contains material which is arranged in the sequence of activities and the scope to cover the areas of teaching, subjects, problems and objects that need to be done. 2) the teaching program: the teaching program aims for all activities carried out by effective teaching and empowering. therefore, the teaching / syllabi program needs to be guided in teaching activities to be done well. in this training program that s common was appropriate teaching activities and implemented according to plan training programs. 3) phasing of learning: learning phasing intended to carry out the process / learning activities in a systematic, effective and efficient. based on interviews with the senior manager of human capital states that the phasing of training is done at the beginning of the course by taking the pre-test to test the understanding of the participants in these training materials and after the training is completed the posttest to test the participants in capturing the material that has been studied whether there was an increase, so it can be in implement on the job to be performed. 4) implementation is workout calendar: calendar of training should serve as guidance in order to achieve efficiency and effectiveness in the learning process, with the timing of learning activities in a period of a certain period of time. that the implementation calendar career development technical training program in limited company of brantas abipraya jakarta, that has been implemented consistently in accordance with the plans that have been made, and the entire subject matter (type of activity; the number of days and number of hours of lessons) performing well according to the plan are made. b. activity of learning activities: 1) implementation of the trainings activities of the participants is evaluated based on the activities of the participants in the training activities in the classroom, aiming to know the process of conducting the trainings conducted by the participants during the training process. participants conduct training activities with discipline, motivation, attention, seriousness and responsibility, and supported by facilities and infrastructure / facilities adequate learning. this, according to mathis and jackson (2008: 270), who said that efektifitas trainees learning activities, determined by the readiness of the participants themselves in the learning process (learning readiness). 2) implementation of the teaching activity was evaluated based on the activities of teachers in teaching activities, the implementation of teaching in class. most teachers always come on time, have reference, systematic delivery, approach, methods and media varied, giving exercises and applicable, problem-solving, to give an example, given the assignment, creating an atmosphere familiarity, be open, and to provide feedback, and can be followed. the components that contribute to determine the effectiveness of the training is learning style (learning style) and the transfer process of learning (learning transfer). 3) event manager training: the implementation of management training, activities are evaluated based training management activities, aims to understand the process of implementation of the management of technical training programs. the managers carry out training with a good management, backed up to the discipline's, air-motivation to assume joint responsibility for the success of the program, dedicates itself to provide the best service, and displays the attitudes and behaviors that can implemented 4) budget support exercise: that the implementation of the career development technical training program using budgetary funds of the company budget work plan which annually increases. international journal of human capital management, vol. 2 (1), july 2018 38 overall, the results of the evaluation of the implementation of the program are assessed in good category, meaning that part or all of the program implementation meets the criteria set. 4. evaluation h acyl-results program (products evaluation) implementation of the program, provides an overview of training outcomes in achieving competency of career technical training program participants: a) knowledge of corporate culture (epic) values; b) natural resources project; c) building project; d) bridge project; e) road projects; and f) dam project. the average value of knowledge of> 75 so that aspects of it in accordance with the objectives of the program. overall, the evaluation of program results (product) was assessed by both categories, meaning most of the results of programs already meet the criteria set. 5. impact evaluation program (outcomes evaluation) for the company during 2014 and 2015, strengthening is done in all areas, one of which is aggressive marketing strategy. and succeeded in expanding the company's market segments beyond the core business of the company's business activities, namely the construction of irrigation (sda). by strengthening a qualified and highly competitive human capital along with the implementation of appropriate marketing strategy, the company is confident to achieve the company's mission and vision of becoming a state-owned company or a leading constructor in indonesia. the company's strategy generated revenues of rp 3.11 t, jumped sharply from rp 2.28 t. the surge was accompanied by an increase in operating profit to rp 131.60 billion, compared to the previous year that position has put the company as a market leader among the other major contractor company, limited company of wika, limited company of hutama karya and others. participants increased competence of human capital can been from three things. first, every new employee is openly recruited through basic and field competency tests. second, any who will occupy a position promoted through a competency test. third, every employee who will be prepared to hold the project is given technical training to increase technical competence in the field of work. conclusion based on the results and discussion, can be summed up as follows: (1) the background of the program (context evaluation): vision, mission and objectives of the program with good category, and meet both criteria; (2) the input program (input evaluation): strategy, design, lesson plans and preparedness program resources with good category, and meet both criteria; (3) the implementation of the program (process evaluation): the implementation of learning programs and learning activities by category of activity is good, and meet both criteria; and (4) the results of the program (products evaluation): results of program performance and impact of programs with both categories, and meet both criteria. the evaluation of career development technical training program at limited company of brantas abipraya jakarta with good category, and meet good criteria. finally, the program is quite effective and can be continued. references anthony william p., k. michele kacmar, and perrewe pamela l. (2010). human resource management: a strategic approach. united states: cengage learning. daniel l. stufflebeam and anthony j. shinkfield. (2007). evaluation theory, models, and applications. san francisco: jossey-bass. international journal of human capital management, vol. 2 (1), july 2018 39 gary dessler. (2011). human resource management, 11 th edition. new jersey: pearson prentice hall. hamalik oemar. (2010). human resources development: employment training administration integrated approach. jakarta: earth aksara. jeane marie tulung. (2014). "evaluation of education and leadership training program level iv on religious training center manado" acta diurna journal, volume iii. no.3. year. kaswan. (2013). training and development, human resources to improve performance. bandung: alfabeta. robert l. mathis and john h. jackson. (2008). human resource management, twelfth edition.usa: south-western. veithzal rivai zainal et al. (2015). human resource management for companies from theory into practice. jakarta: limited company of rajagrafindo persada. william p. anthony, k. michele kacmar, and pamela l. perrewe. (2010). human resource management: a strategic approach, sixth edition. usa: cengage learning. international journal of human capital management e-issn 2580-9164 vol. 1, no.2 , desember 2017, p 113-122 available online at http://journal.unj.ac.id/unj/index.php/ijhcm 113 copyright © 2017, pps unj publisher strategy of promoting librarian’s performance in creating user’s satisfaction in national library of indonesia ahmad masykuri perpustakaan nasional republik indonesia ahmadpnri@gmail.com abstract the objective of this research is to determine the influence of the corporate culture, employee empowerment, librarianship training and work ethics towards employee performance (case study in national library of indonesia) jl. salemba raya 28 a jakarta, upt bung karno library in blitar, and upt bung hatta library in bukit tinggi. the research approach is using quantitave method with path analysis. sampling techniques is simple random sampling with a representative sample of 124 librarians. the data was collected through a likert type structured questionaire toward variables. the next step is to test the validity by using the pearson product moment test analysis and realibility test by using cronbach alpha test and then the data was analyzed as requirement of statistic test; normality test error with lilliefors, homogenity test and tests of significance and linearity of regression coefficients. the result such as: 1. corporate culture, employee empowerment, librarianship training and work ethic has direct positive and significant effects towards performance. 2. corporate culture and employee empowerment has direct positive and significant effects towards work ethic. 3. employee empowerment has direct positive effects, but not significant to work ethics. research implication showed the important of policy and chief regulatory about strengthen corporate culture, librarian empowerment equality and enhancement librarianship training. keywords: performance, corporate culture, employee empowerment, librarianship training, work ethic national library is a govermental institution – non ministry which conducts the goverment duty in the field of library functioning as guidance library, reseach library, conservation library and net work center of library, located in the capital of state.to conduct the librarian duty, it is demanded to have the high performance, adequate competence in developping and process library materials, and also they are able to serve the user’s need quickly and accurately. performance has the function of, attitude, competence.and action.competence describes the characteristics of knowledge, skills, behavior and experience to perform a particular job or role effectively. (wirawan, 2009:9). the librarian’s action and attitude cannot be let from corporation culture constructed in one organization. that case is stated by joko s moelyono, stating, company’s employee’s performance will become better. it is related to the internal corporate culture. the employee who has understood all of organizational values will create those values as an organizational personality.supporting perception will influence the performance and employee’s satisfaction. briefly, it can be concluded that corporate culture will influence corporate performance (joko s, moelyono, 2003; 41) where as heskett (1992;11) stated : corporate culture can have significant impact on a firm’s long term economic performance. we found that firms with cultures, that emphasized all the key managerial constituencies ( customers, stockholders and employee’s) and leadership from managers at all levels outperformanced firm that did not have those cultural traits by a huge margin from the above opinion, it means that corporate culture can have the significant impact for long term – economic performance. we found that the corporate culture emphazising all constituencies (customer, stakeholders and employee) and all managers in all levels will have more competencies than the corporate who does not have any cultural traits with the huge margin. the performance improvement can also be encouraged with the existance of employee’s empowerment in one organization. this case is as stated by wibowo “.empowerment will encourage employee’s to be involved more in creating organizational decision. mailto:ahmadpnri@gmail.com internationaljournal of human capital management, vol. 1 (2), desember 2017 114 thus, this empowerment increases the competence and the sense of belonging to improve the sense of responsibility. so that the performance will also increase. employees who are empowered are expected to conduct their job more that their authority given to them ( wibowo, 2009 ; 178). the experience and skill obtained through the empowerment will become the new knowledge and be able to given them the new motivation in running further job. where as kenneh l murrell and mimi meredith state : truth be told, change can aften be a little frightening for many of us. it suggests the unknown, and we were not sure we’ll be able to adapt successfully. creating empowering organization can involve a lot of change, but it doesn’t have to be a cause of anxiety and uncertainty if it informed and well planed. you now have the building blocks you need, and you’are ready to implement the actions that will build an empowering organization and result in higher performance thoughout your organization from the above opinion, it can be concluded that occasionally the change will frighten because of the unknown condition. the well planned empowerment of employees in one organization should be anxious and it needs preparing its implementation to build the organization which empowers the employees and they will result the higher performance the effort of national libary in bureacratical reformation like “ improvement of public service, transparence, good governance and measurement of work achievement which is based on performance, encouraging govermental institution to do the cultural change in the organizational performance is determined by the existance of resource have high motivation, creative and are able to develop innovation, their performance will become better. therefore it is needed the existance of effort to improve human resources competences. according to a. mac dougall and r prytherch, training has become established in libraries as a primary activity affecting all areas of work, general staff morale, attitudes to users, competence, awareness and efficiency can all be enhanced by a regular and systematic sheme of training for all levels of staff. ( 1989; ix ) training and education have become the important establishment in the library as the main activity influencing all fields of work, generally moral staff, personality infacing the users, all competence conciousness, and efficiency can promote users by systematical scheme in holding training in all levels of employees. through librarianship training and education, it is expected that those training and education can give librarians knowledges and skills about librarian behavior. therefore it will be easier and more skillful in performing their duties. where as the other performance promotion is the existance of employee’s work ethic. this case is stated by komarudin khalil that “ work ethic is as work spiritual having the meaning the strongest motivation or energy that never extinguishes is from the faith of allah. it is the sources of vertical relationship between people and their god. it is usefull for them selves and their atmosphere.where as the reseach result of donni juni priansa and agus garnida in journal of ecodemica (2015) shows that score r ( correlation) for 0,874. the contribution of work ethic influence by other factor that is not researched by other factor that is not researched in this research, this score is in the range 0,600 – 0,799. the result fixes with the concept which is stated by anoraga (2014: 29) stating that work ethic becomes the perception and attitude of a nation or people to the job. if individuals perceive that working is the sublime thing so their work ethic tend high and also on the contrary. thus librarian having the high ethic will work with the best result, usefull for both organization and people. however, the fact in the field of library, shows that they are still some critics and sugestion about the performance of librarians or staffs. as stated in the data of user’s complaint, there were 39 persons complaining and advising during in the year of 2015 and the most dominant problem is about the staff or librarian’s in giving the users service for 67%.critic ad advises consist of feeling disappointment with attitude of librarians in serving users, they were unfriendly, lazy when they serve users and they don’t master library substantially.15% users complained about service internationaljournal of human capital management, vol. 1 (2), desember 2017 115 system,10% users complained about number of collection, 5 % users complained other problem and services, where as 3 % users complained about the room facilities. based on the above background, the problem of fhis research is how to increase librarians performance with the hypothesis whether corporate culture employee’s empowerment librarianship training and education will influence positively direct to work ethic and employee’s performance? this research give the siencetific answer frrom the problem of librarian performance increase in creating the satisfaction. method of research this research carried out in national library of indonesia jalan salemba raya no 28 a jakarta and jalan merdeka selatan no 11 jakarta and library upt bung karno, blitar and also library upt bung hatta, bukit tinggi. the approach of this research used is the quantitative research by using rendom sampling technique. to mesure the represntative sampling, the researchers use the formula of slovin so that it will be obtained the number of representative sampling for 124 people from 180 population. data analysis technic is used discriptively to evaluate by hypothesis with line analysis ( path analysis). all hypotesis measurement are used by using alpha 0.05. before being measured the hypothesis, firstly it is carried out normality measurement from the error regression estimation by using lilliefors technic and significant measurement and registration liniarily by using anava. to measure the direct and indirect influence from indepedent variable to dependent variable. which is reflected in line coeficience. the program used is by using spss version 22 and microsoft excell. research result the result of measurement calculation from the simple signification correllation inter research variable do not show that all are significat in a = 0,01. that is the corporate culture employee’s performance (r15) for 0.489 employee’s employee’s empowermen to employee’s performance (r 25) for 0.208. the training and education of librarianship to employees performance (r 30_ form 0.503. the work ethic of employees (r 20 ) for 0.363 employees empowerment to work ethic (r 24) for 0.16 training and education of librarianship to the work ethic (r24) for 0.401. summary of simple coofeciency inter variable research is as follows: table 1 simple correlation coefficiency between correlation research variable y x1 x2 x3 x 4 y pearson correlation sig ( 2 tailed) n 1 124 ,489” ,000 124 ,208” ,020 124 ,503” ,000 124 ,501” ,000 124 x1 pearson correlation sig ( 2 tailed ) n ,489” ,000 124 1 124 -0,14 ,879 124 ,296” ,001 124 ,363” ,000 124 x2 pearson correlation sig ( 2 tailed ) n ,208” ,020 124 -0,14 ,0879 124 1 124 ,008 ,930 124 ,016 ,0856 124 x3 pearson correlation sig ( 2 tailed ) n ,503 ,000 124 ,296” ,001 124 ,008 ,930 124 1 124 ,401 ,000 124 x4 pearson correlation sig ( 2 tailed) n ,501 ,000 124 ,363 ,000 124 ,016 ,856 124 ,410 ,000 124 1 124 **. correlation is significant at the 0.01 level (2-tailed). internationaljournal of human capital management, vol. 1 (2), desember 2017 116 *. correlation is significant at the 0.05 level (2-tailed). from the above table, it shows that not all corelation in each clear of data is showsthe significancy, further it is done the hypothesis measurement which is done by using line analysis.the result of the hypothesis decision is as follows: 1. model structural 1 picture 1.empirical model of structural relations 1 based on the calculation result of path analysis. a. corporate culture influence positively direct to employee’s performance line coefficiency influences the corporate culture to employee (p 51) for 0.305 with calculated 4.228 to a = 0.05 obtained with table 1979 because the score t calculated (4,228) > t table 1,979, so that ho is rejected, it means that coefficiecy of corporate culture line to employee’s performance (p 51) is significant. based on this founding, it can be concluded that corporate culture (x1), influences positively direct to employee’s performance (y) b. employee’s empowerment influences positively direct to employee’s performance. line coefficiency of employee’s empowerment influences to employee’s performance ( p 52) for 0,205 with t calculated 3100 ar a = 0,05 gained t table 1,979. since score of t t calculated ( 3.100) > t table (1,979) so that h0 is rejected. it means that line coeficiency of employee’s empowerment, to employee’s empowerment ( p52) is significant. based on the founding, it can be concluded that employee’s empowerment (x2) influences positively direct to employee’s performance (y) c. librarianship training and education influences positively direct to employee’s performance. the influence of line coefficiency from librarianship training and education to employee’s performance ( p 53 ) for 0,304 with t calculated 4,139 at a = 0,05 obtained t table 1,979 because the score of t calculated ( 4,139) > t table (1,979) there for h0 is rejected,it means that line coefficiecy of librarianship training and education to employee’s performance (p53) is significant, based on the founding it can be concluded that librarian training and education ( x3) influences positively direct to employee’s performance (y) d. work ethic influences positively direct to employee’s performance corporate culture (x1) librarianship training and education (x3) employee’s performance (y) employee’s empowerment(x2) p51 =0,305 (r15 = 0,489) p53=0,304 (r35 = 0,503) p52=0,205 (r25 = 0,208) employee work ethic (x4) p534=0,265 (r45 = 0,501) internationaljournal of human capital management, vol. 1 (2), desember 2017 117 influence coefficiency of work ethic to employee’s performance ( p 54 ) for 0,265 with t calculated 3,522 at a = 0,05 obtained t table 1,797. because the score of t calculated ( 3,522) > t table ( 1,979), h0 is rejected. it means that line coefficiency of work ethic to employee’s performance ( p 54 ) is significant. based on the founding it can be concluded that work ethic ( x4) influences positively direct to employee’s prformance. (y). 2. substructural model 2 picture 2. empirical model of structural relationship 1 based on path analysiscalculation. a. coorporate culture influences positively direct to the work ethic. line coefficiency of corporate culture influence to work ethic ( p 41 ) for 0,268 with calculated 3,191 at a = 0,05 obtained t table 1,979. since the score of t calculated ( 3,191 ) > t table ( 1,979 ) h0 is rejected. it means that line coefficiecy of corporate culture work ethic (p41) is significant. based on these findings, it can be concluded that corporate culture (x1) influences positively direct to work ethic ( x4) b. employee empowerment influences positively direct to the work ethic. from the calculation of coefficient value of the path (p42) of 0.018 with tcount of 0.220 at α = 0.05 obtained t table 1.979. because the value of t count (0,220) <ttable (1,979), then h0 is accepted, it means that coefficient of employee empowerment path to work ethic (p42) is not significant. based on these findings, it can be concluded that employee’s empowerment (x2) has no direct effect on work ethic (x4). c. librarianship training and education influences positively direct to work ethic. from the calculation of coefficient (p43) of 0.321 with tcount 3,821. at α = 0.05 obtained t table 1.979. because tcalculated (3,821)> ttable (1,979), h0 is rejected, it means that the coefficient of librarian training path to work ethic (p43) is significant. based on these findings, it can be concluded that the training of librarianship (x3) has a direct positive effect on the work ethic (x4). these are summarizes results of the research between variables path path coefficient t count t table α = 0.05 α = 0.01 p51 0,305 4,228* 1,979 2,616 p52 0,205 3,100* 1,979 2,616 p53 0,304 4,139* 1,979 2,616 p54 0,265 3,522* 1,979 2,616 p41 0,268 3,191* 1,979 2,616 p42 0,018 0,220 1,979 2,616 p43 0,321 3,821* 1,979 2,616 corporate culture (x1) employee’s work ethic employee’s empowerment ( x2) librarianship training and education ( x3) p42 = 0,018 (r24=0,16) p41 = 0,268 (r14=0,363) p43 = 0,321 (r34=0,401) internationaljournal of human capital management, vol. 1 (2), desember 2017 118 from the table, it shows that not all correlations at each pair of data show the significancy, further it is done the hypothesis measurement by using line analysis. the result of hypothesis desicion is as follows. picture 3. emperical model of structural relationship inter variable based on calculation result of pathanalysis discussion of research result 1. influence of corporate culture to employee’s performance. the result of hypothesis measurement above shows that corporate culture influence positively direct and significant to the employee’s performance. this case shows thatemployee’s performance can be promoted by strenghtening the corporate culture.the problem of minimizing the work result target can be overcome with determination of work standard and the achieve target at every working unit completed with standard of operational procedure (sop) and clear work guidance in detail. it is hoped that librarians are easy to understand them. beside that it is needed application system of performance appraisal based on informatic technology and communication which can monitor the employee’s work result anytime. to strenghten corporate culture, it is needed the existance of leader’s role in giving the enlightment, socialization and encouragement to all employee’s to follow the existance of corporate culture.beside that the role of leader to carry out the culture transformation is very important, especially in harmonizing, the new values such as : giving the users the quick service, using the new management standard, development of informatic technology and professionalism will show the successof producethe corporate culture establishment. stated by terrence e. deal and allan a kennedy (2000:251),astrong and revitalized business culture, attuned to prevailing environment, so be capable of producing extraordinary result. but no organization has ever raised the performance bar without having both the management and leadership to acheive higher standards.revitalization of the strong corporate culture adjusted to be done for the capable atmosphere to the extraordinary production, but there is no organization which can be promoted without management and leadership set high standard. 2. influence of employee’s empowerment to employee’s peforrmance the next result of hypothesis measurement shows that employee’s empowerment influences positively and significantly to the employee’s performance. this case means that the increase of employee’s empowerment will effect the increaseof their performance. the empowerment is the change occured in the phylosophy of management which can create each individuals to use their ability and energy to reach the organizational objective. the leaders who corporate culture ( x1 ) employee’s empowerment ( x2 ) librarianship training and education ( x3 ) work ethic employee’s performance p51 =0,305 (r15 = 0,489) p41 =0,268 (r14 = 0,363) p42 = 0,018 (r24 = 0,016) p43 =0,321 (r34 = 0,401) p53 =0,304 (r35 = 0,503) p52 =0,205 (r25 = 0,208) internationaljournal of human capital management, vol. 1 (2), desember 2017 119 delegate a part of their autority to their subordinates to finish a duty will be welcome well by them as a trusty and also other employee’s responsibility.consequently they will effort not to be failed or decreased their achievement. the librarian involved in one team will grow his feeling as a part of member. the satisfied feeling growth will run his responsibility to carry out his duties.there is a feeling that running the precious thing and obtaining the pleasure in doing the communication and cooperation with other employee’s. 3. influence of librarianship training and education to employee’s performance the result of hypothesis measurement above shows that librarian influences positively direct and significant to employee’s performances. this case shows of employee’s performance is also influenced by the intensity of librarians in joining some trainings. the training is the human resources development which is designed specifically for development of knowledges, skills, competences, attitude and employee’s personality in developping employee’s performance in running their jobs for the time being. the end of training recently can not be focused on the technical training only, but also it concerns about the marginal. soft skill needed by employee’s . the need of training relates with people service demand and development of knowledge and technology which grow on and on. according to gary dessler ( 2008 ; 280), training has the role in performance management process. training is the integrated process used by the entrepreneur to make sure that some employee’s work to achieve the organisational objective. it means that the entrepreneurs carry out the integrated approach and orient in objective to assign, train, appraise and give the reward to some employee’s. running managerial approach or performance means that all efforts of training done must be adjusted with the goals required by the entrepreneurs to be given to each employee in order that the company’s objective can be achieved. the needs of training and education in national library is very important considering that developmet of any kind of library material in digital shapes requires library material processing more specifically with new standard which can adopt the international development. beside that, there is a demand from librarians completing the specific competence such as for collection development, library material processing and user’s service. so that it is needed the training in the field of librarianship. 4. influence of work ethic to work performance the next results of hypothesis measurement shows that work ethic has the positively direct influence which is significant with employee’s performance. this case shows that some librarians have the high work ethic based on the independence and high confidencen in doing their duties which the principle of performance results are determined by them selves and those performance will have the impact to organizational success. as stated by k.s chong and benyamin y.k that are sorted by wirawan,work ethic belief system pertains to ideas that stress individualism/ independence and the positive effect of work on individuals. work is the considered good in itself because it dignities a person. making a personal effort to work hard wil ensure success”. work ethic regarding to idea strenghtening individualism or independency and positive influence work individually working will be supposed the good thing because it can be increase the social status life from someone, efforting to work hard will ensure the success. 5. influence of corporate culture to work ethic the result of hypothesis measurement next shows the corporate culture has the positively and significantly direct influence to the employee’s performance. this case shows that the strong corporate culture can promote the work ethic of employee’s. internationaljournal of human capital management, vol. 1 (2), desember 2017 120 corporate culture can help the organization reach the success by optimizing the corporate culture maximally. organization needs to establish the same values to each individual. the sense of togetherness in following culture or the same values creating the unity and trusty from each employee. consequently there will be the high spirit and motivation of work. thus, there will be the good and health atmosphere. that atmosphere will create the creativity and commitment so that finallythey are able to accomodate the change in organization positively. corporate culture becomes the intangible strength behind organizational factors which visible and can be observed. culture is as the social energy which makes the member of organization work. this case is stated by wirawan (2007;3) “corporate culture motivates the member of organization to reach the organizational goal, they are also motivated to behave with the special maner. that manner can be accepted by corporate culture”. this case shows that the importance of corporate culture which can promote the member’s motivation in finishing their assignments, so that the work ethic of employee’s will keep being high because their understanding and value implementation, norms and organizational rules will be obeyed. 6. influence of employee’s empowerment to work ethic the further employee’s empowerment does not influence directly to work ethic, that p42 for 0,018 reflect the lowest influence among the others. this case shows that the frequence of librarian empowerment does not increase work ethic of employees significantly. this case can be caused since there is the sense of confidence from librarians so that their potential and self competences become independent and show their highwork ethic. by having the sense of self confidence, they will contribute to do their duties because they feel very meaningfull for organization and their roke can be worthfull for some people. thus, the librarians obtain their best self actualization and personality development so that they groe their high work ethic in doing their assignment. the hight of librarians work ethic is caused by the comfort of work atmosphere which does not have any conflicts inter librarians and also the high attention of superior to librarian therefore that high attention creates the high work ethic. this case can be concluded that research result done by husen sutisna who states that “ the characteristic of work situation has the real relation with employee’s work ethic where as the work characteristic does not have any real relationship with employee’s work ethic. the real relationship is occured between individual characteristic and employee’s work ethic. it can be seen at opportunity score (sig). the measurement for 0,001 is smaller than 0,05. the shape of relationship is rather weak with correlation score (r) for 0,451. the better characteristic of individual is the better employee’s work ethic. the real relationship between characteristic of work situation and employee’s workethic, can be seen at opportunity score ( sig) measuremen for 0,043 which is smaller than0.05. the form of this relationship is rather weak with correlation score (r) for 0,2777. the better employee’s work ethic. the work characteristic does not have the real relation with employee’s work ethic, it can be seen from oportunity score (sig) measurement for 0,095 which is higher than 0.05 with correlation score (sig) for 0,230. it means that the work characteristic is predicted that there is no influence to the employee’s work ethic. between work motivation and workemployee’sethichave the real relationship. this case is identified from oportunity score (sig) measurement for 0,003 which is smaller than 0,05. the form of their relationship is rather weak with correlation score (r) for 0.398. the better work motivation of employees, they will be better their work ethic. the employees with individual characteristic, their work characteristic and the high work atmosphere characteristic in their work will tend they will have the high work ethic or have the work hard character, smart work and heartfelt work.. internationaljournal of human capital management, vol. 1 (2), desember 2017 121 7. influence of librarianship training and education to work ethic further the result of hupothesis measurement shows that librarian training and education has the significant and positive influence to work ethic. in this research result, it shows that the biggest influence to be compaire with other variable is 0,321 ( p43). this case is caused that training it is strenghtened with attitude of work hard, without giving up, always ready in giving services and keeping the librarians ethic. as stated by simamore (2004;273) “ training and education become learning process involving the skill, concept, rules or attitude to promote the employees performances. the implementation of training and education becomes the up grading for employee’s which can refreshen their work spirit, promotion and deepening the knowledge achieved so that this training and education can prepare the excellent and competitive human resources who are able to create the organizational actualization. conclusion based on the statical calculation and hypothesis measurement and also discussion, it is obtained the founding result as follows: 1. corporate culture influences positively direct to employee’s performance. this case reflects and proves that strong corporate culture will increase employee’s performance in national library 2. employee’s empowermet influence positively direct to employee’s performance. this case reflects and proves that the frequent employee’s empowerment will increase the employee’s performance in national library. 3. librarianship training and education influences positively direct to the employee’s performance.this case reflects ad proves that the frequent training and education of librarianship will promote the employee’s performance in national library. 4. work ethic influences positively direct to the employee’s performance. this case reflects and proves that the biggest employee’s work ethic will promote the employee’s performance in national library. 5. the corporate culture influences positively direct to the employee’s work ethic. this case reflects and proves that the strong corporate culture will increase the work ethic of employees in national library. 6. employee’s empowerment does not influence directly to the work ethic of employee’s. this case reflects and proves that the frequent employee’s empowerment does not improve the employee’s work ethic in national library. 7. librarianship training and education influences positively direct to employee’s work ethic. this case reflects and proves that the frequent training and education of librarianship will improve the work ethic in national library implication in this research is as follows:the reseach will influence in planning and budgeting of strenghtening activity of corporate culture involving all work unites by socializing vision and missiion of organization, establising disciplin and implementing libraran’s ethic code and some norms in organization. beside that this research will also enlight the superiors in empowering some librarians in all activities and develop the concept through training and education that is only to improve their work ethics. references anoraga,panji. (2014).psikologi kerja. jakarta: rineka cipta. deal terrence e. dan kennedy, allan a. (2000).the new corporate cultures : revitalizing the workplace after downsizing, mergers, and reengineering. cambridge: perseus publising. dessler, gary. (2008). manajemen sumber daya manusia. jakarta: indeks. dougall, a. mac &. prytherch, r. (1989). cooperative training libraries. england: gower don publising company limited. khalil, komarudin. (2011).etos kerja berbasis spiritual. bandung: siinnergy publising. internationaljournal of human capital management, vol. 1 (2), desember 2017 122 kotter, john p & heskett, james l. (1992).corporate culture and performance. new york: the free press. mimi meredith. murrell. (2000). empowering employees. new york: mcgraw-hill. moeljono, djokosantoso. (2003). budaya korporat dan keunggulan korporasi. jakarta: elex media komputindo. priansa, donni juni, garnida, agus . (2015). pengaruh kepemimpinan visioner dan etos kerja terhadap kinerja pegawaibank syariah mandiri. jurnal ecodemica . v o l . i i i . n o . 1 april (http://ejournal.bsi.ac.id/ejurnal/index.php/ecodemica/article/view/65/42 diakses tanggal 21 juli 2017 simamora, henry. (2004). manajemen sumber daya manusia edisi iii. yogyakarta: bagian penerbitan sekolah tinggi ilmu ekonomi ykpn. sutisna, husen. (2008). analisis hubungan motivasi kerja dengan etos kerja karyawan (studi kasus karyawan fakultas pertanian ipb) oleh program sarjana ekstensi manajemen agribisnis fakultas pertanian institut pertanian bogor 2008https://core.ac.uk/download/pdf/32338824.pdf diakses tanggal 25 april 2017 wibowo. (2009).manajemen kinerja. jakarta: rajawali pers. wirawan. (2015). manajemen sumber daya manusia indonesia. jakarta: rajagrasindo persada. wirawan. (2007). budaya dan iklim organisasi: teori aplikasi dan penelitian. jakarta: salemba empat. wirawan. (2009). evaluasi kinerja sumberdaya manusia. jakarta: salemba empat. http://ejournal.bsi.ac.id/ejurnal/index.php/ecodemica/article/view/65/42%20diakses https://core.ac.uk/download/pdf/32338824.pdf international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 6 (2), december 2022 1 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 6, no. 2, december 2022, p 1-19 professional human resources to create consumer satisfaction and the impact on purchasing intention zahera mega utama postgraduate program of prof. dr. moestopo (beragama) university email: zahera@dsn.moestopo.ac.id jubery marwan postgraduate program of prof. dr. moestopo (beragama) university email: juberymarwan@dsn.moestopo.ac.id abstract knowledge and skills possessed by individuals will lead to behavior. meanwhile, the behavior will produce performance. a person's ability, both knowledge or skills possessed in carrying out work will encourage them to perform well. individual aspects related to individual abilities and work professionalism, group aspects related to the environment in which they work; such as discipline, job compensation, and job satisfaction as well as aspects of the organizational system related to the extent to which the employee adheres to a commitment to growing the company. the responsibility of human resource management in carrying out their duties is to be able to provide suitable substrates for talented and capable personnel in the organization such as; individual ability, work professionalism, organizational commitment, work discipline, work compensation, and job satisfaction so that they can carry out their duties with good quality. thus, according to the results and objectives of this study, professional human reso urces can directly create consumer satisfaction and its impact on purchasing intention. this type of research is explanatory research with a quantitative approach. to test the developed hypothesis using path analysis. data were obtained from the results o f distributing questionnaires to culinary tourism actors using a survey method. the sampling technique used the entire population as a sample (census) with a likert scale. primary data analysis was carried out after testing the validity and reliability and normality of the data. keywords: customer satisfaction, purchasing intention, professional human resources. received: 29 june 2022 accepted: 15 july 2022 publish: december 2022 how to cite: utama, z.m., marwan, j. (2022). professional human resources to create consumer satisfaction and the impact on purchasing intention. international journal of human capital management, 6 (2), 1-19. https://doi.org/10.21009/ijhcm.06.02.1 http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 6 (2), december 2022 2 | p a g e introduction along with the increasing development and mobility of the population of serang city, culinary tourism has become an alternative contributor to local revenue. this is due to the increasing need for culinary tourism for the people of serang city and its surroundings that are safe and comfortable. the increasing growth of culinary tourism allows for a high level of competition between business actors. culinary tourism has good prospects to be developed even though many face problems that hinder its development (besra, 2012). culinary tourism is tourism that is influenced by the number of consumers who want to visit places of manufacture, food festivals, restaurants, or a location with the aim of trying food (hall et al., 2003). the findings of araujo (2016) that the development of traditional food in culinary tourism contributes to the sustainability of tourism. food that is processed from food produced by the region, with processes and technology that has been controlled by the community and the result is a product whose taste, shape and way of eating are known, and are characteristic of certain regional community groups (harmayani, santoso and gardjito, 2017).. along with the increasing development and mobility of the population of serang city, culinary tourism has become an alternative contributor to local revenue. this is due to the increasing need for culinary tourism for the people of serang city and its surroundings that are safe and comfortable. the increasing growth of culinary tourism allows for a high level of competition between business actors. culinary tourism has good prospects to be developed even though many face problems that hinder its development (besra, 2012). culinary tourism is tourism that is influenced by the number of consumers who want to visit places of manufacture, food festivals, restaurants, or a location to try food (hall et al., 2003). the findings of araujo (2016) that the development of traditional food in culinary tourism contributes to the sustainability of tourism. food that is processed from food produced by the region, with processes and technology that have been controlled by the community, and the result is a product whose taste, shape, and way of eating are known, and are characteristic of certain regional community groups (harmayani, santoso and gardjito, 2017).. the role of human resource management in increasing organizational effectiveness is an issue that has been widely studied before. however, when viewed from the effectiveness criteria presented by management experts, we understand that human resource management, either directly or indirectly, has a very important role in improving employee performance with indicators such as; employee turnover, employee absenteeism, flexibility according to norms, and roles in the organization, product and service quality, and adaptation to changes in standard operating procedures in response to environmental changes, job satisfaction, employee motivation and staff morale (lawler, & mohrman, 2003). the responsibilities of the human resource management unit do not only cover staff attendance or other simple matters but more importantly consider motivation, the satisfaction of spiritual needs, providing space for growth and creativity as well as a safe and healthy environment with the fulfillment of the material needs of employees (kavanagh, gueutal. & tannenbaum, 1990). therefore organizations should focus more on their workforce. the responsibility of human resource management in carrying out their duties must be able to provide suitable substrates for talented and capable personnel in the organization such as individual abilities, work professionalism, organizational commitment, work discipline, work compensation, and job satisfaction so that they can carry out their duties with high quality. good. strategies to evaluate staff performance can be done so that employees are ready to work better (andersson, 2007). in addition, human resource management practices must be conceptualized as a set of policies in practice consistently within the organization that is designed and implemented to ensure that human capital contributes to the achievement of its business goals (delery & doty, 1996). international journal of human capital management, vol. 6 (2), december 2022 3 | p a g e individual abilities will determine whether a person's performance in the company is good or bad. the underlying thing is related to workability. employees with high performance will be able to provide excellent service. this is because employee performance is related to the quality of services provided (bernardin, 2007). where individual ability refers to an individual's capacity to carry out various tasks in a job (sedarmayanti, 2004). while the perspective of individual abilities can be seen as the potential possessed by a person to do work or tasks so that the results achieved are as expected (gibson, 2002). the overall abilities of an individual are essentially composed of two sets of factors, namely intellectual abilities, and physical abilities. the success of a work unit organization in providing excellent service must pay attention to speed, accuracy, friendliness, and comfort to improve service quality performance (chen et al, 2007). the findings of sibagariang (2008) state that the quality of human resources has no significant effect on employee performance. employee performance in the service sector is interpreted as an effort to satisfy customers. however, these findings differ from those of sitohang (2009), kasannudin (2011) that the quality of human resources has a significant influence on employee performance. work professionalism and organizational commitment affect employee performance (cahyani, 2007; fadliyansya, 2013). the existence of an attitude of professionalism, tenacity, integrity, and consistency in their work or profession makes a person behave and behave well and will improve the resulting performance. employees always try to complete tasks with maximum results so that good performance is achieved with the quality standards set by the company. employees also work with a high level of accuracy to minimize errors. the attitude of professionalism is also shown by not giving up easily and always obeying the procedures that have been set by the company (merisa, fajar, 2017). another aspect that is no less important is organizational commitment which is the degree to which employees can identify themselves with the organization and their involvemen t with the organization (solinger et al., 2008). organizational commitment is an individual aspect that has recently become a strategic issue in achieving professional human resources. this can be understood because organizational commitment is an attitude and behavior that must be considered by the organization. a person is not enough just to have an attitude but that attitude must be manifested in real behavior or actions. therefore, commitment is not enough just to be discoursed but must be realized in action. the higher the employee's work commitment, the better the performance will be. the relationship between organizational commitment and performance results shows that organizational commitment has a significant effect on employee performance (chughtai and zafar, 2008; riketta, 2008). another factor of discipline in work is also very decisive in organizational effectiveness. work discipline is an attitude, an act to always obey the rules (edy sutrisno, 2009: 86). discipline shows a condition or attitude of respect that exists in employees towards company rules and regulations, thus if the existing regulations or provisions in the company are ignored or often violated, the employee has poor work discipline. work discipline is also an attitude that is indispensable and gets attention in every job done by everyone in an effort to improve performance in order to achieve organizational goals (anoraga, 2006: 80). work discipline is something that is important for organizations in creating work effectiveness. someone who has high work discipline will work well without supervision. discipline that is formed in employees without coercion creates good things by obeying all applicable regulations in the organization and will reach psychological maturity so that it creates a sense of satisfaction in a person (hasibuan, 2013: 202). one of the company's efforts to improve employee performance is also to provide work compensation. incentives are rewards given to employees in the form of additional income and are usually directly related to work performance (hani handoko; 2013; 155). work compensation has international journal of human capital management, vol. 6 (2), december 2022 4 | p a g e a significant effect on employee performance (arianty 2008; sumenge, 2016; priyono & suheriyatmono, 2016; jufrizen, lumbanraja, salim, and gultom, 2017; yuddin, 2017; and sudiardhita et al., 2018). the compensation factor is very helpful in improving employee performance. the provision of compensation that has not been maximized has an impact on employee performance. when the company provides work compensation, an employee feels satisfied at work, they try to work better to achieve higher performance. compensation can motivate for employees to do their jobs well and can provide job satisfaction to employees (tella et al, 2007). after the fulfillment of work compensation by the company, an employee will react positively to the assessment of his work and his needs have been met by the environment in which he works (edwards & bell, 2008). where job satisfaction represents the psychological condition of the suitability between the expected needs and those obtained. job satisfaction is an individual aspect that can encourage someone to work more comfortably and calmly. job satisfaction is an individual aspect that can encourage someone to work more comfortably, more quietly. job satisfaction represents the psychological condition of the suitability between the expected needs and those obtained by the employee. job satisfaction has a positive effect on employee performance (riketta, 2008; edwards and bell, 2008). someone who feels satisfied at work, will try to work better to achieve higher performance (tella et al, 2007). from the consumer's perspective, satisfaction is the expectation of a benefit of goods/services after consumption. customer satisfaction is a situation shown by con sumers when they realize that their needs and desires are as expected and well fulfilled. customer satisfaction is a key factor to encourage product or service performance to exceed expectations. where customer satisfaction is a post-purchase consumer's state of mind that reflects how much consumers like or dislike the service after the service occurs (woodside et al., 1989). consumers feel satisfied depending on their response to the evaluation of the perceived difference between previous expectations and the actual performance of the product or service after consumption (tse & peter, 1988). customer satisfaction is influenced by the perceived service quality of the product or service and the quality of the service or product expected by the customer. if the perceived quality of the product or service is less than what was expected, the customer is disappointed. on the other hand, if the perceived quality of the product is greater than expected, the customer will feel satisfied and even interested in buying the product or service again in the future. companies can be said to be able to create satisfaction for consumers if the performance of the services or products provided by the company can meet consumer desires (rangkuti, 2015). because consumer satisfaction in business potential can be a guide for producers in improving performance (zairi, 2000). furthermore, customer satisfaction leads to customer loyalty, so they can recommend repeat purchases (wilson et al., 2008). some research findings by [(iskandar et al, 2015), (salem et al, 2015), (banjarnahor, 2017), (nodira and přemysl, 2017), (murwanti and pratiwi, 2017), (putri and astuti, 2017), ( widajanti and suprayitno, 2017), (alharthey, 2019), (hong et al, 2020), (lamai et al, 2020), and (trans and le, 2020)] that customer satisfaction has a positive impact on consumer buying interest as a determinant. in choosing a brand, consumer behavior evaluates by comparing several brands that meet the criteria and are felt to be able to meet consumer needs and desir es (shah et.al, 2012). buying interest consumers choose to buy products or services because they feel that consumers need these products or services (madahi and sukati, 2012). in contrast, another finding by octaviana and nugrahaningsih (2018) is that customer satisfaction does not show an effect on consumer buying interest, but customer satisfaction can be positively influenced by service quality. international journal of human capital management, vol. 6 (2), december 2022 5 | p a g e this finding is supported by kim (2013) and yusuf bagus prakosa & tjahjaningsih, e. (2021). on the other hand, customer satisfaction has no impact on service quality (naik et al, 2010). several experts have previously tried to prove that customer satisfaction is a mediating factor of service quality that affects buying interest (kalia et al., 2016; murwanti & pratiwi, 2017; putri & astuti, 2017; oktaviana & nugrahaningsih, 2018), but the findings this is inconsistent. in their research findings, kalia et al (2016), murwanti & pratiwi (2017), and putri and astuti (2017) succeeded in proving this mediating effect from the effect of service quality on buying interest, but octaviana and nugrahaningsih (2018) were unable to prove this in their findings. . likewise, the findings of kim (2013) when investigating shop visitors, the effect of service quality has a positive effect on customer satisfaction. the findings of kalia et al. (2016) show that service quality is a mediating variable in the relationship between service quality and future purchase intention. furthermore, the research findings of murwanti and pratiwi (2017) and putri and astuti (2017) show that customer satisfaction acts as a mediator in the relationship between service quality and buying interest in indonesia. literature review individual ability individual ability is defined as the overall ability of an individual which is essentially composed of two sets of factors, namely intellectual ability and physical ability. where intellectual ability is the ability needed to carry out mental activities. while physical ability is the ability to carry out tasks that require stamina, skill, strength, and similar characteristics. every individual has different abilities. individuals who are healthy and strong have the opportunity to complete tasks and obligations well (sedarmayanti, 2004). individual ability is an individual activity to carry out various tasks in certain jobs which are distinguished by intellectual abilities and physical abilities (robbins, 2008). intellectual ability is an individual's capacity to carry out mental activities, while physical ability is the ability to carry out tasks that require stamina, skills and similar characteristics. in line with the view of sedarmayanti (2004) that individual abilities are divided into 2 (two) dimensions, namely intellectual abilities and physical abilities. where each dimension there are several indicators. the intellectual ability dimension consists of 7 (seven) indicators consisting of: 1) numerical intelligence; this intelligence is the ability to calculate quickly and precisely; 2) verbal understanding; verbal comprehension, namely the ability to understand what is read or heard; 3) perceptual speed; perceptual speed is the ability to recognize visual similarities and differences quickly and precisely. 4) inductive reasoning; inductive reasoning is the ability to recognize a logical sequence in a problem and its solution; 5) deductive reasoning; deductive reasoning is the ability to use logic and assess the implications of an argument; 6) space visualization; spatial visualization is the ability to imagine how an object will look if its position in space is changed; 7) memory; memory is the ability to hold and reminisce about past experiences. meanwhile, the dimensions of physical ability consist of 3 (three) main indicators, namely; strength; flexibility/flexibility; and other factors. 1) strength; strength factors consist of: (a) dynamic strength: ability to utilize muscle strength (b) lower body/muscle strength: ability to utilize abdominal muscle strength (c) static strength: strength that utilizes for ce to block external objects (d) explosive strength : the ability to utilize maximum energy in a series of explosive activities; 2) flexibility/flexibility; flexibility factors consist of: (a) reach flexibility: the ability to move the muscles down or backwards as far as possible (b) dynamic flexibility: the ability to perform movements, stretch quickly and repeat; 3) other factors; other factors include: (a) international journal of human capital management, vol. 6 (2), december 2022 6 | p a g e coordination of the body: the ability to coordinate the simultaneous actions of different parts of the body (b) balance: the ability to maintain balance despite forces trying to shake it (c) stamina: the ability to exert maximum effort which requires effort continuously. work professionalism work professionalism is defined as reliability and expertise in carrying out tasks so that they are carried out with high quality, at the right time, carefully, and with easy -to-understand procedures, and can provide full/whole service for the benefit of clients and respect clients as self respect and must have commitment to the company. the variable of work professionalism is in line with the findings of muhammad rifqi (2008) that to develop the concept of work professionalism from the individual level it is measured by five dimensions, namely: 1) dedication to the profession (dedication): dedication to this profession is reflected in professional dedication through the use of knowledge and skills owned. this attitude is an expression of total surrender to work. work is defined as a purpose in life and not simply as a means to an end. total surrender is a personal commitment and the main compensation expected is spiritual satisfaction and then material satisfaction. 2) social obligation (social obligation); social obligations, namely the view of the importance of the role of the profession and the benefits obtained either by the community or by professionals because of the work; 3) independence (autonomy demands); independence is a view that a professional must be able to make his own decisions without any pressure from other parties; 4) belief in professional regulations (belief in self-regulation); confidence in professional regulations is a belief that those authorized to assess professional work are fellow professionals and not outsiders who do not have competence in their field of science and work. 5) relationships with fellow professionals (professional community affiliation); relationships with fellow professionals mean using professional ties as a reference, including formal organizations and informal groups of colleagues as the main source of job ideas. through this professional bond, professionals build awareness of their profession. organization commitment work commitment is defined as an individual's psychological bond to the organization and as an employee's desire to maintain his membership in the organization and be willing to work hard, believing in getting certain values for the achievement of organizational goals. the implementation of managerial tasks needs to provide education and training to improve t he individual abilities of employees who emphasize the work itself (job itself), not rewards, so that a more specific commitment is realized, namely work commitment (carmeli et al., 2007). in this study, organizational commitment is measured by the collaboration of the findings of solinger et al. (2008) and robins (2012; 99) that there are three separate dimensions, namely: 1) affective commitment; interpreted as emotional feelings for the organization and belief in its values; 2) continuance commitment; to get a perceived economic value and be able to stay in an organization when compared to leaving the organization; 3) normative commitment; interpreted as an obligation to stay in the organization for reasons of morality or ethics. work discipline according to gomez-meija, balkin, and cardy (2010; 482) work discipline is a tool that managers rely on to communicate with their employees so that they can change behavior, such as employees being late for work, ignoring safety procedures, ignoring work details required by their jobs so that their behavior does not change. professional. this is because, with high discipline, employees or subordinates will obey all existing regulations so that the implementation of the work international journal of human capital management, vol. 6 (2), december 2022 7 | p a g e can be following the predetermined plan. work discipline is an attitude of action to always obey the rules (anoraga, 2006: 80). but it is also an attitude that is indispensable and gets attention in every work done by everyone to improve performance to achieve organizational goals. agustini (2011) found that work discipline has 4 (four) main indicators, namely; attendance; adherence to the boss; awareness of work; and responsible. where; 1) attendance is defined as never skipping work and always coming in on time so that attendance increases eve ry month; 2) adherence to the boss; is interpreted as always doing the tasks assigned by the leadership and always maintaining good relations with the leadership; 3) awareness work; if doing a job according to working hours and in accordance with office rules; 4) responsible; is always responsible for the results of the work he does. in line with the view of moenir (2014) in this study, work discipline is measured by dimensions; time efficiency; responsibility; and compliance. where is the indicator; 1) ti me efficiency; interpreted as an employee carrying out his duties/work always on time and efficient in using his work time; 2) responsibility; this means that if employees do their work always according to plans and sops, after that they can evaluate the r esults of their work for the sake of improving further work and employees always dare to accept risks or mistakes for the results of their work.. work compensation work compensation is remuneration provided by the company to employees because they have contributed their energy and thoughts to the progress of the company in achieving predetermined goals in the short or long term (sastrohadiwiryo, 2003). work compensation in accordance with the wishes of employees and the ability of the company will create a healthy cooperative relationship for the advancement of company performance (firmandari, 2014). the compensation provided by the organization is in the form of money but is also non -monetary (kadarisman, 2012; 89). work compensation is also interpreted as everything that employees receive in return for their work received by employees for their cash contributions as a substitute for their services to the company (putri, and astuti, 2017). according to suparyadi (2015: 272) work compensation is measured by 2 (two) dimensions, namely; direct compensation; and indirect compensation. where; 1) direct compensation with indicators; salaries, wages, allowances, and incentives received directly for the achievement of work results with the burden of risk that is carried out; 2) indirect compensation; with indicators; full pension, early retirement, and severance pay provided by the company as compensation for the results of working with the burden of the risk it does. job satisfaction job satisfaction represents the psychological condition of the suitability between the expected needs and those received by an employee. job satisfaction encourages someone to work more comfortably and can react positively more quickly as a result of assessing their work and meeting the needs of the environment in which they work (luthans, 2006; 244-245). in this study job satisfaction is measured by indicators; the work itself; salary or wages; promotion; supervision; co-workers and; working conditions. where is the indicator; 1) the work itself; intended as the main source of satisfaction, meaning that employees feel satisfied after doing their job; 2) salary or wages; interpreted as giving salary or wages by the company in accordance with the expectations of employees; 3) promotion; it is interpreted that all employees who excel have the opportunity for promotion because they already have various awards; 4) supervision; it is intended that the supervisory style carried out by the leadership is cooperative and can participate in decision-making to be able to create satisfaction for employees; 5) co-workers; is intended to international journal of human capital management, vol. 6 (2), december 2022 8 | p a g e assume that all co-workers can work together in a harmonious team and act as support for each other, comfortable in working, advising each other and helping each other; 6) working environment conditions; what is meant is a comfortable working environment and a cooperative work environment with each other to make employees satisfied. consumer satisfaction according to irawan (2004; 37) states that customer feelings (good or bad) as an effective and emotional customer response that arise from his mind after experiencing the experience after consuming the product/service or service that has been provided. the state of the post -purchase consumer reflects how much the consumer likes or dislikes after the consumption/service occurs. the perceived customer feeling is satisfied or disappointed by comparing the performance produced by a product. if performance fails to meet expectations, the customer will be dissatisfied. on the other hand, if performance exceeds expectations, the customer will be very satisfied or happy. because usually satisfied customers tend to be more loyal to the products/services or services offered, then they will tell others about the company or products that satisfy them (woodside et al, 1989).. according to irawan (2004; 37) the variable consumer satisfaction is measured by five main dimensions, namely: 1) price (price); for sensitive customers, usually low prices are an important source of satisfaction because they will get a high value for money. this price component is relatively unimportant for those who are not priced sensitive; 2) service quality (quality of service); 3) service quality is highly dependent on three things, namely systems, technology, and people. customer satisfaction with service quality is usually difficult to imitate because the formation of attitude and behavior that is in line with the company's wishes is not an easy job. improvements must be made starting from the recruitment process, training, and work culture; 4) product quality (product quality); customers feel satisfied after buying and using the product if the product quality is good; 5) emotional factors; emotional factor is shown by consumers for the satisfaction they get in using a product/service that creates a sense of pride and self-confidence; 6) efficiency (ease); the ease of obtaining the product or service and the ease of payment can make customers more satisfied if it is relatively easy, comfortable and efficient to obtain a product or service.. purchasing intention purchasing intention is defined as a consumer's plan to make an effort to purchase a certain product. because the customer's willingness to buy a product or service has a higher probability, even though the customer does not necessarily buy it. buying interest is determined by how much benefit and value consumers perceive (wang & tsai, 2014). consumers prefer to buy products or services because they feel that they need the product or service (madahi & sukati, 2012). consumers want to have a product/service because of the urge to buy or own a product (jaafar & laalp, 2013). the willingness of consumers to make purchases of products/services and in the future accompanied by consumers to make repeat purchases (rahman et al, 2012). according to ferdinand (2006) that purchasing intention is interpreted as a consumer tending to buy a product/service and can refer a product/service to others as a substitute for the product that is referenced. a consumer describes behavior that has a pri mary preference and can be replaced if something happens to the product/service of his preference. consumers are always looking for information about the product they are interested in and can support the positive characteristics of the product/service. this kind of consumer behavior is usually interested in repurchasing because the products/services they are interested in are in line with their expectations, international journal of human capital management, vol. 6 (2), december 2022 9 | p a g e so they can refer repurchases to others. in line with the findings of ferdinand (2006) that purchasing intention is measured by indicators; 1) transactional interest; interpreted as a consumer tends to buy a product/service; 2) referential interest; which is a consumer has a tendency to refer a certain product to other people, as a substitute for the product/service that has been referenced; 3) preferential interest; interpreted as the behavior of consumers who have a primary preference for products/services, which can only be replaced if something happens to their preferred products/services; 4) exploratory interest; namely behavior that describes consumers always looking for information about the product/service they are interested in and supports the positive nature of the product/service; loyal interest; which describes the behavior of a consumer who wants to repurchase the product he is interested in and at the same time refer it to others to repurchase the product/service. methodology this research belongs to the quantitative approach which is included in the type of explanatory research by using hypotheses as answers to the formulation of the problem. primary data using a likert scale was obtained from the survey method through the distribution of questionnaires. the sampling technique used the entire population as a sample (census) totaling 98 people from 5 (five) culinary tourism spots in serang city. analysis of model equations using path analysis (path analysis). data analysis a questionnaire is said to be valid if a scale or instrument in a variable every time a measurement is taken brings up the same value or remains consistently. furthermore, a construct can be said to be reliable if the results of the reliability test give cronbach's alpha value greater than 0.70 (nunnaly, j bernstein ih, 1994). the results of the validity and reliability t ests can be seen in the following table: table 1. results of data analysis validity and reliability in the equation model variable validity reliability choice results of all items larger or smaller than 0.12017 cronbac h alpha n of item valid reliable individual ability greater 0,931 22 valid reliable work professionalism greater 0,873 8 valid reliable organization commitment greater 0,899 6 valid reliable work discipline greater 0,907 8 valid reliable work compensation greater 0,885 7 valid reliable job statisfication greater 0,849 9 valid reliable international journal of human capital management, vol. 6 (2), december 2022 10 | p a g e consumer satisfaction greater 0,858 8 valid reliable purchasing intention greater 0,789 6 valid reliable source: processed primary data, 2012. furthermore, to find out the data is normally distributed, the researcher uses the skewness and kurtosis normality test which is calculated by the equation: zskew = s−0 √6/n and z kurt = k−0 √24/n whereas : s = skewness score, n = number of case, k = kurtosis score all of the variables involved in the equation of this research model can be said to be normally distributed, due to the comparison results that both zskew and zkurt values are all smaller than the critical value of 5%, which is 1.96. table 2. skewness & kurtosis normality test results descriptive statistics zskew comparison results with its critical value (5%) results of comparison of zakat with its critical value (5%) results decisio n n skewness kurtosis statis tic stati stic std. error statis tic std. error individual ability 98 .033 .244 1.045 .483 0,13338 < 1,96 -2,11170 < 1,96 normal work professionalism 98 -.056 .244 1.117 .483 -0,22587 < 1,96 -2,25720 < 1,96 normal organization commitment 98 -.043 .244 1.419 .483 -0,16134 < 1,96 -2,86747 < 1,96 normal work discipline 98 -.064 .244 1.151 .483 -0,25814 < 1,96 -2,32591 < 1,96 normal work compensation 98 -.044 .244 1.081 .483 -0,17747 < 1,96 -2,18445 < 1,96 normal job statisfication 98 .035 .244 -.886 .483 0,14145 < 1,96 -1,79040 < 1,96 normal consumer satisfaction 98 .090 .244 -.779 .483 0,36375 < 1,96 -1,57418 < 1,96 normal purchasing intention 98 .125 .244 -.761 .483 0,50521 < 1,96 -1,53780 < 1,96 normal valid n (listwise) 98 source: processed primary data, 2022. all variables involved in the model equation are normally distributed, due to the comparison of the results of the equation zskew and zkurt values, all of which are smaller than the critical value (5%) of 1.96. international journal of human capital management, vol. 6 (2), december 2022 11 | p a g e result and discussion following are the results of the path analysis in the equation of this research model as follows:: figure 1. path analysis results of research model equation source: processed primary data, 2022. 1. individual ability can create purchasing intention through consumer the results of the path analysis show that the direct influence of the individual ability variable on purchasing intention is -0.274, while the path coefficient of the indirect influence through consumer satisfaction is 0.93955. these results indicate that the individual's ability either directly or indirectly through consumer satisfaction can create purchasing intention ( -0.274 < 0.93955). intellectual ability is an individual's capacity to carry out mental activities, while physical ability is the ability to carry out tasks that require stamina, skills, and similar characteristics. knowledge and skills possessed by individuals will lead to behavior. meanwhile, the behavior will produce performance (robbins, 2008). the abilities (knowledge and skills) that a person has in carrying out work will encourage them to perform superiorly (superior performance). this is in line with the findings of akbar and parvez (2009) that customer satisfaction is a mediation between service quality and customer loyalty. the logic of thinking is that the superiority of a person's performance if he has the knowledge, skills and experience can be implemented in the form of good service to consumers. the impact of quality service from employees who have individual abilities can create customer satisfaction and then customers will be interested in buying again. this is because consumer satisfaction has a significant positive effect on purchasing intention (gersom hendarsono & sugiono sugiharto, 2013; i putu surya ananta wijaya & i nyoman nurcaya (2017). the better customer satisfaction, the more repurchase interest will increase. 2. work professionalism can create purchasing intention through consumer satisfaction the results of the path analysis show that the direct influence of the work professionalism variable on purchasing intention is 0.197, while the indirect effect of the path coefficient through consumer satisfaction is 0.247. these results indicate that work professionalism either directly or indirectly through consumer satisfaction can create purchasing intention (0.197 < e1= 0.08366 0.989 0.260 0.950 -0.499 -0.274 -0.639 e2= 0.07746 0.197 -0.234 0.990 -0.472 -0.242 0.505 0.225 consumer satisfaction purchasing intention s u m p ro ff e s io n a l h u m a n r e so u rc e s individual ability work professionalism organization co mmitment work discipline work compensation job statisfication e1 e2 international journal of human capital management, vol. 6 (2), december 2022 12 | p a g e 0.247). this result is in line with the findings of aziza bila, and dasman lanin (2020) that work professionalism can increase customer satisfaction. the existence of an attitude of work professionalism makes someone behave and behave well so that they can improve their performance (cahyani, 2007). the logic of thinking is that if employees have integrity, are tenacious and diligent, and consistently in their main work, they always try to complete tasks to the maximum. employees reflect an attitude that is not easily discouraged and always obeys the procedures that have been set by the company so that it can create customer sa tisfaction. with the creation of customer satisfaction, it has an impact on purchase intention for customers. 3. organizational commitment can create purchasing intention through consumer satisfaction the results of the path analysis show that the direct influence of the organizational commitment variable on purchasing intention is -0.234, while the results of the indirect effect path coefficient through consumer satisfaction are -0.47405. these results indicate that organizational commitment either directly or indirectly through consumer satisfaction can create purchasing intention [-0.234 < (-0.47405)]. these results are in line with the findings of siti komariah hildayanti et al (2018) that organizational commitment has a significant effect on customer satisfaction. the main factors of concern are; to improve fast food service in accordance with speed standards in serving customer claims or orders. the logic of thinking is if employees who have the organizational commitment and emotional feelings for the company, have faith in the values of the organization, have resilience for the company for moral and ethical reasons, have a loyal spirit to their responsibilities for their work, and have empathy for cooperation for work. within the organization, it will increase customer satisfaction. so that it has an impact on increasing consumer buying interest. consumers will be loyal to the products/services obtained from the experiences they have had. 4. work discipline can create purchasing intention through consumer satisfaction the results of the path analysis show that the direct influence of the work discipline variable on purchasing intention is -0.472, while the results of the indirect effect path coefficient through consumer satisfaction are -0.60705. these results indicate that work discipline indirectly through consumer satisfaction can create purchasing intention [ -0.472 < (-0.60705)]. but directly work discipline cannot create purchasing intention. this finding is in line with the findings of agus budi purwanto and susanti wahyuningsih (2013); sri dewi ratih wijayanti and lina mahaardiana risnawati (2018) that work discipline has a significant effect on customer satisfaction. good discipline is a representation of the magnitude of a person's sense of responsibility for the tasks assigned to him. in addition, employees comply with applicable regulations such as; dress neatly and maintain politeness, serve on time, sweet attitude and smile in serving customers, if employees apply discipline to themselves then the service provided to customers will be maximized. on the other hand, the lack of discipline makes the results of the work not in accordance with the company's expectations. by serving consumers to the maximum, it can create customer satisfaction and its impact on repurchase interest. 5. work compensation can create purchasing intention through consumer satisfaction the results of the path analysis show that the direct influence of the work compensation variable on purchasing intention is 0.505, while the results of the indirect effect path coefficient through consumer satisfaction are 0.94050. these results indicate that work compensation indirectly through consumer satisfaction can create purchasing intention [-0.472 < (-0.60705)]. but directly work compensation cannot create purchasing intention. this finding is in line with the findings of muhammad ramdhan (2020) that work compensation has a significant effect on international journal of human capital management, vol. 6 (2), december 2022 13 | p a g e employee performance. work compensation is referred to in the form of; salary or wages, incentives, health insurance, social security, leave benefits, and other rewards, it will increase job satisfaction for employees. this finding is also in line with the findings of haris, (2020); and yeh et al (2020). that work compensation refers to all forms of payment or rewards for employees that come from the results of their work. therefore, if employees get proper compensation and meet their needs, employees will feel satisfied at work, the impacts custo mer satisfaction. employee job satisfaction, has an impact on customer satisfaction, because employees always provide the best service for each customer, so it has an impact on consumers' repurchase interest. compensation can be physical or non-physical which must be calculated and given to employees in accordance with their sacrifices to the organization/company where they work as a substitute for their service contribution to the company.. 6. job satisfaction cannot create purchasing intention through consu mer satisfaction the results of the path analysis show that the direct influence of the variable job satisfaction on purchasing intention is 0.225, while the path coefficient of the indirect effect through consumer satisfaction is -0.22990. these results indicate that job satisfaction indirectly through consumer satisfaction cannot create purchasing intention [0.225 > (-0.22990)]. thus job satisfaction can create consumer satisfaction and purchasing intention directly, but job satisfaction cannot create consumer buying interest through consumer satisfaction. these findings are in line with robbins & judge (2012: 99) that someone with a high level of job satisfaction has positive feelings about his job, while those who do not have dissatisfaction will tend to the opposite. organizations that have employees who have a high level of job satisfaction tend to be more effective than organizations that have employees who have job dissatisfaction. job satisfaction is the level of pleasure that a person feels for his role or work in the organization. the level of individual job satisfaction occurs when they get a commensurate reward aspect of the work situation in which their organization works. job satisfaction concerns the psychology of the individual in the organization, which is caused by the circumstances he feels in his environment (jasmani et al., 2020; sunarsi, 2020). job satisfaction has a positive influence on customer loyalty (samuel et al, 2005). however, customer satisfaction does not affect customer loyalt y (palilati, 2007) and (shahin et al., 2011). conclusion the ability of individual activities in carrying out various tasks in certain jobs is distinguished by intellectual abilities and physical abilities. knowledge and skills possessed by individuals will lead to behavior. meanwhile, the behavior will produce performance. the ability that a person has in carrying out work will encourage them to perform well. many aspects can influence achieving professional human resources, including individual aspects, group aspects, and organizational system aspects. the individual aspect is related to the individual ability and works professionalism of employees in improving the quality of human resources so that it has an impact on employee performance, work motivation, job satisfaction, and organizational commitment (robbins, 2008). the group aspect relates to the environment in which the employee works such as; work discipline, work compensation, and job satisfaction to increase strong work motivation so that it has an impact on performance. meanwhile, the organizational system aspect relates to how the employees of a company can be committed to building the company's organization in accordance with the goals that have been stated in the company's vision and mission in the long term. professional human resources (individual abilities, work professionalism, organizational commitment, work discipline, international journal of human capital management, vol. 6 (2), december 2022 14 | p a g e work compensation, and job satisfaction) can directly create consumer satisfaction and indirectly (except for job satisfaction) have an impact on increasing purchasing intentions. references agus budi purwanto dan susanti 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(2021). the influence of product quality, lifestyle, and product knowledge on the decision process of buying folding bikes in semarang city. indonesian journal of business and management innovation; volume 04, number 03. zairi, m., (2000). managing customer satisfaction: a best practice perspective. journal tqm mag. 12 (6), 389–394. international journal of human capital management e-issn 2580-9164 vol. 1, no.2 , december 2017, p 52-60 available online at http://journal.unj.ac.id/unj/index.php/ijhcm 52 copyright © 2017, pps unj publisher the impact of visionary leadership, learning organization and innovative behavior to performance of customs and excise functional muhammad anshar tanjung priok customs and excise service office muh_anshor@yahoo.co.id abstract this research aims to determine the impact of visionary leadership, learning organization, and innovative behavior on the performance of functional officers of customs and excise inspectors at tanjung priok customs and excise main service office. the research was conducted at tanjung priok customs and excise service office using the number of samples of 78 functional officers of customs and excise inspectors. the sample was selected using simple random sampling technique. data collection was done by using questionnaire and data analysis using path analysis. the results showed that 1) visionary leadership, learning organization and innovative behavior have a direct and positive impact on performance, 2) visionary leadership, and learning organization have a direct and positive impact on innovative behavior and 3) visionary leadership have a direct and positive impact on learning organization. the conclusion of this research is to improve the performance of functional officer of customs and excise inspectors at tanjungpriok customs and excise main service office, it is necessary to increase the aspect of visionary leadership from head of main service office, learning organization at main service office and innovative behavior at functional officers of customs and excise inspectors. keywords : visionary leadership, learning organization, innovative behavior, and performance. one of the vertical offices of the directorate general of customs and excise which has considerable activity in import and export activities is the tanjung priok customs and excise main service office. tanjung priok main customs service office becomes a barometer in performance appraisal of the directorate general of customs and excise because this office has activities both in terms of volume and the largest number in indonesia. from the state revenue side can be seen on the table 1.2 below: table 1.2target dan realization of import duty, export duty and excise tanjung priok customs and excise main service office from the above table it is known that in 2014, tanjung priok customs and excise main service office can realize its target of only 88.11% of total revenue(import duty, export duty and excise) of rp18,108.48 billion. while in 2015, the realization of nominal revenue is smaller than in 2014 and the realization is only reached 81.74% of the target revenue 2015.the low realization of the target in 2014 and 2015 may be affected by the performance of functional officers of customs and excise inspectors tasked with conducting research of import documents at tanjung priok customs and excise service office. according to the regulation of the minister of finance no. 184 / mailto:muh_anshor@yahoo.co.id internationaljournal of human capital management, vol. 1 (2), december 2017 53 pmk.04/ 2014 on technical guidelines for the functional officials of customs and excise inspector and credit score, the customs and excise inspector is a civil servant who is fully functionally assigned, duties, powers and entitlements authorized officials to carry out customs and excise inspections, prevention of violations of laws and criminal investigations in the field of customs and excise. the elements of customs and excise inspection activities consist of: receipt of documents, document examination, inspection of goods, body check, inspection of carrier means, inspection of buildings and installations,verification of documents,and customs and excise audits. thus the role of functional officials is vital, so the performance of functional officers of the customs and excise inspector greatly determines the performance of dgce as a whole. however, the pre-research orientation at the tanjung priok main service office of customs and excise shows that there are still functional officers of customs and excise inspectors who are less able to demonstrate their best working behavior, such as lack of enthusiasm in work, unable to empower the potential possessed by the examiner optimally, lack of dedication in striving for dgce goals. in addition, the performance of functional officials of customs and excise inspectors also indicates less than the maximum. this can be seen from: 1. the value of findings for examination documents imports are declining. in 2013, the findings of import document examination reached rp 1.09 trillion, while in 2014 it only reached rp 1.03 trillion and in 2015 only reached rp 0.76 trillion or the value of findings decreased by 5.5% and 26.2% respectively in 2014 and 2015. the decline in these findings contributes to the nonachievement of the target of receiving the main service office of customs and excise tanjung priok in 2014 and 2015. 2. increasing of audit finding in 2014 and 2015 in the post clearance audit indicated that customs and excise functional official less careful in conducting examination of import document. based on the above explanation, it is need to improve comprehensive in order to increase functional officials performance. increasing on functional officials performance will be effected to state revenue increasing. the improvement are needed on leader side such as visionary leadership on head of customs and excise main service office, on the office side such as learning organization on tanjung priok customs and excise main service office and on functional officials side such as innovative behavior. so that, this research focused to visionary leadership, learning organization and innovative behavior relating the performance of functional officials many definitions are advanced by experts relating performance. according to ivancevich, konopaske, and matteson [1] said that performance is a unity of work associated with employee behavior designed to achieve organizational goals. whereas, aguinis [2] states that performance is about behavior or what employees do, not about what employees produce or the results of their work. brumbrach as quoted by armstrong [3] stated that performance has a meaning of behavior and results. behavior comes from executors and transfers performance from abstract to action. not only instruments for results, behavior is also the result of itself a mental product and the application of physical effort to the task and can also be judged part of the result. colquiet, lepine, and wesson [4] affirm that performance is a series of employee performance that contribute both positively and negatively to the achievement of organizational goals. this definition of performance includes behaviors that control employees, but the behavior has restrictions on the behavior both relevant (and irrelevant) to job performance. based on the above description, it can be synthesized that performance is the behavior of a person displayed in completing the task as the organization rule, with an indicator: persisting with enthusiasm and expending more effort, doing activities that formally become his duty, assisting and cooperating with other employees, to follow organizational rules and procedures, and to cultivate, support and defend the goals of the organization. komariah and triatna [5] argue that visionary leadership is the ability of leaders to create, formulate, communicate and implement ideal thoughts derived from him or as a result of social internationaljournal of human capital management, vol. 1 (2), december 2017 54 interaction among members of the organization and stakeholders who are believed to be the ideals of the organization in the future that must achieved and realized through the commitment of all personnel. according to marno [6] visionary leaders are leaders who have and always oriented to the future, what would want to be realized in the future of the reality being faced. for the visionary leader, when he saw the stone for example. in his mind was the desire to make a big house and magnificent. the visionary leader is important and determines the life of the organization. furthermore marno, the ability of leaders to create a vision and translate it into reality is called visionary leadership. visionary leadership is an attractive target so that commitment and all personnel to achieve it. leaders must formulate their own vision by involving people or teams to help formulate them. vision can include quantitative goals such as targets expressed as percentages, or can state years of achievement, and may also only describe future conditions to be achieved. on the other hand, goleman [7] argues that visionary leadership is a leadership pattern that seeks to encourage people toward dreams along with the most positive and most appropriate emotional climate impacts used when change requires a new vision or when a clear direction is needed. this means that visionary leadership is needed in changing organizational conditions and requires a new vision or vision change. thus visionary leadership can be synthesized that visionary leadership is a leader action that can influence or encourage others to create and articulate realistically, credibly and attractively about future visions that can improve the current state, with indicators: setting superior standards and reflecting high ideas, clarify goals and direction, inspire spirit and keep commitment, have good pronunciation and easy to understand (effective communication), reflect the uniqueness of different organizations and competencies, and have a strong determination to realize the ideals. according to tjakraatmadja, hidayat and lantu [8] , learning organization can be defined as an organization that has the ability to always improve performance in a sustainable and cyclical manner, because its members have individual commitment and competence that is able to learn and share knowledge at superficial and substantial level.whereas according to robbins and coutler [9] , learning organization is an organization that has evolved its capacity to constantly learn, adapt and change. senge as quoted by armstrong [10] argues that "learning organization as a whole where people continue to develop the capacity to make a result they really want, where a new, elastic mindset can be maintained, where free responses are collected, and where people people learn how to learn together continuously. understanding the learning organization also proposed by jones [11] which says learning organization is an organization that deliberately design and build structures, cultures, and strategies so as to enhance and maximize the potential learning organization that is underway. while drafke [12] sees learning organization as an organization focused on improving learning and knowledge disseminated throughout the company. greenberg and baron [13] explain that the learning organization is an organization that successfully obtain, process, and apply knowledge that can be used to assist in adapting to a change. in line with the views of greenberg and baron above, certo and certo [14] argue, learning organization is a good organization in creating, acquiring, and transferring knowledge, and modifying behavior to reflect new knowledge. learning organization is also defined by garvin as quoted tjakraatmadja and lantu [15] , essentially explaining that learning organization is an organization that has the ability to create and build knowledge / information organization through the process of knowledge transformation from individual competence to knowledge organization (human capital). learning organizations are able to motivate all employees to be willing and able to improve their daily behaviors, reflected in paradigm improvements (views and ways of thinking), as well as increased intelligence (balance between intellectual, emotional and spiritual intelligence) and the expansion of employee insight. based on the above description it can be synthesized that the learning organization is an organizational capability that continuously extends its capacity to create a truly desired outcome by nurturing new thinking and expansion patterns, collective free regime aspirations, and how to learn internationaljournal of human capital management, vol. 1 (2), december 2017 55 together, with indicators: managerial commitment, system perspectives, openness and experimentation, as well as transfer and integration of knowledge. the concept of innovative behavior, according to carmeli, meitar and weisberg [16] is a gradual process in which individuals recognize a problem to derive new ideas and solutions, work to advance and build support for it, and produce a prototype that is applied or a model to use and benefit organization or part thereof. innovative behavior is an innovation that is done individually. scott and bruce as quoted by cingöz and akdo [17] explain that individual innovation begins with the decline of ideas, namely the production and use of new ideas in several domains. the next stage of the innovation process is the promotion of ideas for potential merger. once an individual generates an idea, then the individual gets into a social activity finding friends, supporters, and sponsors or building a coalition of supporters who give important powers to the realization of ideas. the final task of the innovation process relates to the realization of an idea by producing a prototype or a perceived innovation model and apex is applied in an overall work, group, or organization role. west and farr as quoted by kleysen and street [18] explain that innovative behavior is an individual action directed toward generating, introducing or applying new findings that are profitable at every level of the organization. new findings such as the development of new product ideas or technologies, change administrative procedures aimed at improving working relationships or applying new ideas or technologies to work processes aimed at significantly improving efficiency and effectiveness. based on the above explanation, it can be synthesized that innovative behavior is an individual action directed to produce, introduce or apply new findings in the form of ideas and solutions that benefit the organization, with indicators: exploring opportunities, generativity, conducting informative investigations, championing and applying of new idea. based on the above matters, in general the purpose of this study is to reveal whether or not the influence between variable variables studied, either direct or indirect influence with the description as follows: first, to determine whether there is a direct influence of visionary leadership on performance, second to determine whether there is a direct influence of learning organization on performance, third, to determine whether there is direct influence of innovative behavior toward performance, fourth, to determine whether there whether there is direct influence of visionary leadership toward innovative behavior, fifth to determine whether there is direct influence of learning organization to behavior innovative, and the last to determine whether there is a direct influence of visionary leadership on learning organization. method this research was conducted at tanjung priok customs and excise service office in january until november 2016. this research used quantitative approach with survey technique. the population of this research is 98 functional official of customs and excise inspector. sampling was done by using simplerandom sampling technique. the research data collected through questionnaires, including performance data, visionary leadership, learning organization, and innovative behavior. result based on the results of data processing research using spss version 21.0 can be categorized in three condition as follow: 1. the impact of visionary leadership (x1), learning organization (x2) and innovative behavior (x3) on performance (y) of customs and excise functional official. internationaljournal of human capital management, vol. 1 (2), december 2017 56 table 1: the result of regression of variabel x1, x2, x3 and y coefficients a model unstandardized coefficients standardized coefficients t sig. b std. error beta 1 (constant) 46.133 7.760 5.945 .000 kep_visioner .281 .066 .333 4.278 .000 learning_org .244 .049 .395 5.015 .000 innovative behavior .121 .033 .299 3.661 .000 dependent variable: kinerja based on above table, it as acquired that path coeffisient of visionary leadership (x1) on performance (y) is 0.333 with thitung value is 4.278, while ttablevalue is 1.993. as thitung value is greater than ttablevalue, ho is rejected and h1 is accepted. so that, it can be concluded that visionary leadership (x1) has direct and positive impact to performance (y).whereas, path coeffisient calculation of learning organization (x2) on performance (y) is 0.395 with thitung value is 5.015, while ttable valueis 1.993. as thitung value is greater than ttable value, ho is rejected and h1 is accepted. so that, it can concluded that learning organization (x2) has direct and positive impact to performance (y).while, path coeffisient calculation of innovative behavior (x3) on performance (y) is 0.299with thitung value is 3.661, while ttable valueis 1.993. as thitung value is greater than ttable value, ho is rejected and h1 is accepted.so that, it can concluded that innovative behavior (x3) has direct and positive impact to performance (y). 2. the impact of visionary leadership (x1), and learning organization (x2) on innovative behavior (x3) of customs and excise functional official. table 2: the result of regression of variabel x1, x2, x3 and y coefficients a model unstandardized coefficients standardized coefficients t sig. b std. error beta 1 (constant) -38.970 26.786 -1.455 .150 kep_visioner .675 .216 .323 3.121 .003 learning_org .543 .158 .356 3.437 .001 dependent variable: perilaku_inovatif based on above table, it as acquired that path coeffisient of visionary leadership (x1) on innovative behavior (x3) is 0.323with thitung value is 3.121, while ttable valueis 1.993. as thitung value is greater than ttable value, ho is rejected and h1 is accepted.so that, it can concluded that visionary leadership (x1) has direct and positive impact to innovative behavior (x3) .whereas, path coeffisient of learning organization (x2) on innovative behavior (x3) is 0.356with thitung value is 3.437, while ttable valueis 1.993. as thitung value is greater than ttable value, ho is rejected and h1 is accepted. so that, it can concluded that learning organization (x2) has direct and positive impact to innovative behavior (x3). 3. the impact of visionary leadership(x1 on learning organization(x2) of tanjung priok customs and excise main service office. table 3: the result of regression of variabel x1, x2, x3 and y coefficients a internationaljournal of human capital management, vol. 1 (2), december 2017 57 model unstandardized coefficients standardized coefficients t sig. b std. error beta 1 (constant) 56.728 18.318 3.097 .003 kep_visioner .539 .144 .393 3.731 .000 dependent variable: learning_org based on above table, it as acquired that path coeffisientof visionary leadership (x1) on learning organization (x2) is 0.393with thitung value is 3.731, while ttable valueis 1.993. as thitung value is greater than ttable value, ho is rejected and h1 is accepted. so that, it can concluded that visionary leadership (x1) has direct and positive impact to learning organization (x2). discussion the result of statistical examination shows that visionary leadership has a direct and positive influence on performance. it is understandable that employee performance will be greatly influenced by the leadership of a leader. the visionary leader can encourage his employee to improve their performance in order to achieve the vision and mission desired by the leader. the results of this study reinforce previous research conducted by juhana and ambarsari [19] who examined the department of mining and energy of west java province involving 107 samples. the results showed that visionary leadership affect performance through job satisfaction variable of 0.746. thus visionary leadership greatly affects the performance of employees of the department of mining and energy of west java province. other research conducted by cheema, akram and javed who examines the effect of employee engagement and visionary leadership on job satisfaction and employee performance at 22 restaurants in pakistan. the results show that visionary leadership has a direct and positive influence on job satisfaction and employee performance. the results of this research and some previous research also reinforce the opinions of experts on the importance of visionary leadership on performance. the opinions expressed among others by komariah and triatna (2006) suggest that visionary leadership is the ability of leaders to create, formulate, communicate and implement ideal ideas derived from him or as a result of social interaction among members of the organization and stakeholders who are believed to be ideals the organization in the future that must be achieved and realized through the commitment of all personnel. another opinion presented by goleman (2004) suggests that visionary leadership is a leadership pattern that seeks to encourage people toward dreams along with the most positive and most appropriate emotional climate impacts used when visionary leadership (x1) innovative behavior (x3) learning organization (x2) performance (y) py2 = 0.395 py1 = 0.333 py3 = 0.299 py2 = 0.393 p21 = 0.323 p32 = 0.356 figure 1. scheme of research internationaljournal of human capital management, vol. 1 (2), december 2017 58 change requires a new vision or when a clear direction is needed. this opinion holds that visionary leadership is very important in driving the behavior of others or employees to improve their performance. the results of statistical examination show that the learning organization has a direct and positive effect on the performance. this confirms in previous research that states that learning organization will improve employee performance. the study was conducted by salim and sulaiman [21] which the results prove that the learning organization contributes to the performance. research conducted by ambula, awino, and k'obonyo (2016) [22] to 108 manufacturing companies in kenya proves that learning organization has a direct and significant impact on the company's financial and nonfinancial performance. research conducted by ratna et al [23] to 50 managers of consulting firms show that organizational performance is influenced by learning organization. the results of this study are also reinforced by the opinion of tjakraatmadja and lantu (2006) which says that the learning organization is able to motivate all employees to be willing and able to improve their daily behavior, which is reflected in the improvement of perspective and thinking, and increase the intelligence and expansion of employees' insight. another opinion by mondy (2008) which states that the learning organization in a company will make the company realize the importance of training and development related to sustainable performance and willing to take appropriate action. the opinion of experts is essentially stated that the implementation of learning organization will cause employee performance will increase. on the other hand, the test results on statistical examination that innovative behavior has a direct and positive effect on performance. the results of this research support research that has been done before, such as marques and ferreira (2009) [24] which the results show that innovative behavior affect the company's performance. his research took place in a traditional industrial area of portugal. the results of his research, among others, concluded that the company's innovation ability significantly influence the company's performance. another research was conducted by gunday et al [25] who conducted research on 184 manufacturing companies in turkey. the result of his research concludes that innovation has an effect on company performance. the results support expert opinion on innovative behavior which states that innovative behavior is ultimately aimed at improving organizational performance through enhancement of individual performance. with innovative behavior, employees can solve problems they encounter through the discovery of new ideas and implement the idea that will improve the performance of these employees. such opinions include carmeli, meitar and weiberg (2006) who stated that innovative behavior means a gradual process in which the individual recognizes a problem to derive new ideas and solutions, works to advance and build support for it, and produce a prototype that is applied or a model for used as well as benefit the organization or part thereof. another opinion was expressed by west and farr as quoted by kleysen and street explaining that innovative behavior is an individual action directed toward generating, introducing or applying new, beneficial findings at every level of the organization. other test results state that visionary leadership has a direct and positive influence on learning organization. these results reinforce the results of previous research which states that visionary leadership has an influence on learning organization. the study was conducted by schiena et al [26] who conducted military leadership research that was associated with the learning organization. the results of his research show that leadership influences the learning organization both transformational leadership and transactional leadership. while research conducted by demiricil et al [27] who conducted research on 124 employees in altintas, turkey. the results showed that visionary leadership had a direct positive effect on the dimension of learning organization. the results of this study are also in line with the opinions of experts such as goleman (2004) who argue that visionary leadership is needed in changing organizational conditions and requires a new vision or vision change. similarly, sadu (2015) argues that visionary leadership consists of four variables: a) leaders, b) followers, c) situations and conditions, and d) organizational vision and mission. internationaljournal of human capital management, vol. 1 (2), december 2017 59 other tests show that visionary leadership has a direct and positive influence on innovative behavior. this result confirms previous research conducted by park, moon and hyun [28] which states that leadership has an effect on innovative behavior. although this research only sees leadership only and does not see from the aspect of visionary leadership, this research can give an idea that leadership is very influential in the employee's innovative behavior. these results reinforce the opinion of sadu (2015) which states that visionary leadership has three aspects: a) high innovation, b) creativity, and c) the courage to face risks. the opinion would like to emphasize that visionary leadership will encourage employees to have innovative behavior. meanwhile, the results of testing on learning organization shows there is a direct and positive influence on innovative behavior. this result concurs with the results of previous research conducted by liao, fei, and liu [29] who sought to examine the link between knowledge inertia, organizational learning and organizational innovation. the results of his research, among others, indicate that the dimension of learning organization which includes the sharing of vision, openness of thought, and commitment to learning have a positive and significant effect on the organizational innovation dimension of both administrative and technical innovation. the results of this study also supported by research škerlavaj, song, and lee (2010) which proves that learning organization culture has a strong positive influence on innovation. conclusion the conclusions of the results of this study are 1) visionary leadership has a direct and positive impact on performance. 2) learning organization has a direct and positive effect on performance. 3) innovative behavior has a direct and positive effect on performance. 4) visionary leadership has a direct and positive influence on innovative behavior. 5) learning organization has a direct and positive effect on innovative behavior. 6) visionary leadership has a direct and positive influence on the learning organization.with the above conclusions, tanjung priok customs and excise main service office should improve aspects of visionary leadership, learning organization and innovative behavior in order to improve the performance of functional officials of customs and excise inspectors. the aspect of visionary leadership that needs to be improved is to set superior standards and reflect high ideas, clarify goals and direction, inspire spirit and keep commitment, have good pronunciation and easy to understand (effective communication), reflect the uniqueness of different organizations and competencies, and have a strong determination to realize the ideals. for the aspect of learning organization that needs to be improved is managerial commitment, system perspective, openness and experimentation, 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(2006). jann hidayat, dan donald crestofel lantu, knowledge management dalamkonteks learning organization. bandung: smb itb. http://www.sciencedirect.com/science/journal/09255273 http://www.sciencedirect.com/science/journal/09255273 http://www.sciencedirect.com/science/journal/09255273 http://www.sciencedirect.com/science/journal/09255273/133/2 international journal of human capital management e-issn 2580-9164 vol. 2, no.1, july 2018, p 48-56 available online at http://journal.unj.ac.id/unj/index.php/ijhcm 48 the effect of personality, work stress and decision making to organizational commitment at limited company of bhumyamca sekawan in south jakarta tuty sariwulan state university of jakarta tuty.wulan@yahoo.com abstract this title of this research is the influence of employees personality, work stress dan decision making to organizational commitment at limited company of bhumyamca sekawan in south jakarta.this study used quantitative approach with survey methods and path analysis technique. the amount of population is 213 employees and using random sampling technique, so the total of sample is 70 employees calculated by slovin formulation data that used in this research is quantitative data with path analysis methods to find out the path coefficient score. based on the calculation and hypothesis test, can be concluded as these results: (1) personality has direct positive influence to decision making; (2) work stress has direct positive influence to decision making; (3) personality has direct positive influence to organizational commitment; (4) work stress has direct positive influence to organizational commitment; (5) decision making has direct positive influence to organizational commitment. keywords: personality, work stress, decision making and organizational commitment organizational commitment is a condition in which employees become highly engaged in the company. stephen p. robbins, argues that: organizational commitment is the degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization. (stephen robbins, 2011). this statement means that: organizational commitment is the extent to which an employee binds himself to a particular organization with the objectives of the organization, and hopes to maintain membership in the organization. the higher the employees are committed to the company, the employees will work better in their jobs and tasks. organizational commitment is needed in business competence therefore the company educates employees to commit to what the company aims. organizational commitment is influenced by several factors including: personality or personality, job stress, decision making. personality includes the characteristics or personality traits of a person. according to stephen p. robbins: personality is a dynamic organization that exists within an individual consisting of psychophysical systems that determine a unique adaptation to the environment. personality is a very important and vital part of a person's life is also very complex where an individual reacts and interacts with other individuals. robbins also said, there are 5 major personality traits commonly used in organizations in the world of work. five personality traits are: extroversion, agreeableness, conscientiousness, emotional stability, openness to experience. (stephen robbins, 2004). personality has internal and external elements. there are 5 dimensions of personality that are conscientiousness, agreeableness, neuroticism (emotional stability, openness to experience. while stress work is one of the problems faced by everyone in everyday life as well as in the work environment. stress can be interpreted as stress, tension or unpleasant discomfort, there is an imbalance between job demands and individual abilities. stress of influence is so great for the individual concerned. fred states that: stress is usually considered negative. this is thought to be caused by something bad. but there is also the positive side, the pleasant things that are caused by the good things. in decision making employees will choose the right one from several alternatives. the most important factor in making a final decision is to consider the advantages and disadvantages of each alternative. to that end employees need creative, diverse, and inventive arguments. mailto:tuty.wulan@yahoo.com international journal of human capital management, vol. 2 (1), july 2018 49 limited company of bhumyamca sekawan is a company engaged in business and property management activities to support the needs of offices, workshops, and warehousing located in cilandak south jakarta. this company has modern facilities of international standard with gold / platinum level environmental quality. the mission of this company is to provide the best service by providing modern facilities and environmentally friendly, with employees who are friendly, and sincere. the company's goal is one of bhumyamca sekawan empowering and empowering employees optimally and humanely to be more productive. in order to achieve the objectives, employees are required to commit to the company, in accordance with the requirements when appointment of employees stating that: the employee must have good performance and interpersonal relationships (personality). the company consists of several departments and from the department is further divided into several divisions. the general department and the department of engineering have a high level of stress in which the employee assumes the task or position by taking all the consequences related to the job, working on time, achieving the target within the company. based on the statement on the background of the problem it is necessary to carefully the personality, work stress, and decision making that affect organizational commitment in limited company of bhumyamca sekawan, as well as the title of research are: influence personality, job stress and decision making on organizational commitment. organizational commitment is the degree to which an employee identifies with a particular organization and maintains its membership in the organization (stephen robbins, 2010). commitment is a sense of identification, involvement, and loyalty expressed by an employee toward the company "(john, 2008). "organizational commitment is defined as the desire on the part of an employee to remain a member of the organization". (meyer, 1997). meyer further states: there are 3 types of them: affective commitment, continuance commitment and normative commitment. personality, luthans menyatakan sebagai berikut: personality will mean how people affect others and how they understand view themselves, as well as their pattern of inner and outer measurable traits and the person-situation interaction. fred luthan, 2011). personality a stable set of characteristics and tendencies that determine commonalities and differences in people behavior. (james l, 2012). robbins et al, said there are five major personality traits: extroversion, agreeableness, conscientiousness, emotional stability, openness to experience. (stephen robbins, 2004). the 5 (five) major are: extraversion. (like group, firm, and easy to socialize), agreeableness / easy to get along. (happy to work together, warm, and trusting). conscientiousness (responsible, orderly, reliable and persistent). stability of emotion. (tend to be calm, confident and have a firm stand). open to new things. (open, open tend to be creative, curious). stress is dynamic condition in which an individual is confronted with an opportunity, demand, or resource related to what the individual desire and for which the outcome is perceived to the both uncertain and important. (stephen robbins, 2011). stress is defined as a person's capacity or resources (colquitt, 2011). decision making is almost universally defined as choosing between alternatives. (luthan, 2009). gibson et al menyatakan bahwa: decisions means to achieve some result or to solve problem; outcome of a process influenced by many forces (james gibson,2010). based on the background and problem formulation, the objectives to be achieved in this research are to know: direct personality influence on job stress on limited company of bhumyamca sekawan employees in south jakarta. 1. direct personality influence on decision making on employees limited company of bhumyamca sekawan in south jakarta 2. direct effect of job stress on decision making on employees of limited company of bhumyamca sekawan in south jakarta 3. direct influence of personality on organizational commitment to employees of limited company of bhumyamca sekawan in south jakarta. 4. the direct influence of decision making on organizational commitment on employees of limited company of bhumyamca sekawan in south jakarta international journal of human capital management, vol. 2 (1), july 2018 50 5. direct influence of work stress on organizational commitment to employees of limited company of bhumyamca sekawan in south jakarta. method this research uses quantitative approach, survey method and path analysis technique. the dependent variable is y (organizational commitment) and the independent variables are: x1 (personality), x2 (work stress) and x3 (decision-making) variables. the influence between variables was analyzed by path analysis. figure 1. constellations of influence between variables information: y = organizational commitment x2 = work stress x1 = personality x3 = decision making ρ = path coefficient to find out whether the normal distribution is used kolmogorov smirnov test count with the help of spss application version 24. if the calculation result of test value k-s> α (0,05) then variable that tested have normal distribution (spss output attached). from result of normality test to 4 (four) test result variable can be seen in table below. table 1. calculation value of kolmogorov-smirnov test no. variable the calculation results level α conclusion 1 organizational commitment 0,200 0,05 distributed normally 2 personality 0,200 0,05 distributed normally 3 work stress 0,191 0,05 distributed normally 4 decision making 0,191 0,05 distributed normally source: primary data processed in 2016 result and discussion before testing the hypothesis in path analysis, there are requirements that must be met namely; 1). samples taken from the population have a normal distribution, 2). has a linear x2 x3 x1 y ρy3 ρ32 ρy2 ρy1 ρ21 ρ31 international journal of human capital management, vol. 2 (1), july 2018 51 relationship between independent variables with dependent variables, 3). the linear or straight-line relationship is significant. to test the linear correlation between variables and significant used test criterion by using test of linearity at 5% significance level (0,05). the test model used is the f test in the anova table. the linearity test is obtained from the line deviation from linearity that is f count greater than 0.05. the theory says that if f count is greater than 0.05 then the relationship of variables is linear. similarly, the regression equation is obtained from the regression row in the anova table, if the value of f count and p-value is less than 0.05 (f count value and p-value <0.05), then the regression line is significant. the results of the linearity test (spss output attached) can be seen in the following table. table 2. linearity test between variables no. variable deviation from linearity conclusion f(anova table) sig (p-value) α 1 x1 to x2 0,901 0,621 0,05 linear 2 x1 to x3 0,818 0,719 0,05 linear 3 x2 to x3 0,818 0,719 0,05 linear 4 x1 toy 0,704 0,848 0,05 linear 5 x2 to y 1,291 0,242 0,05 linear 6 x3 to y 0,760 0,761 0,05 linear source: primary data processed year 2016 similarly, the linearity significance test after the comparison between the results of calculations anova with α (0.05) then obtained the results as in table 3 below. table 3. regression line significance test no. variable anova (f) sig (p-value) α hypothesis 1 x1 to x2 0,082 0,775 0,05 not significant 2 x1 to x3 31,080 0,000 0,05 significant 3 x2 to x3 7,573 0,007 0,05 significant 4 x1 to y 4,245 0,043 0,05 significant 5 x2 toy 5,474 0,022 0,05 significant 6 x3 to y 4,649 0,035 0,05 significant source: primary data processed year 2016 from result of significance test turns x1 relationship to x2 is not significant. thus the linearity for x1 against x2 is not eligible for path hypothesis testing. after 3 (three) requirements in the analysis are met, where based on spss calculation for significance test of regression line between two variables (there is one regression line that is x1 to x2 not qualified). thus for the next test cannot be calculated path, and for phase test path there are 5 regression lines are analyzed. the next stage to describe the causal relationship or causal relationship between independent variables with the dependent variable, the researchers used the model of the path diagram. in this study only take into account the direct influence of independent variables on the dependent variable. the magnitude of direct influence of independent variable to dependent variable is expressed by path coefficient with notation ρ. the constellation between variables (path diagram) after the conditions are met becomes as follows: international journal of human capital management, vol. 2 (1), july 2018 52 figure 2. constellations of influence between variables hypothesis testing to illustrate the causal relation or causal relationship between independent variables and dependent variable, the researcher uses the path form diagram model. in this study only take into account the direct influence of independent variables on the dependent variable. the magnitude of direct influence of independent variable to dependent variable is expressed by path coefficient with notation ρ. the path coefficient is obtained in the beta column (standardized coefficients) at the spss output. while the hypothesis to be tested is the coefficient of free variable path to the dependent variable. from table coefficients obtained t-count value and p-value (sig). if the value of t-count> +/ 1.658 at α = 0,05 or p-value (sig) <0,05 then treject ho. that is: there is a direct positive influence of independent variables on the dependent variable. from the calculation and hypothesis test the relationship of the five independent variables to the bound can be seen in the following table. figure 2. constellations of influence between variables from the calculation of path analysis can be synthesized that the causal relationship is all significant means that the hypothesis states that there is a direct influence of independent variables on the dependent variable. there are two causal relationships that are very significant meaning with the real level of 0.01 (1%) being in the ho starting area. while the remaining three causal relationships, significant with a real level of 0.05 (5%). decision making (x3) personality (x1) work stress (x2) organizational commitment (y) p31= 0,560 p32= -0,305 py1= 0,242 py2= -0,273 py3= 0,253 x2 x3 x1 y ρy3 ρ32 ρy2 ρy1 ρ31 international journal of human capital management, vol. 2 (1), july 2018 53 for more details below presented recapitulation table results of hypothesis testing calculations. table 4. recapitulation of hypothesis testing results no hypothesis statistic test path coefficient (ρ) t-count conclusion 1 personality (x1) has a direct effect on decision making (x3) ho : 31 ≤ 0 h1 : 31 > 0 ρ31 = 0,560 5,575** reject ho 2 working stress (x2) has a direct effect on decision making (x3) ho : 32 ≤ 0 h1 : 32 > 0 ρ32 = -0,305 -2,752** reject ho 3 personality (x1) has a direct effect on organizational commitment (y) ho : y1 ≤ 0 h1 : y1 > 0 ρy1 =0,242 2,060* reject ho 4 working stress (x2) has a direct effect on organizational commitment (y) ho : y2 ≤ 0 h1 : y2 > 0 ρy2 =-0,273 -2,340* reject ho 5 decision making (x3) has a direct effect on organizational commitment (y) ho : y3 ≤ 0 h1 : y3 > 0 ρy3 =0,253 2,156* reject ho * significant at α = 0.05 (t-table = 1.658 and -1.658) ** very significant at α = 0.01 (t-table = 2.358 and -2.358) 1. personality influence on decision making result of analysis test to hypothesis show that there is direct positive influence of personality to decision making. employees of limited company of bhumyamca in the face of customers or consumer show the nature and characteristics of personality that is: good, cooperative, friendly, polite, calm, assertive, sociable and open. in certain situations or in urgent circumstances can make decisions according to his job, and the decision is the best of some alternative options. thus the higher the personality of the employee the decision making will be better. this is reinforced by some expert researchers such as: (1). advisor budiman, who stated in his research that personality has a positive and significant impact on the process of decision making as a customer. (arief, 2015). (2) .kotler mentions that personality is a part of individual characteristics affecting decision making. (3) .attavia, in his research stated that, the personality variable that is part of the individual characteristics has the most dominant influence on the decision making process. (aktavia, 2014). 2. effect of job stress on decision making hypothesis testing proves that; there is a direct negative effect of work stress on decision making. employment of limited company of bhumyamca employees includes conditions where employees perceive role conflicts experienced, employees bear workload of work to be completed on time, pursuing targets primarily in the marketing division, as well as changes in the home environment with the company, and others it is characteristic of stress. international journal of human capital management, vol. 2 (1), july 2018 54 the burden faced as above leads to lower the desire to make decisions. actually the decision is taken by knowing the problem solving and should be based on the selection of the best alternative, but in situations experiencing stress the task to be done becomes not maximal. the theory says that: work stress has an inverse relationship with decision making. the more stress employees the smaller the decision taken. this is reinforced by researcher tati monawaroh in his research states that: job stress directly affects negative decision-making. based on the results of the study can be concluded, that if stress work increased it will result in decline in decision making. (tati munawaroh, 2013). 3. the effect of personality on organizational commitment hypothesis test results indicate that there is a direct positive effect of personality on organizational commitment. in other words, the higher the positive nature of the employee's personality, the higher the employee is to commit to the company. from the results of the research, and from the questionnaire filled, the employee has done his best to complete the tasks. employees never think of being lost to follow-up or leaving the company. bhumyamca employees feel that they are already a part and have been integrated into the company. this statement is reinforced by the results of the study (1) .dyan fausiah, in research related to personality with organizational commitment. the results of the analysis show that this personality has a positive and significant influence on organizational commitment. (diah f, 2013). the same opinion is expressed by (2). kumar and bakskhi in personality or personality research in relation to organizational commitment, indicating that the results of personality test against organizational commitment of employees, proved to have a significant effect. personality that is characterized by agreeable is also one of the factors capable of establishing increased organizational commitment of employees. 4. the effect of job stress on organizational commitment hypothesis test results in path analysis, it is said that there is a direct negative effect of work stress on organizational commitment. based on the results of research and answers filled employees at limited company of bhumyamca, some work, especially in the division of marketing, facilities, cleanliness and security has a strong relationship with job stress, among others caused by: demands tasks such as the imperative to make decisions quickly, work, time issues relating to the number of jobs. theory says that: if the above problem cannot be managed properly it will cause stress. if stress already occurs automatically will decrease organizational commitment. this theory is reinforced by several researchers. (1) moncrief, in his research says there is a significant and negative effect of work stress on organizational commitment. this is very influential on the continuity of the organization. (moncrief, 1997). (2) khatibi, doing the same research related to work stress and organizational commitment, aims to examine the effect of job stress on organizational commitment in national olympic and paralympic academy. the variables used are job stress, affective commitment, sustainability commitment, and normative commitment. the result shows that job stress has a significant negative effect to (a) affective commitment, (b) stress work has a significant negative effect on sustainability commitment, and (c) work stress has significant negative effect on normative commitment. (khatabi, 2009). similarly, researchers (3) velnampy and aravinthan, stated that job stress has a significant and negative relationship with organizational commitment. in his research revealed that job stress has a significant and negative relationship with organizational commitment. (velnampy, 2013). the next researcher (4) pool, proves that job stress has a direct negative and significant effect with organizational commitment. conflict as a stress-maker has an effect on decreasing organizational commitment. (pool s, 2000). international journal of human capital management, vol. 2 (1), july 2018 55 5. effect of decision making on organizational commitment hypothesis test results after tested by using a certain significant level then it is said that: there is a positive direct influence decision making on organizational commitment to employees of limited company of bhumyamca sekawan. from the results of the research and the list of questionnaires that limited company of bhumyamca employees have filled out, it is written that employees are involved and given an opportunity in decision making within the division where employees are placed. decision-making is done by way of deliberation with the work team of a division, so that decisions taken can reduce the risk. the ideas and thoughts of employees are appreciated by the leadership. deliberation is a learning for employees in making decisions, so there will be a sense of trust, so that the increased organizational commitment. as stated by: (1). hadi gunawan, in his research there is a positive direct influence of decision making on organizational commitment, this research was conducted on structural officer of echelon iv director general of correctional ministry of justice and human rights. the implication of this research is the effort in improving decision making of echelon iv officials can be done through the improvement of organizational commitment. (hadi gunawan, 2013). colquitt says that one of the factors that can influence the realization of an organizational commitment is a sense of trust by giving an opportunity to act, communicating by involving in deliberation, fostering social relationships. (colquitt, 2011). conclusion based on the hypothesis test obtained the following results: personality has a direct positive effect on decision making. this shows that improving personality will result in better decision making, job stress directly negative influence on decision making. this shows that the level of job stress has an inverse relationship with decision making. if job stress is high then result in decision making will decrease, personality has a direct positive effect on organizational commitment, indicating that improvements in personality lead to an increase in organizational commitment, work stress directly negative effect on organizational commitment, it shows that if the level of job stress is high, it will affect the decrease of organizational commitment, and decision making has a direct positive effect on organizational commitment, indicating that improvements in decision making affect the increase of organizational commitment. reference aktavia. (2014). the influence of individual characteristics on the decision-making process of the limited liability company of bank muamalat makassar branch. journal, makasar. colquitt, jason a., jeffery a. lepine, dan michael j. wesson. (2011). organizational behavior improving performance and commitmen in the workplace. new york: mcgraw hill/irwin. dyan fausiah. (2013). the influence of personality and interpersonal communication against organizational commitment to government institutions. journal, jakarta. fred luthans, jonathan p. doh. (2009). international management. ny: mcgraw-hill companies inc. fred luthans. (2011). organizational behavior. new york : mcgraw-hill. gibson, james l., john m. ivancevich, james h. donelly, jr., and robert konopaske. (2006). organizations behavior structure processes. new york: mcgraw-hill companies, inc. hadi gunawan. (2013). directorate general of corrections of the ministry of justice and human rights republic of indonesia 2nd international seminar on quality and affordable education (isqae). international journal of human capital management, vol. 2 (1), july 2018 56 ivancevich, john m., robert konopaske, dan michael t. matteson. (2008). organizational behavior and management, eight edition. new york: mc graw-hill companies inc. gibson, james l., john m. ivancevich, james h. donelly, dan robert konopaske. (2012). organizations behavior, structure, processes, 14th edition. new york: mvgraw-hill. khatibi, a. h. asadi and m. hamidi. (2009). the relationship between job stress and organizational commitment in national olympic and paralympic academy. (world journal of sport sciences, vol. 2, no. 4, pp 272-278 issn 2078-4724). meyer, john p., dan natalie j. allen. (1997). commitment in the worplace theory research and application. california : sage publications. moncrief, w.c., emin babakus, cravens, d.w., johnston, m. (1997 ). examining the antecedents and consequences of salesperson job stress. (eurupeon journal of marketing, vol.31 no.11/12). pool, s . w. (2000). organizational culture and its relationship between job tension in measuring outcomes among business executive. the journal of mangement development , vol 19. no. 1. robbins, stephen p. (2004). organizational behavior. upper saddle river: prentice-hall. robbins, stephen p, dan timothi a. judge. (2011). organizational behavior fourteenth edition. new jersey : pearson education inc. tati munawaroh. (2013). the objective this research is to verifly that: stress effects on comitment organization, stress effects on decision making, decision making effects on commitment organization. (epigram, vol. 10 no. 2 october) velnampy, t and aravinthan. s. a. (2013). occupational stress and organizational commitment in private banks: a sri lankan experience. (european journal of business and management. vol.5, no.7). issn 22221905. international journal of human capital management e-issn 2580-9164 vol. 1, no.2 , desember 2017, p 101-112 available online at http://journal.unj.ac.id/unj/index.php/ijhcm 101 copyright © 2017, pps unj publisher the effect of organizational structure and leadership style on teacher performance in private secondary school happy fitria*,mukhneri mukhtar**,makruf akbar*** university teachers association indonesia of palembang state university of jakarta state university of jakarta happyfitria2006@gmail.com mukhnerimukhtar@unj.ac.id makrufakbar@unj.ac.id abstract the objective of the research were to analyze the influence of organizational structure, and leadership, to teacher performance in the private secondary school in palembang city. this research method using quantitative method with path analysis technique (path analysis). samples in this study were 326 teachers from 1,773 private junior high school teachers in palembang city. the finding of the study showed that: (1) there was a direct positive effect of organizational structure to teacher performance, (2) there was a direct positive effect of leadership to teacher performance,. it is suggested to private junior high school teachers of palembang city that in improving the performance of teachers can pay attention to the variable of good organizational structure, and leadership, because it is believed as a factor that can encourage the creation of good teacher performance. keywords : organizational structure, leadership, and performance. one of the factors supporting qualified graduates is teacher performance. the general public will ultimately always argue that great teachers are teachers who can produce successful graduates in education. the performance of the teacher (job performance) is the result achieved by the teacher in carrying out the tasks assigned to him based on skills, experience and sincerity and the use of time. teachers who have good performance value will certainly have an impact with the results of its activities mainly related to teaching and learning process, where the output will increase both in quality and quantity. teacher performance should always be improved given the challenges of education to produce quality human resources that can compete in the increasingly tight global era. the performance of the teacher (performance) is the result achieved by the teacher in carrying out the tasks assigned to him based on his skills, experience, and sincerity as well as the efficient and effective use of time. an organization in this school, the division of tasks optimally will be able to improve performance. this is because the division of tasks from the top management to the bottom is clear and structured. pranata (2009: 30), the right leadership style of the principal will motivate teachers in improving their work morale. in order for human resources in running an organization wheel can work effectively and efficiently, then leadership that plays a very important role to influence and move subordinates so as to achieve the goals set. in addition to the leadership style of the principal, other factors that affect the success of an education system are trusts. trust becomes very important because with trust, a teacher can trust the leader with all his decisions and can trust the organization where it shelter. according to rivai and silvana (2009: 284) organizations that have good leadership will be easy in laying the foundation of trust on its members, while organizations that do not have good leadership will be difficult to gain the trust of mailto:happyfitria2006@gmail.com mailto:mukhnerimukhtar@unj.ac.id mailto:makrufakbar@unj.ac.id international journal of human capital management, vol. 1 (2), desember 2017 102 its members. the confidence of private junior high school teachers and their leadership policies can be acknowledged as still low. this is seen from the view of private junior high school teachers who assess private junior secondary school is still below the quality standards of the country. many private school teachers who think teaching in private schools are not as proud and profitable as teaching in public schools the performance of private junior high school teachers in palembang still needs serious attention, according to data on the value of ukg score in 2015, teachers in south sumatera only get an average of 48.62, and is the 22nd of 34 provinces in indonesia. while the data obtained from the education office of palembang city in 2016 private junior high school teachers who have been certified only 223 teachers from 1773 existing teachers. daily sumatera express also wrote that 55% of private junior high school teachers in palembang city still need to get training and workshops on how to prepare innovative teaching materials that students can easily understand. teaching materials provided still use the old teaching method, this is because the teacher does not have to maximize its ability. much of the background of that, based on the experience of researchers, when teaching in private junior palembang city, among others, the division of tasks that have not been well structured, teachers sometimes have to teach with a different field of study with competence. the leadership style of the principal is still authoritarian, so the teacher has not been able to issue opinions for the good of the school. this has led to the low trust of teachers and principals and schools. through a survey conducted by researchers in private junior secondary schools in palembang, there is still a gap between expectations with existing reality, such as the performance of teachers not yet maximal, still often leaving the class during class time, some teachers have not fulfilled the required academic qualifications , lack of participation in following the seminar, training, workshop, and so forth. so it does not support to perform the task professionally. the reason for this is the lack of optimal school organizational structure in the division of tasks, the leadership style of the headmaster is still authoritarian, and rarely do the guidance to the teacher, so that the discipline of work is low and the low level of teachers' trust in the leadership and school, so sometimes switch to another school better. so the fundamental problem in this research is limited to the influence of organizational structure, leadership style, and trust on job performance of the teachers in private junior high school (smp) in palembang city with problem formulation as here, is there a direct influence of organizational structure on performance ?, is there a direct influence of leadership style on performance ?, is there a direct influence of trust on performance ?, is there any direct influence of organizational structure to trust ?, whether there is direct influence direct leadership style to trust? 1. performance a.hale, (2004: 2): job performance is doing meaningful work in effective and efficient ways ", this definition confirms performance is doing meaningful work in an effective and efficient way. jex and britt, (2008: 96) defines performance as, "job performance is all of the behaviors employees engage in while at work". this definition asserts that performance is all the behavior of employees who are engaged in the work. in harmony with that definition, campbell was quoted as saying by jex and britt, "job performance represent behaviour employees engage in while at work that contribute to organizational goals". campbell stated that performance is the behavior of the employees involved while in the workplace that contribute to achieving organizational goals. according mangkunegara, (2009: 67) performance is the work of quality and quantity achieved by an employee in carrying out its duties with the responsibility given to him. the high performance of workers is closely related to the reward system applied by the institutions / organizations where they work. incorrect granting of honor can affect the improvement of one's performance. performance for teachers can generally be measured through: (1) ability to create lesson plans; (2) ability to implement international journal of human capital management, vol. 1 (2), desember 2017 103 lesson plans; (3) ability to carry out evaluation; (4) ability to follow up evaluation result. ivancevich and colleagues, (2008: 170) who stated that the performance is: "job performance as the desired results of behavior". according to this concept, performance is the expected result of behavior. performance is also a function of (1) the capacity to perform matters relating to the degree of processual relationships within a relevant individual between tasks with skills, abilities, knowledge, and experience, (2) opportunities to engage in activities related to the availability of equipment and technology , and (3) willingness to connect with desire and willingness to use effort to achieve performance. the performance concept proposed by colquitt et al. (2009: 37) is "job performance asthe value of the set of employee behaviors that contribute, either positively or negatively, to organizational goal accomplishment". this concept explains performance is the value of a set of employee behaviors that contribute, either positively or negatively to the fulfillment of organizational goals. so it can be synthesized that what is meant by the performance in this research is the performance of a person in working for a certain time. the indicators of performance, namely: quality of work, work accuracy, initiative, ability, and communication. 2. organizational structure gibson et al, (2012: 398) says "organizational structure is the pattern of jobs and group of jobs in an organization. an important cause of individual and group behavior ". the organizational structure is the pattern of work and group work within an organization. organizational design and structure has always been an important factor influencing the behavior of individuals and groups within the organization. george and jones, (2012: 472) explains that "organizational structure is the formal system of task and job reporting relationships. the organizational structure is a formal system, task relations, and job reporting that determines how employees use resources to achieve organizational goals. kinicki and williams, (2011: 237) argue: organizational structure is the formal system of tasks and coordination of the organization's goals. robbins and coulter, (2009: 201) defines the organizational structure: organizational structure is the formal arrangement of job within an organization. when manager create or change the structure, they’re engaged in organizational design, a process that involves decisions about six key elements: work specialization, departementalization, chain of command, span of control, centralization and decentralization and formalization. philosophically, the organizational structure is nothing but a formal building framework of the division of labor, power and coordination of work that allows the flow of information and communication effective and efficient to the organization in achieving goals. in this regard, mcshane and glinow (2008: 430) argue that the organizational structure is "the division of labor and the patterns of coordination, communication, work flow and formal power of direct of organizational activities". division of labor such as patterns of coordination, communication, work flow, and formal power directly related to organizational activities. so it can be synthesized that the organizational structure is a visualization framework that describes the relationship of organized cooperation on a regular basis with the common goal, which in the framework shows the relationship of authority, responsibility, and cooperation of each part to achieve the goal with indicators: job specification , chain of command, formalization, centralization, and coordination. 3. leadership style international journal of human capital management, vol. 1 (2), desember 2017 104 daft, (2005: 81) "leadership is influence relationship between leaders and followers who intend real changes and outcomes that reflect their shared purposes". this concept affirms leadership is a relationship affecting leaders with followers who expect real change and the outcome is a common goal. according to ivancevich, kanopaske and matteson, (2008: 170) the style of leadership is "using influence in an organizational setting or situation, producting effects that are meaningful and have a direct impact on accomplishing challenging goals". in this concept the style of leadership uses influence in the circumstances and situation of the organization, and has a direct influence in meeting the challenges of purpose. furthermore greenberg, (2010: 195-196) states that leadership style is "the process by which an individual influences other ways of helping attain group or organizational goals". contains the sense of a process in which individuals influence others in ways that help achieve group and organizational goals. according to newstorm, (2002: 30) "leadership style is the manner and approach of providing direction, implementing people". this concept affirms the style of leadership is the way and approach to give direction to others. usman, (2011: 295-299) provides twenty leadership traits that his subordinates are expected to follow: (1) honesty; (2) breadth of view; (3) the ability to inspire; (4) competence; (5) justice; (6) willing to provide support; (7) wide thinking; (8) smart; (9) straightforward; (10) reliable; (11) brave; (12) willing to cooperate; (13) imagination; (14) care; (15) is determined; (16) adults; (17) ambitious; (18) faithful; (19) can control themselves; (20) independent. of the twenty characteristics of leadership, the top traits are (1) honesty, (2) foresight, (3) inspiration, (4) competence. understanding the style of leadership above can be synthesized leadership style is a model used by the leadership of the organization in giving influence to subordinates, in order to direct and drive all activities in achieving organizational goals with indicators: instruction, consultation, participation, and delegation. 4. trust mckee, (2012: 50) suggests that "trust is the expectation by employees that a leader will act in an ethically justifiable manner, will have their best interests at heart, and will strive to achieve the organization's goals". in this case trust is the expectation of employees that a leader will act ethically justifiable, will have the best interests ethically justifiable, will have their best interests in the organization, and will strive to achieve organizational goals. allen, plunkett, and attner, (2013: 225) that "when trust is present, employees will feel comfortable as the organization move through change, even though change is threatening". when trust is present, employees will feel comfortable as an organizational step through change, even though the change is threatening. the beliefs of dennis and michelle (2008: 34) have components in formulating beliefs that are four beliefs: 1) capacity for trust: willingness to trust, 2) contractual trust: belief in character , 3) communications trust: trust in openness and 4) competence trust: trust in ability. thus trust is a reciprocal relationship of mutual belief in agreed performance, honest communication, expected competence, and the ability to relate openly. goetsch and davis, (2013: 55) say that "trust is an essential ingredient in total quality. total quality that depends on trust: communication, interpersonal relations, conflict management, problem solving, team work, employee involvement and empowerment, and customer focus ". trust is an essential element in total quality. the amount of quality that depends on trust: communication, interpersonal relationships, conflict management, problem solving, teamwork, employee engagement and empowerment, and customer focus. based on some understanding of the beliefs described above, it can be synthesized that what is meant by trust is one's belief in others that will give change in the future, international journal of human capital management, vol. 1 (2), desember 2017 105 with indicators: integrity, competence, consistency, loyalty, and openness. the results of this study are expected to provide additional studies for all parties in the field of management, especially in management education in formulating and determining policy steps of an institution in the future, academically, this research can enrich the concept or theory that support the development of science management education, related to the influence of organizational structure, leadership style, and trust, on performance. practically, this research can provide useful input for an organization to improve its performance. method this research was conducted in private smp palembang city. the purpose of this study is to test: (1) direct influence of organizational structure on performance; (2) direct influence of leadership style on performance. the method used is survey method. the study population was 1773 private junior high school teachers of palembang. the sample of this study were 326 teachers. determination of samples with slovin formula. data analysis technique using path analysis technique. after the data obtained, the data will be analyzed using path analysis technique with spss 22.0 for windows. results the results of research include three parts, namely: (1) description of data describes the characteristics of respondents and data from each research variable; (2) testing of analysis requirements whose results serve as a basis for establishing data analysis techniques; (3) hypothesis testing discusses the process of processing and the results of data analysis to explain empirically the relationship between research variables. after data obtained from private junior high school teachers in palembang city were processed and analyzed through various required tests, the next step in testing the causality model is to conduct path analysis. based on theoretically formed causal model we will get the path analysis diagram and calculate the coefficient value of each path. 1. test of estimated error normality a. test normality data score teacher performance error (y) on organizational structure (x1) based on the calculation of normality of regression estimate calculation is: ŷ = a + bx1 obtained α constant value and the value of slope b obtained equation ŷ = 13.961 + 0.864 x1, then obtained lhitung = 0.000, while ltabel with respondents 326 people (n = 326) at α = 0.05, of 0.04908. thus it can be argued that the distribution of assessment tools of teacher performance regression equation (y) on the organizational structure (x1) in private junior high school in palembang normal distribution. b. test normality data score teacher performance error (y) over leadership style (x2) based on the calculation of normality of regression estimation error is: ŷ = a + bx2 obtained α constant value and the value of slope b obtained equation ŷ = 29.734 + 0.717 x2, then obtained lhitung = 0.000, while ltabel with respondents 326 people (n = 326) at α = 0.05, of 0.04908. thus it can be argued that the apparatus distribution of teacher teacher regression (y) regression equations for leadership style (x2) in private smp in palembang city is normally distributed. c. test normality data score teacher performance (y) above trust (x3) based on the calculation of normality of regression estimate calculation is: ŷ = a + bx2 obtained α constant value and slope b value obtained equation ŷ = 12.433 + 0.878 x3, then obtained lhitung = 0.000, while ltabel with respondents 326 people (n = 326) at α = 0.05, of 0.04908. thus, it international journal of human capital management, vol. 1 (2), desember 2017 106 can be argued that the distribution of assessment tools of teacher performance regression equation (y) on trust (x3) in private junior high school in palembang normal distribution. d. test normality data score error trust (x3) on organizational structure (x1) based on the calculation result of normality of regression estimation error is: ẋ3 = a + bx1 obtained by constant value α and slope b value obtained equation ẋ3 = 0.103 + 0.997 x1, then obtained lhitung = 0.000, while ltabel with respondent 326 people (n = 326) at α = 0.05, of 0.04908. thus, it can be argued that the distribution of appraisal of trust regression equation (x3) over organizational structure (x1) in private junior high school in palembang is normally distributed. e. test normality data score trust (x3) over leadership style (x2) based on the calculation of normality of regression estimation error is: ẋ3 = a + bx2 obtained α constant value and the value of slope b obtained equation ẋ3 = 14.425 + 0.868x2, then obtained lhitung = 0.000, while ltabel with respondents 326 people (n = 326) on α = 0.05, of 0.04908. thus, it can be argued that the appraisal distribution of trust regression equation (x3) over leadership style (x2) in private smp in palembang city is normally distributed. based on the results of the overall calculation error normality test in this study can be seen in the following table summary 4.6. table 4.6 summary of normality error test no. estimated error n lcount ltable decision α = 0,05 α = 0,01 1. y on x1 326 0,000 0,04908 0,0571 normal 2. y on x2 326 0,000 0,04908 0,0571 normal 3. y on x3 326 0,000 0,04908 0,0571 normal 4. x3 on x1 326 0,000 0,04908 0,0571 normal 5. x3 on x2 326 0,000 0,04908 0,0571 normal source: appendix 5 (pages 339-363) in accordance with the description above, the estimated error conditions have been met. 2. significant test and linearity of regression and correlation coefficiency the last test required before the analysis is a test of significance and linearity of the regression model. the linearity test intends to test whether the regression line of the independent variable over the dependent variable has a linear relationship or vice versa. if both data have direct relationship. to test the linearity of data used f-test, with the following test criteria: h0: model is linearly patterned, if fcount ≤ ftable h1: the patterned model is not linear, if fcount> ftable based on the data calculation procedure, hypothesis testing can be performed for linearity test, as follows: significance test results regression model no. relationship models between variables fcount ftable decision 0,05 0,01 1. y on x1 764.368 2.41 3.40 significant 2. y on x2 207.368 2.41 3.40 significant 3. y on x2 833.928 2.41 3.40 significant 4. x3 on x1 2.94334 2.41 3.40 significant 5. x3 on x2 512.888 2.41 3.40 significant source: appendix 5 (pages 339-363) while the regression linearity test results (linearity-f test) also shows that regression regression model y over x1, y over x2, y over x3, x3 over x1, x3 over x2, x2 over x1, x2 over x3, x1 over international journal of human capital management, vol. 1 (2), desember 2017 107 x2, x1 over x3, shows everything is linearly patterned. overall summary test linearity test regression model can be seen in the following table 4.13: table 4.13. summary of linearity test results regression model no. relationship models between variables fcount (tuna fit) ftable decision 0,05 0,01 1. y on x1 1.563 2.41 3.40 linear 2. y on x2 3.122 2.41 3.40 linear 3. y on x2 1.719 2.41 3.40 linear 4. x3 on x1 2.341 2.41 3.40 linear 5. x3 on x2 2.060 2.41 3.40 linear source: appendix 5 anova table (pages 339-363) calculation of path coefficients after data obtained from private junior high school teachers in palembang city were processed and analyzed through various required tests, the next step in testing the causality model is to conduct path analysis. based on theoretically formed causal model we will get the path analysis diagram and calculate the coefficient value of each path. the empirical causal relationship model between x1, x2, x3 to y figure 4.8 keofisiensi lines organizational structure, leadership style, belief in teacher performance recapitulation of hypothesis testing results variable path coefficiency tcount ttable decision x1to y (ρy1) = 0.129 2.331 1.87 ho is rejected and h1 accepted. there is a positive direct effect of organizational structure (x1) on teacher performance (y) x2 to y (ρy2) = 0.492 8.531 1.87 ho is rejected and h1 accepted. there is a positive direct influence of leadership style (x2) on teacher performance (y) x3 to y (ρy3) = 0.192 2.799 1.87 ho is rejected and h1 accepted. there is a positive direct effect of trust (x3) organizational structure (x1) teacher performance (y) trust (x3) leadership style (x2) p31 = 0,478 (r13= 0,761) py1 = 0,129 (r1y = 0,553 p32 = 0,460 (r23= 0,759) py3 = 0,192 (r3y = 0,704) py2 = 0,492 (r2y = 0,752) international journal of human capital management, vol. 1 (2), desember 2017 108 on teacher performance (y) x1 to x3 (ρ31) = 0.478 12.691 1.87 ho is rejected and h1 accepted. there is a positive direct effect of organizational structure (x1) on trust (x3) x2 to x3 (ρ32) = 0.460 12.197 1.87 ho is rejected and h1 accepted. there is a positive direct influence of leadership style (x2) on trust (x3) the result of calculation through spss 22.0 obtained by path coefficient on substructure-1 can be presented in the following table: table 1 coefficient values of paths on substructure-1 model unstandardized coefficients standardized coefficients t sig β std error beta constant 21.056 4.462 4.719 0.000 organizational structure (x1) 0.139 0.059 0.129 2.331 0.020 leadership style (x2) 0.481 0.056 0.492 8.531 0.000 from table 1 above we can show the path model of substructure-1 then the empirical causal relationship between variables x1, x2, x3 to y in substructure-1 as follows:ŷ = 0.129 x1 + 0.492 x2 after structural model analysis has been done, the results obtained are used to test the hypothesis to meet the direct and indirect effects between variables. the proposed hypothesis will be concluded through the calculation of the path coefficient and significant values for each path under study. the results of the first hypothesis test show that the organizational structure (x1) has a direct effect on teacher performance (y) from the calculation results obtained by the coefficient value (ρy1) = 0.129 with tct = 4.719, while the ttable at the real level then α = 0.05 obtained the number 1.87 because tcount> ttable, then in accordance with the criterion test ho start and accept h1. thus there is a direct influence variable organizational structure (x1) on teacher performance (y). this means that the better the organizational structure will lead to increased performance of private junior teachers in the city of palembang. result of second hypothesis: leadership style (x2) have direct effect to teacher performance (y). from the calculation results obtained by the coefficient value of the path (ρy2) = 0.492 with tcount = 2.351, while the ttable at the real level then α = 0.05 obtained the number 1.87 for tcount> ttable, then in accordance with the ho ho accept test criteria and accept h1. thus there is a direct influence of leadership style (x2) on teacher performance (y). this means that the better leadership style will lead to increased performance of private junior teachers in the city of palembang. discussion 1. direct positive influence of organizational structure (x1) on teacher performance (y) the results of this study indicate that the organizational structure has a direct positive effect on teacher performance. the findings of this study indicate that organizational structure positively determines teacher performance. the results of this study have given the direction that the organizational structure is closely related to the improvement of teacher performance. teacher performance is determined by the organizational structure applied by the head / principal. this result is reinforced by rifa'i's (2017: 28) research "relationship between leadership style, organizational structure, achievement motivation, and commitment to organization, with lecturer performance at universities in pesantrens in east java". the results of this study concluded as follows international journal of human capital management, vol. 1 (2), desember 2017 109 organizational structure is needed in directing the performance of the members of the organization, because the performance shown by the members of the organization will have an impact on the achievement of overall organizational goals. thus the findings of facts and data in the analysis of this study further support the existence of a very strong direct influence between organizational structure and teacher performance. 2. direct positive influence of leadership style (x2) on teacher performance (y) the results of this study indicate that leadership style has a direct positive effect on teacher performance. the findings of this study indicate that leadership style positively determines teacher performance. the results of this study have given the direction that leadership style is closely related to teacher performance improvement. teacher performance is determined by the leadership style applied by the leader / principal. so in accordance with previous research conducted by jing and c. avery (vol.7, number 5, may 2008. pp. 67-78), entitled missing link in understanding the relationship between leadership and organizational performance, "found that leadership creates relationships which is important between organizational effectiveness and the performance of people at an organizational level. thus the findings of facts and data in the analysis of this study further support the existence of a very strong direct influence between organizational structure and teacher performance 3. direct positive influence of trust (x3) on teacher performance (y) the results of this study indicate that trust has a positive direct effect on teacher performance. the findings of this study show that trust positively determines teacher performance. the results of this study have given the direction that trust is closely related to teacher performance improvement. teacher performance is determined by the trust applied by the leader / principal. this is reinforced by previous research conducted by roxanne zolin, pamela j. hinds, (2004: 214-238) entitled trust in context: the development of interpersonal trust in geographically distributed work. in trust and distrust in organization. "it was found that trust is influenced by many factors such as the number and quality of communication, perceptions of followers, risk, leadership and formalization. meanwhile, trust affects the openness of the organization, the work, and the work processthus the findings of facts and data in the analysis of this study further support the existence of a very strong direct influence between organizational structure and teacher performance. 4. direct positive influence of organizational structure (x1) on trust (x3) the results of this study indicate that the organizational structure has a direct positive effect on trust. the findings of this study indicate that organizational structure positively determines trust. the results of this study have given the direction that the organizational structure is closely related to the increase of trust. trust is determined by the organizational structure applied by the head / principal. this is reinforced by the opinion of colquitt, lepine and wesson, (2015: 505) explains that there are five dimensions within the organizational structure that describe the relationships of tasks, authorities, and responsibilities of decision-makers in the organization: a. work specialization: the degree to which tasks ini an organization are devided into separate jobs. (specialization of work: the degree to which tasks within the organization are divided into separate occupations. b. chain of command: answers the question of “who reports to whom?” and signifies formal authority relationships. (chain of command: the answer to who questions report to whom? and explains the formal authority. international journal of human capital management, vol. 1 (2), desember 2017 110 c. span of control: represents how many employees each manager in the organization has responsibility for. (level of supervision: represents multiple employees for each manager in the organization for whom it is responsible). d. centralization: refers to where decisions are formally made ini organizations (centralization: refers to where decisions are made formally within the organization). e. formalization: the degree to which rules and prosedures are used to standardize behaviors and decisions in an organization. (formalization: the degree to which rules and procedures are used to standardize behaviors and decisions within an organization). structure is a process that starts from organizational goals, then strategy, that is steps taken for the achievement of goals. daft (2012: 72) describes the relationship between organizational structure and decision making that is: a. the set of formal tasks assigned to individuals and departement. b. formal reporting relationships, including lines of authority, decision, responsibility, number of hierarchical levels, and span of manager’s control. c. the design of system to ensure effective coordination employees across departement. the organizational structure is (1) divides the formal tasks of individuals and departments, (2) formal reporting relationships including lines of authority, responsibility, decision making, number of hierarchical levels, and control management; and (3) system design to ensure effective coordination of employees who are in the department. thus it can be said that to design the organizational structure, the leadership has a strategic role in doing a decision-making process to divide the work, duties, and responsibilities, the pattern of coordination relationships, communication, workflow, and allocate resources in the organization that will lead to confidence for members of the organization. thus the findings of facts and data in the analysis of this study further support the existence of a very strong direct influence between organizational structure and trust. 5. direct positive influence of leadership style (x2) on trust (x3) the results of this study indicate that leadership style has a positive direct effect on trust. the findings of this study indicate that leadership style positively determines trust. the results of this study have given the direction that leadership style is closely related to increased trust. trust is determined by the leadership style applied by the leader / principal. this is in line with the theory of integrative model of the behavior of the organization colquitt, jeffrey a. lepine and j. wesson, (2012: 8) which states that performance in an organization is one individual outcomes, influenced by individual mechanisms, one of which is trust ). trust is influenced by organizational culture and leadership. with a conducive atmosphere created by the leader will certainly create a positive confidence of the personnel to the leadership in the organization. self-belief is defined as a desire to rely on an authority based on positive expectations of action and attention of authority. thus, the leader must choose the right style in his / her leadership with the purpose of the style can give positive impact to the employees, so that the trust of employees in the organization become big and positive to the leader. conclusion the conclusion of the research result entitled "the influence of organizational structure, leadership style, and trust on the performance of private junior teachers in palembang city, can be summarized as follows, (1) organizational structure has a positive direct effect on teacher performance. this means that the school organization structure in accordance with the needs in the field, will lead to increased performance of private junior teachers in the city of palembang. (2) leadership style has a international journal of human capital management, vol. 1 (2), desember 2017 111 positive direct effect on teacher performance. this means that the principal leadership style applied in schools that suits the needs in the field, will lead to increased performance of private junior high school teachers in the city of palembang. based on the conclusions of this study, the implications of research regarding the organizational structure, leadership style and beliefs on the performance of private junior high school teachers in palembang city, can be explained as follows: organizational structure has a direct positive effect on teacher performance. the implications for improving teacher performance, schools require a good organizational structure with indicators, namely job specialization, chain of command, formalization, communication and coordination, as well as the skills and role of each teacher in the school, so that every teacher in the school has a role and responsibility answer to coordinate with other teachers and perform their duties so as to improve their performance. the style of leadership has a direct positive effect on teacher performance. the implication is by applying a good leadership style, principals can motivate teachers 'performance in teaching and learning activities in schools, principals can set an example and work with teachers to improve the quality of teachers' learning and performance in schools. references angelo kinicki and brians williams. 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(2002). konteks implementasi berbasis kurikulum. jakarta: pt. raja grafindo persada. http://touch.www.linkedin.com/ international journal of human capital management e-issn 2580-9164 vol. 2, no.1, july 2018, p 40-47 available online at http://journal.unj.ac.id/unj/index.php/ijhcm 40 implementation programe evaluation of social health service in health insurance by family doctor in pontianak imran tanjungpura university of pontianak imranpontianak@yahoo.com abstract the purpose of the research was to evaluate the implementation of health service process, participant of social health insurance by family doctor, that consist of necessary, the background of the program, readiness of the program, realization of the program and the accomplishment of the health service program in health insurance by family doctor. the research used qualitative and quantitative approach by cipp (context, input, process, product) evaluation model. the participants of social health insurance program by family doctor were 10.487 people. most of them gave positive response and the satisfaction index of health service by family doctor was good. the result of the research showed the implementation of health service in health insurance by family doctor have done with the appropriate purpose and standard. the result of this evaluation research was the health service in health insurance program by family doctor could increase the participants of health insurance’s health level in pontianak city and it can be continued by the social health insurance provider. keywords: social health insurance, family doctor, health service program, health level. health is a fundamental right of every citizen. therefore every individual, family, and society is entitled to health protection. to realize the mandate of the constitution, article 14 of the law on health affirms that the state is responsible for planning, organizing, organizing, fostering and supervising public health services to the public in order to fulfill the right to healthy living for its citizens, including the poor and needy. as stated in the health act no. 36 of 2009 that health development aims to increase awareness, willingness and ability to live healthy for every person to realize the optimal health status of society. to realize these objectives the government has sought with various programs, one of which is with the national social security system program. to succeed the program the government in cooperation with limited company of health insurance in the delivery of health services. there are several health service providers who have been joining to succeed the government program. community health center is an organizational unit that belongs to limited company of health insurance in providing health services to the public including health insurance participants. for firstdegree outpatient services for participants social health insurance is generally implemented in community health centers. doctors public health centers as the spearhead of health services have a high non-medical workload, this resulted in most of the time the doctor's health center was consumed by activities outside the community health center so that treatment services in public health centers are generally not given directly by the doctor but by paramedics. this is one of the factors causing dissatisfaction of health insurance participants in obtaining the first outpatient service, which is seen from the low utilization of public health center by the participants only 36.9% of the participants in need. (limited company of indonesia health insurance, 2003). to anticipate the above problems, one of the efforts developed is by expanding the first level outpatient network for the participants of health insurance through family doctor services in addition to public health center. from the evaluation of this program, it was found that the great benefit from the aspect of service quality and cost control so it is feasible to be developed in other areas. mailto:imranpontianak@yahoo.com international journal of human capital management, vol. 2 (1), july 2018 41 any change in the payment mechanism from the form of fee for service to the form of the prospective payment system, among others, through the capitation system (prepaid) still keeps some questions, such as whether the change of form of payment can lead to efficiency without sacrificing the quality of service and whether the change is also profitable the health care provider in this case the family doctor. this is noteworthy because the satisfaction of health providers can also affect the quality in providing health services, (limited company of indonesia health insurance, 2003) according to djoko wijono patient satisfaction is influenced by the quality of service which includes: direct evidence, reliability, responsiveness, comfort and attention. based on some of the above phenomenon, the researchers want to reveal the problem by raising the title implementation of health service program social health insurance by family doctor in pontianak city (study evaluation model cipp). the benefits of a policy evaluation are, to examine the consequences of a policy or in other words according to danim to seek answers to what happens as a result of policy implementation. in addition, the policy impact is intended to examine the consequences of implementing a policy and to discuss "the relationship between the means used and the outcomes to be achieved". the public policy analysis methodology essentially incorporates five common procedures commonly used in human problem solving: definition (problem formulation), prediction (forecasting), prescriptions (recommendations), and evaluations that have names similar to those used in everyday language that function provide information on the value or usefulness of the problem-solving or problem-solving consequences. based on the policy evaluation process that the researcher has disclosed above, it can be done the comparison between program policy criteria that have been established with the process of implementing the program that has been implemented, so that the researcher wants to get the result about the implementation of health service program of social health insurance by family doctor which has been implemented with process, defined criteria. health care program family health insurance is one of the ministry of health's programs as an effort to improve public health service system and increase the health status of society optimally. the purpose of the health care social health insurance program by family doctors is as according to health act no. 36 of 2009, that health is fundamental to every citizen. therefore, every individual, family and society are entitled to health protection. the evaluation model of program policies with evaluation systems is mostly done using a logical framework approach which is an analytical tool for planners or managers in conducting situational analysis in the preparation stage of the program, establishing a logical hierarchy of objectives to be achieved, identifying potential the risk of achieving sustainable goals and outcomes, establishes a way for project outputs and outcomes to be properly monitored and evaluated, present project summary in standard format, and monitor and review program implementation. in other words, evaluation includes problem analysis, stakeholder analysis, development of a logical hierarchy of objectives, possible risk identification, and selection of adopted implementation strategies. in general, the conceptual evaluation framework consists of four main elements, namely: context, input, process and product. in this research, the researcher chose cipp approach model, context, input, process, product, so this model of choice is very appropriate to evaluate health service program of social health insurance by family doctor. the cipp model evaluation study, developed by stufflebeam, that evaluation is the process of obtaining and presenting useful information for considering decision-making alternatives. this research uses descriptive method with qualitative and quantitative approach, both in data recording process and for dissemination of research result on all samples (health insurance participants) about to be evaluated that is by using interview, observation, field note and required documents, then presented in a narrative form in accordance with the circumstances that occur. this evaluation study is directed to the components achieved in the implementation of health insurance international journal of human capital management, vol. 2 (1), july 2018 42 health service program by family doctors. further data collected will be analyzed (from data in the form of evaluation of context, input, process and product). this will be a benchmark for the success of the health service implementation program family health insurance family physician. research result context components the results of the context evaluation, related to the implementation of the health insurance health care program by the family physician consisting of: (1) objective aspect, legal basis, regulations (ministerial and ministerial decrees) and health insurance protection counseling program, (2) participants of social health insurance, (3) guidance on the implementation of health care social health insurance program. purpose, the legal basis. implementation of health care social health insurance program. the process of conducting this research, the researcher evaluates the program of health service policy of social health insurance using documentation study by studying the applicable laws and regulations. based on law no. 40 of 2004 on the national social security system in article 10 point 1 states that health insurance is held nationally based on the principle of social insurance and the principle of aquality. furthermore, based on the provisions of law no. 19 of 2003 on state-owned enterprises in article 66 paragraph 1 states that the government may perform special assignment to state-owned enterprises to perform functions of public utility while maintaining the purpose and objectives of the activities of state-owned enterprises . this is consistent and consistent with the desired objectives in the implementation of the program, namely as an effort to ensure and improve the health status of public / health insurance participants in the city of pontianak. input components evaluation of inputs related to the readiness of the program is the availability of available resources to achieve program objectives that have been established in the success of the preparation of a decision, to achieve the success of the program then is determined by the existing resources and strategies and steps that can be taken in the implementation of the program . (1) recruitment of health insurance participation, that the number of participants of social health insurance in the family doctor's health care program is 10,478 inhabitants. after the participant of this social health insurance program is given the health insurance participant card according to the number of dependents, that is husband or wife and 2 (two) children, the family health insurance participant's card is used during the health service process by matching the document number of each participant card the insured. the participant card is only for participants according to the participant's document number and is not included in the insured list. process on service in accordance with the guidance of implementation guidance. (2) family health care facilities and infrastructure, as many as 6 outpatient primary care providers. the development of health services of family doctors, so that participants are able to access health services and affordable, in addition to the participants in order to feel the benefits psychologically in consult in a familial so that in accordance with the guidelines of the operational guidelines of limited company of health insurance that all health providers of family physician programs health insurance must perform health services in the plenary of health service promotive, preventive, curative and rehabilitative to all participants health insurance. (3) family physician resources. as a health care provider of family doctors in pontianak city as many as 6 people spread from each residential area of health insurance participants in south pontianak district (2 family doctors), pontianak southeast district, west pontianak subdistrict, east pontianak subdistrict, pontianak subcity. (4) financing. on the financing aspect which covers the financing capitation of health insurance participant served by the family doctor in accordance with the guidance of the implementation of limited company of health insurance. funds for health insurance participants of family physicians based on the number of participants capitation served by family doctors amounted international journal of human capital management, vol. 2 (1), july 2018 43 to 6,500 rupiah/ soul/ participants. furthermore, the disbursement of capitation funds is paid by pt. health insurance pontianak city through the account of each family doctor. process components implementation of the evaluation process aims to see the implementation of inputs that are applied in the form of implementation practices activities that lead to the implementation of programs aimed at improving public health services through health insurance coverage served by family doctors, related to standards / procedures health services health insurance social medical programs first level outpatient families, which are described through the evaluation of the process below. procedure health care health insurance program family physician. family doctor is a health care provider at the primary level of outpatient level. whereas the rights of participants of the doctoral program are to obtain health services such as (1) promotion (health education / healthy lifestyle), (2) preventive (prevention of disease), (3) curative (disease treatment), (4) rehabilitative (the healing process of disease). healthcare participant health insurance procedure is by showing the participant card, it is aimed to know the number of health insurance participant as registration requirement of visit at family health care provider. in the health services of family doctors more conducting curative services (disease treatment) and less to provide promotive, preventive and rehabilitative services, participants visit more desire to cure his illness. product components the level of satisfaction of the health insurance participants to the family doctor program shows that the providers of health services as many as 118 respondents (66%) stated easy, while 62 respondents (34%). level of health service requirements with type of family physician service shows that 145 respondents (81%) stated appropriate and 29 respondents (16%) very suitable service requirements with type of health services provided by family doctor, only 6 respondents (3%) stating corresponding. at the level of clarity the family doctor who served showed that the clarity of family doctors who perform health services as many as 143 respondents (79%) stated clearly and 16 respondents (9%) stated very clear, while 21 respondents (12%) answered less clear. at the level of discipline of family doctors at the time of carrying out health services above describes the discipline of family doctors in performing services to health insurance participants. the average respondent stated good in terms of discipline of the family doctor's service. family doctor's health service is opened in the afternoon in at 15:00 to 21:00 so that health insurance participants can be directly served well. as many as 114 respondents (63%) stated discipline and 38 respondents (21%) stated very discipline, but as many as 28 respondents (16%) stated still less discipline. at the level of responsibility of family doctors in carrying out health services there are 169 respondents (94%) claimed to be satisfied with the responsibilities given by the family doctor. but on the contrary there are 11 respondents (6%) admitted less satisfied with the responsibility of family doctors in carrying out health services. at the level of the ability of family doctors in carrying out health services, shows about the background of the competence of a family doctor in the process of carrying out health services to health insurance patients. a total of 124 respondents (69%) said they were able to carry out health services and 45 respondents (25%) said they were very capable, but 11 respondents (6%) said they were less able. this is because there are family doctors who are elderly but still implement health care programs for health insurance participants. at the rate of speed in the process of health care family doctors showed that as many as 101 respondents (56%) stated the family doctor quickly in carrying out health services on health insurance patients and 33 respondents (18%) stated very quickly, so the patient family health insurance doctors international journal of human capital management, vol. 2 (1), july 2018 44 do not take time a long time to visit the family doctor's health service, while 46 respondents (26%) admitted the family doctor less quickly in carrying out health services. at the level of courtesy and hospitality family doctors in health services showed that as many as 113 respondents (63%) stated family doctors are polite and friendly in carrying out health services to health insurance participants and 61 respondents (34%) said family doctors are very polite and friendly, there are 6 respondents (3%) who stated family doctors were not polite and friendly. at the level of fairness of financing in health services family doctors showed as many as 152 respondents (84%) expressed satisfaction with the cost set in the health care family doctors and 28 respondents (16%) expressed less satisfied with the cost set in the health service family, this is because the entire cost of health insurance patients of this program directly paid capitation by limited liability insurance company. at the healthcare cost equilibrium level with the costs set by limited company of health insurance shows that 155 respondents (86%) stated the appropriate health care health insurance family physician with the cost set by limited health insurance company and 25 respondents (14%) stated has been appropriate. this is because the entire patient's health insurance program is less aware of the cost of health services this family doctor. at the level of timeliness of health service schedule of family doctors showed that as many as 131 respondents (73%) stated on time family doctors in carrying out health services and 49 respondents (27%) stated very timely family doctors in carrying out health care health services, in the afternoon in at 15:00 to 21:00 pm. at the comfort level of the family health service, the family doctor stated that as many as 137 respondents (76%) stated that they feel comfortable to the family health service. family doctors 37 respondents (21%) stated very comfortable to the family doctor's health service, but 6 respondents (3%) answered less comfortable. at the health level of family health service, family physician showed that 146 respondents (81%) stated that they were comfortable with the family health care environment and 34 respondents (19%) stated that they were very comfortable with family health care. at the level of conformity of health promotion service of family doctors showed that as many as 43 respondents (24%) stated appropriate to health promotion services and as many as 7 respondents (4%) stated very appropriate. but otherwise as many as 130 respondents (72%) stated less appropriate because family doctors less to give counseling about healthy lifestyle. in the appropriateness of preventive health services, family doctors showed that as many as 52 respondents (29%) stated appropriate preventive health service by family physician and vice versa 128 respondents (71%) stated family doctors lacking health service in preventive field is important because disease prevention process is effort the initial application for the community to conduct clean and healthy living behavior. at the level of compatibility of curative health care family doctors showed that 180 respondents (100%) stated appropriate. this is because the health insurance patient's visit is only to treat the illness. at the level of conformity of rehabilitative health services, family physicians indicated that only 78 respondents (43%) stated appropriate to rehabilitative health services of family doctors to health insurance participants and vice versa 102 respondents (57%) stated less appropriate. this is because the medical rehab service process is more in advanced health services in hospitals, but family doctors can provide medical rehab through counseling the healing process in every health insurance patient who visits the health service of the family doctor's program description of public health degree in pontianak city the evaluation process on the components of the product includes the indicator of the success of public health service so that it will improve the public health status in pontianak city and increase international journal of human capital management, vol. 2 (1), july 2018 45 the achievement of clean and healthy life behavior program, decreasing maternal mortality rate and infant mortality rate and decreasing morbidity rate. furthermore, the process of achieving the success of health insurance program health insurance policy by this family doctor can also be evaluated on new policies during the course of this program, namely: no. indicator results of program / year achievement 2010 2011 2012 1 clean and healthy living behavior of the household 35,53 % 36,07 % 38,24 % 2 maternal mortality rate 98,8 % 98,3 % 97,6 % 3 infant mortality rate 2,5 % 11,3 % 3,95 % 4 mortality rate 252 % 179 % 167 % source: pontianak city health office profile 2013 discussion context evaluation the purpose of this family doctor's health service program policy is very clear and is appropriate to ensure public health and the improvement of public health status (social health insurance participants) and with clear legal basis under the 1945 constitution, article 34 paragraph 2, act number 40 2004 concerning the national social security system and act no. 36 of 2009 on health so that the legal basis and implementation process must be implemented for all institutions appointed as implementers of the intended program. the ministry of health of the republic of indonesia has established a strategic plan (20102014) in the achievement of development programs in the health sector, such as efforts to increase the budget of health development in the aspect of national social health insurance by stipulating the program of health care guarantee program on the aspect of service quality, budget and accountability, as well as the arrangement and provision of health human resources equally and competence in accordance with the standards. in accordance with the opinion of charles purmand, basically this concept integrates the concept of delivery of care and financing of healthcare into a system to ensure the implementation of quality health services at an optimal cost. based on the findings on the evaluation of the context in accordance with the aspects of (1) the purpose of program implementation, (2) and the implementation instructions of the program of the social health insurance participant of the family physician, (3) the implementation of the feasibility and the benefit of the evaluation program in the medium category. furthermore, based on the findings, on the aspect of the context that needs to be attention and improvement is on aspects of program supervision and socialization of health insurance membership rights to health care of family doctors. based on the findings, most family doctors have not conducted first-line outpatient services in a plenary manner such as promotive, preventive and rehabilitative services so that family doctors tend to do more curative services (disease treatment) in addition, many health insurance participants who do not know about the rights and health care benefits of family doctors, health insurance participants only know that using the card can be served for free treatment, whereas every civil servant / health insurance participant must be deducted by monthly salary and family. this is due to lack of information and socialization to the participants of the health insurance. input evaluation based on the evaluation findings on the input components related to the utilization of available resources of human resources and program financing with the results of moderate actualization, the availability of drug laboratories, waiting room with the explanation that based on international journal of human capital management, vol. 2 (1), july 2018 46 observations about the availability of health care facilities family doctors have been adequate but in implementing health services of health insurance participants are very few who provide facilities such as promotive instruments, preventive and even rehabilitative instruments are not owned at all. this is very important in an effort to improve education and knowledge of community / health insurance participants about healthy lifestyle in everyday life both personal and family. therefore, limited liability insurance company of branch of pontianak needs to do monitoring and supervision with related institution especially in coordination effort, information, synchronization and control of health service by family doctor. so that good governance performance that is with good governance principle will be realized by through service system in an integrated and commitment. process evaluation evaluation results on process components that include (1) participation service, (2) implementation of health service program, (3) fairness in utilization of cost with result of actualization of medium. from the 3 elements that are evaluated there are some things that need special attention. in the process of membership service, almost all participants, know about their rights in standardized doctors health care program in the guideline of the implementation guidance, so in this case limited company of insurance has not maximally disseminated the matter to the family health insurance participant . implementation of the policy of the family doctor health service program is actualized in the medium category, this is because according to the standard guideline of the implementation of health care program of family health insurance of doctors. in the process of health service efforts are not complete in the family doctors in providing health services more prioritize efforts curative service. product evaluation through the health care program the health insurance participant of the family doctor is expected to contribute in the form of efforts to improve the degree of health that can be measured through 3 important indicators in the achievement of the millennium development goals, namely households / households implementing clean and healthy living behavior, decreasing maternal mortality and mortality rate babies, decreased morbidity, description of the development of public health status of pontianak city can be seen from time to time, but also an indicator of success in the assessment of health services and health development programs. in 2010 the family / households have implemented a clean and healthy life behavior amounted to 35.53% maternal mortality rate of 99.7 per 100,000 life. the infant mortality rate is 2.5 per 1,000 live births. the morbidity rate is 252%. healthcare program of health insurance participant of family doctor is said to be better if there is improvement of health degree. this can be seen in the year 2011 the behavior of clean and healthy life 36.07, maternal mortality 99.4%, infant mortality 11.3% the morbidity rate 179%. based on these data can be seen that the implementation of family health care program in pontianak city, there is a tendency of public health status has increased. all of the participants are very hopeful that this family doctor's health service program is continued and developed, it is because it gives more convenience and smoothness in the process of health service, in terms of time and opportunity and fairness, in the future so that it can be further enhanced towards the national social insurance system that is insurance healthcare to be a social health insurance provider body in accordance with the needs of the community. conclusion based on the formulation of the problem, objectives, findings and discussion in the previous chapter, it can be concluded as follows: component context on implementation of health services, health insurance, family doctors, is in accordance with the aim of to ensure public health, especially the participants and his family. international journal of human capital management, vol. 2 (1), july 2018 47 input component, evaluation on standard procedure of health program implementation of community health insurance by family doctor on participant aspect, facilities and infrastructure and financing of energy resources have been in accordance with standard and making implementation instruction. but still needs to be socialized about the rights of the family health insurance participant. the availability of facilities and infrastructure and energy resources has been in accordance with the competence in performing health services of health insurance participants. financing, in accordance with the prevailing provisions of the capitation payment system is also the health care of family doctors so that the cost of health care for family doctors is appropriate and reasonable for the financing of the first outpatient health service. in the process component of health service standard set the family health insurance program is implemented comprehensively according to the guidance of the implementation guidance, but still needs to be improved especially on health promotion, preventive and rehabilitative aspects. product component (outcome) on evaluation of policy implementation of health insurance program of health insurance of family physician, public response is very positive and good and for family doctor health service program continuously implemented consistently and continuously because it can give protection and easiness in health service area and can increase degree of public health in the city of pontianak. reference anonymous. 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(1999). quality management of health services. surabaya: airlangga university press. http://kebijakan-kesehatanindonesia.net/?q=node/122/ international journal of human capitalmanagement e-issn 2580-9164 vol. 2, no.2 , december 2017, p. 153-162 available online at http://journal.unj.ac.id/unj/ index.php/ijhcm 153 copyright © 2017, pps unj publisher development strategy of human capital of pt kimia farma (persero) tbk antoni ludfi arifin institute of stiami ludfi@stiami.ac.id abstract this research is a qualitative research with case study at pt kimia farma (persero) tbk. the purpose of this research is to understand the overall development strategy of human capital of the company. data were collected from primary data through interview, observation, and recording; while secodary data were obtained from pt kimia farma (persero) tbk or from the externals that are used by the researcher to strengthen the premise, theory building, or data from previous researchers. the data collected from primary and secondary sources are then processed. the validity of data is checked though data accuracy checking process (triangulation). this research found that the company has conducted human reseource development strategy through 1) integrated hr development with the company’s visions and missions; 2) open recruitment and selection process will decide and find the candidates who meet the qualifications; 3) preparing assessement center to select the right candidate for the right position; 4) employees training can improve the employees’ competence; and 5) the right development of human capital to prepare for the competitiveness in the future.. keywords: human capital, development, strategy, hr planning pharmaceutical industry in indonesia, expressed by sampurno (2007: 200), can not be closed from the competitive situation in indonesia and globally. to face the increasingly complex landscape of competition, the resources of their nirvana assets must be strengthened. in addition to physical and capital resources, hr is now an important capital and a source of organizational excellence. in an organization, according to raza, anjum, & zia (2014: 386) employees are the most valuable asset and a very important resource in business. from planning to implementation of rules and strategy implementation, employees are the core ingredients. as an important and valuable asset, the performance of human resources is an important element in the success and failure of the organization. marimuthu, arokiasamy and ismail (2009: 266) stated that human capital refers to processes relating to training, education and other professional activities in order to improve the level of knowledge, skills, abilities, values and an employee's social assets that will result in satisfaction and employee performance, and ultimately lead to company performance. companies need to do a strategy to get mailto:ludfi@stiami.ac.id international journal of human capital management, vol. 2 (2), december 2017 154 and retain qualified employees. without the best strategy, from strategy planning / hr strategy formulation, implementation of hr development strategy, to evaluation of current and executed hr strategy, whether in line between plan and reality; companies will be difficult to compete with other companies. pt kimia farma (persero) tbk is an integrated pharmaceutical and healthcare company (healthcare). in running the business from the pharmaceutical business to the healthcare company, the company has undertaken various transformation and breakthrough efforts by integrating the entire business chain from upstream (raw material and pharmaceutical factory) downstream (kimia farma pharmacy outlet), to excel in business competition. to realize the transformation to the healthcare company in infrastructure, the company plans to establish raw material facilities, establish health clinics, build hospitals, increase the number of pharmacies; this transformation support is also manifested by preparing the agents of change. qualified human resources can be obtained by the company, since the first recruitment and selection process, both from internal and external sources, to efforts to improve the human resources capacity after becoming a company employee. however, further to prepare the human resources of the company requires a mature human resources planning, ensuring the human resource needs in accordance with the business development of the company. therefore, this research attempts to reveal how pt kimia farma (persero) tbk plans human resource needs, executes a strategy to gain, maintain and develop its employees so that the company remains competitive in the competition. to support the transformation process from the pharmaceutical business to the healthcare company, the company's strategy for its human resources must be comprehensive, from the hr planning process, recruitment & selection, assessment, to the development of human capital. yadav & dabhade research (2014: 60) found that establishing an hr planning framework is the organization's primary goal, allowing an organization to ascertain how best to use hr to achieve performance and results. koltnerová, chlpeková, and samáková (2012: 66) in his research stated that an hr plan must ensure that the right people are in the right job at the right time. they must meet the needs of the company's business objectives. otherwise, the possible goals and business plan may not be filled. the study of ekwoaba, ikeije and ufoma (2015: 22) to 130 respondents in fidelity bank plc in lagos nigeria found that recruitment and selection according to company criteria will affect the performance of the organization where if the criteria of recruitment and selection are more objective then the organization will be more performing . knapp & mujtaba (2011: 154) said employee selection and development is an important activity for hr professionals and managers in today's global economy era. the responsibility of hr management in developing strategies and techniques of human resource selection and development in order to get the best candidates, both international journal of human capital management, vol. 2 (2), december 2017 155 from internal and external candidates-is through assessment center. thornton iii & gibbons (2009: 183) research explains that assessment centers have been used extensively to assist in the selection of employees in filling in new tasks-such as the application of external selection, internal promotion, early potential identification, and competency certification. sultana research (2013: 576) at square pharmaceuticals limited bangladesh found that training has an important role in the development of employee performance within an organization. organizations should emphasize competitive training programs for employee and organizational development. the nda & fard study (2013: 91) presents a significant relationship between training and development with employee productivity. in the research found that training and development is an instrument that helps human capital (human capital) in exploring their dexterity. therefore, training and development are crucial to the productivity of the organization's workforce. a case study study conducted by asfaw, argaw, & bayissa (2015: 188) in district five administration office, addis ababa, ethiopia to 100 respondents found that training and development have a positive correlation and statistically have significant relationship between performance and employee effectiveness. the results of this research recommendation states that the district five administration office will be guarded planning the provision of training activities and employee development. the purpose of this research is to: 1) review hr strategy planning, recruitment & selection, and assessment center employees of pt kimia farma (persero) tbk; 2) assess training strategy and development of human capital to pt kimia farma (persero) tbk employees. focus and sub-focus of the research, 1) how to plan the human resource needs of pt kimia farma (persero) tbk. 2) what is the strategy of recruitment and selection of prospective employees of pt kimia farma (persero) tbk. 3) how is the assessment strategy center pt kimia farma (persero) tbk. 4) how is the training strategy given to the employees of pt kimia farma (persero) tbk., and 5) how is the strategy of developing human capital of pt kimia farma (persero) tbk methodology this research was conducted at pt kimia farma (persero) tbk on jl. veteran no. 9 central jakarta since the beginning of january-september 2016. this research is a qualitative research with case study that tried to explore and answer the problem formulation. in this study, using two data sources, namely primary data and secondary data. primary data get from direct sources collected by researchers through the process of interviewing and distributing questionnaires to the relevant parties to be included in this study. while secondary data obtained from pt kimia farma (persero) tbk or sourced from external companies used by researchers to strengthen the rationale, building theory, or data from previous international journal of human capital management, vol. 2 (2), december 2017 156 researchers relevant to this research. the author uses the list of questions as data collection materials, through indepth interviews, in the field. data collected from primary and secondary sources, then processed. criteria for trustworthiness are 1) credibility, 2) transferability 3) dependability, 4) confirmability research result a. hr planning strategy in preparing the long term hr development strategy, the company has developed a roadmap for human capital development from 2013 to 2018. the company emphasizes five serious concerns in hc development: 1) human resource planning, 2) development human resources, 3) performance management, 4) remuneration system, and 5) human capital information system (hcis). if we look at human resource planning, in 2013 the company starts to organize adaptive organizational structures on macro and micro situation changes; arrange job description and job specification that more attention to the needs of the organization, and specify job grading in every position. in 2014, as the business unit evolves, with the establishment of a pharmaceutical salt plant, the company has developed the competency standards of the plant's employees. likewise in 2015, the human capital division has devised a strategy of preparing prospective international business leaders and developing new businesses (hospitals, for example). while the human capital development roadmap of 2016-2018, the company began to pay attention to the development of the company's business; by realizing corporate strategy into unit business strategy. the company has prepared a roadmap for human resource planning, but from those plans there are several programs that have not been able to be realized well in 2015 and 2016 because the stategic program created by the company has not been implemented in the year such as, the establishment of hospitals in 2015; and the establishment of chema pharmacy pharmacy in vietnam and establishment of pt kimia farma property in 2016. b. recruitment and selection strategies in order to obtain qualified and productive qualified candidates, pt kimia farma (persero) tbk selects competent and competent staff based on human capital information system (hcis) and uses valid and reliable tools. meeting the needs of employees prioritized from the internal company. however, if from the internal company no one competent, then done external selection including professional hire. recruitment and selection programs have been well run, but the most basic thing is to prepare internal human resources who have job competency standards (skj) in accordance with vacant positions or positions to be promoted; so that the international journal of human capital management, vol. 2 (2), december 2017 157 competency gap that occurs is not filled by external candidates (pro-hire). therefore, the importance of the company's efforts to prepare internal human resources that have competence in accordance with the hr roadmap that has been prepared. c. strategy assessment center the purpose of the company to conduct assessment process is to capture and get the right employees to fill a certain position. assessment is used to determine the level of competence of employees who have, whether, has been in accordance with the competency standard position (skj) / current position competency profile or position to be offered. from this assessment process will be known level of employee competence. differences in employee competencies and job competencies-which are held in time or positions to be promoted in the future-this will determine the training and development needs to be provided, to employees, to fit the skj / competency profile. this effort requires an assessment center not only in the form of subdivisions in hc division of pt kimia farma (persero) tbk in the physical form of place / space / building; but also the need for procedures, processes, and methods of assessment approaches in the promotion process to find the suitability between the cadidate and the positions to come. d. employee training strategy the training program prepared by the human capital division of pt kimia farma (persero) tbk aims to help employees to keep their knowledge and skills up-to-date, prepare career ladder in the future, and ensure employee morale and motivation are well preserved. with a total of 8,056 employees, either a certain time labor agreement (pkwt) / contract or an indefinite time contract (pkwtt) / permanent employee; which is spread across the whole of indonesia is a big job of the human capital division in implementing this training program. employee training and development programs implemented at pt kimia farma (persero) tbk refers to competency based training (training based competency). the actual level of competence of each employee is compared to the competencies that should be. incompatibility between the actual competency level and should (required) will lead to a competency gap. the gap of competence can be overcome by including these employees into training and development programs. training and development methods applied are through training, assignment, and coaching and mentoring. e. human capital development strategy the company's four long-term strategies for developing the company's international journal of human capital management, vol. 2 (2), december 2017 158 human resources are: first, to prepare employee resources at the executive level, the company will establish a pharmaceutical school. second, the company also prepares business trainers for corporate university preparation. third, the company conducts a coaching culture program, to ensure that corporate values are internalized in the "hearts" of the company's employees. fourth, the implementation of e-learning. with the implementation of e-learning is expected to reduce educational and training gaps constrained distance and time, so as to maximize the potential employees for the progress of the company. one important thing to note hc division pt kimia farma is the existence of law no. 36 years 2014 about health workers, who mentioned that the pharmacist's assistant position has changed. this is stated in article 1, paragraph 2, assistant health personnel must have knowledge and / or skills through health education under diploma iii level . discussion a. hr planning strategy the company has established and determined the needs of the current number of employees and future needs plans when necessary. therefore, the company has prepared a roadmap that is capable of analyzing and planning the current and future human resources needs in accordance with the development of company bisis. this is in line with what anyadike says, that hr planning is the process of determining and ensuring that the organization will get the right people when it is needed. based on this roadmap, the company has determined the human resource requirements based on the company's business development plan, the plan to manufacture new plants and the addition of new pharmacies. in line with what k. prashanthi stated (2013: 63) human resources planning is an integral part of business planning, this is in line with what the company has done in aligning corporate strategy with business unit strategy. b. recruitment and selection strategies the development of the company's business towards the healtcare company led to the addition of divisions and positions, so it takes recruitment and selection effort that is really able to find candidates who have suitability of competency. according to muryanto (2015: 1), human capital, described by the president director of pt kimia farma (persero) tbk-rusdi rosman-as one of the important corporate assets. management the company wants human capital or human resources that it recruits into assets not liability (burden) for the company. to that end, the process of selecting the company's hr becomes the key to the success of the company's management in developing its business. the process of selecting human resources, which is meant by rusdi international journal of human capital management, vol. 2 (2), december 2017 159 rosman, is the process of recruitment and selection. a selective process that can filter and get superior seeds that can contribute to the development of the company. this is in line with noe's opinion, et. al. (2010: 210), that recruitment aims to gain potential employees. c. strategy assessment center the company realizes that human resource development is fundamental to be done in order for the sustainability of the company's business to run. the business development of this company must be in line with the development of company's human resources. three things to consider in the development of human resources is an increase in employee competence, improved careers, and increased business performance. dessler & huat (2019: 144) states this assessment center as an effective method of selecting and promoting employees; it is also emphasized by prihadi that assessment center is not a place (building etc.), assessment refers more to processes and procedures for measuring competence. in pt kimia farma (persero) tbk, the special space for assessment does not exist; but the company has 3 psychologists to map the talents, interests and potentials of the company's employees at the downward level of assurance, to the top manager level, the company uses the assessment center consultant services. the company's business transformation, from the pharmaceutical industry to the healtcare company, brings new positions and positions. with the need for human resources to fill the position, it is necessary assessment effort for the candidates to be obtained according to the potential between themselves with the requirements of competence standards (skj). d. employee training strategy the company has provided training for all new employees who joined the company and continued into ongoing training. the company's attention to employees in this form of training has been proved by the award of the best companies to work for in indonesia by hr asia in 2016. sultana (2013: 576) states the training aims to improve employee competitiveness. this is in line with the training materials provided by the company. the three generic competencies provided by the company are leadership skills, business skills, and managerial skills, which then develop these generic competencies into training materials appropriate to each level of education. the transformation of the company into the healtcare company industry requires human resources with competencies tailored to the needs of the industry. this healtcare industry, more nuances of service industries / services (services industry); which requires hospitality. therefore, the training program created is based on a training needs analysis (tna) analysis tailored to the demands of the healtcare industry as well as the competency gap. international journal of human capital management, vol. 2 (2), december 2017 160 e. human capital development strategy as a form of the company's transformation program, pt kimia farma (pereso) tbk is very concerned in developing the human capital of the company. this is reflected in the company's efforts to provide ongoing training and education. ongoing training is reflected in tiered management training, while continuing education is realized in the form of full scholarship and part scholarship to employees to continue their studies from diploma iii to s3 at accredited b and a colleges, according to the interests and fields of each employee. strive for their level of education to be improved. where one of the ways in which the company covers this gap is to establish a pharmacy school in bandung. conclusion the human capital development strategy that has been conducted by the company as follows. 1) the hr planning strategy has been developed based on the company's hr development roadmap, tailored to the company's vision and mission, and then downgraded (casecade) into the vision and mission of the human capital division; and has developed human resource requirements based on company business development such as plans for establishment of banjaran factory, overseas pharmacy development, and establishment of hospitals & hotels. 2) recruitment and selection strategies undertaken by the company by publicly announcing available job vacancies to internal and external candidates of candidates. as for the selection of prospective employees, the company has conducted selection stages in accordance with sop, starting from the selection of administrative files, initial interviews with human capital division, presentation to directors, psychotest, medical test, internship, until pkwt work contract. 3) an assessment strategy undertaken by the company to assess and measure the competence of its employees, whether for promotion or talent pool-by using the services of a professional assessment consultant for the manager level upwards, while for asman under assessment conducted by the psychologists of the company. although physically the company does not have an assessment center yet, the assessment process has been under way for employee development and talent development of the company's employees. 4) training strategy. training strategy undertaken by the company by providing continuous tiered training on an ongoing basis, starting with executor level with basic management training as a prerequisite for promotion to the supervisor; young management training for supervisors as a prerequisite for upgrading to assistant manager level; middle management training, for assistant managers as a prerequisite for upgrading to manager level; main management training for managers, as a prerequisite for upgrading to general manager level; as well as the top management training provided to gm and the directors of subsidiaries. 5) human capital development strategy. the company's human capital development strategy is to provide full scholarships and partial scholarships to permanent employees / pkwtts. the company also plans to international journal of human capital management, vol. 2 (2), december 2017 161 establish a pharmacy school to address competency gaps and demands of law no. 36 years 2014 about health workers. in addition, due to the considerable number of employees, which are 8,056 and spread throughout indonesia, the company has developed e-learning-distance learning.e an impact on teacher performance. refrences anyadike, nkechi o. “human resource planning and employee productivityinnegeria public organization”.global journal of human resource management.vol. 1 no. 4. december 2013. asfaw, abeba m.,argaw, mesele d., &bayissa, lemessa. “the impact of training and development on employee performance and effectiveness: a case study of district five administration office, bole sub-city, addis ababa, ethiopia.” journal of human resource and sustainability studies. december 2015. daymon, christine & holloway,immy.qualitative research methods in public relations and marketing communications. second edition. new york: routledge. 2011. dessler, gary &huat, tan c., human resource management: an asian perspective. second editon. singapore: prentice hall. 2009. ekwoaba, joy o., ikeije, ugochukwu u. &ufoma, ndubuisi. “the impact of recruitent and 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business: a skill building approach.fourth edition. united states: john wiley & son. 2003. sultana,mahbuba.“impact of training in pharmaceutical industry: an assessment on square pharmaceuticals limited bangladesh.”international journal of science and research (ijsr).volume 2 issue 2. february 2013. thornton iii, george c., & gibbons, a. m.“validation of assessment centers for personnel selection.”human resource management review. 19. 2009. yadav, rajesh k. &dabhade, nishant. “human resource planning and audit—a case study of heg limited”.international letters of social and humanistic sciences. vol. 16, 2014.. international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 7 (1), june 2023 141 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 7, no. 1, june 2023, p 141-157 the influence of emotional intelligence, teamwork, and organizational citizenship behavior on performance agricultural extension workers in banten province hamid sangadji email: adjikementan@gmail.com abstract currently, indonesia, especially banten province, is in a new normal period, where all organizations, both public and private (private), are required to have a competitive advantage in order to survive and be independent. the banten province agricultural service as the largest public organization engaged in the field of agricultural extension services in banten province (hereinafter referred to as the organization in this study), has agricultural extension workers with various competencies, required to have competitive advantage and high performance while still prioritizing emotional intelligence, teamwork, and good organizational citizenship behavior, especially from agricultural extension workers as gatekeepers for professional, independent, competitive, and entrepreneurial agricultural extension services. the formulation of the problem in this study is based on the research background which states the importance of emotional intelligence, teamwork, and organizational citizenship behavior for improving the performance of agricultural extension workers in banten province. the problem of this research is how to improve the performance of agricultural extension workers in banten province through increasing emotional intelligence, teamwork, and organizational citizenship behavior. broadly speaking, the purpose of this study was to examine and analyze the influence of emotional intelligence, teamwork, and organizational citizenship behavior on the performance of agricultural extension workers in banten province. the novelty of this study is that there has not been any previous research discussing the effect of emotional intelligence, teamwork, and organizational citizenship behavior on the performance of agricultural extension workers in banten province, both in method and application. this research was carried out at the banten province agricultural service, in february 2022 february 2023. the population in this study were all agricultural extension workers in banten province, totaling 650 people. the sample is 210 people. sampling was carried out using the simple random sampling method, in which samples were drawn from population groups at random with the help of microsoft excel software. this research is included in quantitative research, where data was taken using survey research methods, and using questionnaires, then tested with statistical tests, and the smartpls pro version 2.3.m3 application software. the results of the study stated that there was a positive direct effect of emotional intelligence, teamwork, and organizational citizenship behavior on the performance of agricultural extension workers in banten province. keywords: emotional intelligence, teamwork, organizational citizenship behavior, performance. http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 7 (1), june 2023 142 | p a g e received: 15 may 2023 accepted: 29 june 2023 publish: june 2023 how to cite: sangadji, h. (2023). the influence of emotional intelligence, teamwork, and organizational citizenship behavior on performance agricultural extension workers in banten province. international journal of human capital management, 7 (1), 141-157. https://doi.org/10.21009/ijhcm.07.01.11 introduction in the current era of globalization, human resources (hr) who have high emotional intelligence and organizational citizenship behavior (organizational social behavior), and can work in teams (teamwork) have an important role in improving performance, both performance individuals, groups, and organizations. therefore, human resources (hr) who have high emotional intelligence and organizational citizenship behavior (organizational social behavior), and can work together in teams (teamwork) are the main assets in helping organizations to continue to improve performance and excellence. competitive. in line with this, agricultural extension officers are people who are given full duties, responsibilities, authorities and rights by officials of the ministry of agriculture of the republic of indonesia who are in charge of agricultural organizational units to carry out extension activities. the results of a pre-survey conducted by researchers in january 2022 in banten province for one month, it can be seen that, out of 30 respondents to agricultural extension workers in banten province who were interviewed, 28 respondents (93.33 percent) agreed that there was a positive direct influence on intelligence. emotion (emotional intelligence), teamwork, and organizational citizenship behavior on the performance of agricultural extension workers, so it is expected that agricultural extension workers at work can have high performance, professional, independent, competitive, and entrepreneurial spirit. this is evidenced by the contra-indicator phenomenon of agricultural extension workers in banten province, including: (1) low quality, quantity, timeliness, effectiveness, and work independence, (2) there is no established teamwork that synergizes with each other leaders and subordinates, as well as fellow agricultural extension workers, (3) emotional intelligence has not yet been created, and (4) organizational citizenship behavior has not been formed for agricultural extension workers. if this is allowed to continue, it will result in not increasing the performance of the agricultural extension workers. in accordance with the explanation from: (a) robbins (2018: 20) regarding the definition of performance (performance) is a result achieved by employees in their work according to certain criteria that apply to a job, with the following indicators: (1) quality of work, (2) work quantity, (3) timeliness, (4) effectiveness, and (5) independence. then robbins (2018: 111) states that, emotional intelligence (emotional intelligence) is the management of one's emotions to be able to control, feel, understand, and recognize one's own feelings and be able to understand other people's behavior, with indicators namely: (1) self-awareness, (2) self-management, (3) motivation, (4) empathy, and (5) relationship management. safitri et al. (2021); and umar mughal (2020) state that, teamwork is a group of individuals who work together in various ways with different expertise to accelerate the achievement of organizational goals, with the following indicators: (1) have the same goals, (2) enthusiasm, (3) have clear roles, (4) effective communication, (5) member expertise, (6) mutual trust. greenberg (2015: 199) says that organizational citizenship behavior is the behavior of employees who are shown by trying to exceed what is expected by the company on duty, done voluntarily without expecting a particular award or reward, where the indicators are: (1) altruism, the nature of being more concerned with others; (2) conscientiousness, listening to international journal of human capital management, vol. 7 (1), june 2023 143 | p a g e conscience; (3) civic virtue, doing good; (4) sportsmanship, sportsmanship; and (5) courtesy, respect. based on data on the performance of agricultural extension workers in banten province during the 2019-2021 period, there has been a decline in performance, especially during the covid19 pandemic in indonesia. where the decline in the performance of agricultural extension workers is also felt by the community. in other words, the decline in the low quality of agricultural extension services indicates a decrease in organizational performance and the performance of agricultural extension workers, as shown in table 1. table 1 performance of agricultural extension workers in banten province period 2019-2021 criteria for assessment of value 2019 2020 2021 total (people) percent (%) total (people) percent (%) total (people) percent (%) very good ≥ 91 598 92 520 80 455 70 fine 76 – 90 52 8 78 12 104 16 enough 61 – 75 0 0 39 6 52 8 bad 41 – 60 0 0 13 2 26 4 very bad ≤ 40 0 0 0 0 13 2 total 650 100 650 100 650 100 source: banten province agriculture service, 2022. table 1 above shows that from 2019 to 2021 there has been a decline in the performance of agricultural extension workers in banten province. in 2019-2021, the percentage of the performance of agricultural extension workers who scored very good and good continued to decline, respectively from 92 and 8 percent in 2019, decreased to 80 and 12 percent in 2020, and again decreased to 70 and 16 percent in 2021. meanwhile, on the contrary, the percentage of the performance of agricultural extension workers who received bad and very bad marks has increased. where in 2019, the percentage of the performance of agricultural extension workers who received bad and very bad scores increased, respectively from none (0 and 0 percent) in 2019, increased to 2 and 0 percent in 2020, and again increased to 4 and 2 percent in 2021. the decline in the performance of agricultural extension workers in banten province for the 2019-2021 period also had an impact on decreasing agricultural output in banten province, especially the production of food crop commodities for the 2019-2021 period, which experienced a very significant decline (table 2). table 2 food crop commodity production 2017-2021 (tons) commodity 2019 (tons) 2020 (tons) 2021 (tons) description (%) paddy 2.144.303 2.247.598 2.183.454 decreased 1.79 percent corn 119.206 113.045 55.000 decreased 116.74 percent soybeans 1.202 911 880 decreased 36.59 percent source: banten province agriculture service, 2022. based on the data in the table above, for food crop commodities: (1) paddy production decreased by 1.79 percent, where in 2019, rice production in banten province amounted to 2,144,303 tons, then increased in 2020 to 2,247,598 tons, then decreased very significantly in 2021 to 2,183 .454 tonnes. (2) corn production decreased by 116.74 percent, where in 2019, corn production in banten province amounted to 119,206 tons, then experienced a very significant decrease in 2020 and 2021, namely 113,045 tons and 55,000 tons. international journal of human capital management, vol. 7 (1), june 2023 144 | p a g e (3) soybean production decreased by 36.59 percent, where in 2019, soybean production in banten province amounted to 1,202 tons, then experienced a very significant decrease in 2020 and 2021, namely 911 tons and 880 tons. in line with the data in the table above, when compared between tables 1 and 2, table 1 shows that from 2019-2021 there has been a decline in the performance of agricultural extension workers in banten province, which scored very well, from 92 percent in 2019, decreased to 80 percent in 2020, and will decrease again to 70 percent in 2021. in other words, in the 2019-2021 period there was a decline in the performance of agricultural extension workers in banten province, which scored very well by 22 percent. on the other hand, in table 1.2. it can be seen that the production of food crop commodities in the 2019-2021 period has also decreased, namely: (1) rice, decreased by 1.79 percent, (2) corn, decreased by 116.74 percent, and (3) soybean, decreased by 36.59 percent. literature review relations between variables and research hypotheses 1. emotional intelligence on performance a person who has high emotional intelligence is usually marked by the person being able to manage his emotions well, namely being able to control, feel, understand, and recognize his own feelings and be able to understand other people, with indicators of success, namely the person has: (1) self-awareness, (2) self-management, (3) motivation, (4) empathy, and (5) relationship management. emotional intelligence is very important in fostering human relations and improving all types of work results (performance) related to one's main duties and responsibilities because emotional intelligence plays an important role in developing institutions/institutions, curiosity, helping to anticipate the future, understanding and be able to solve important problems, in order to be able to make the right decisions for oneself and for many people in an organization or institution. this is in line with the idea that emotional intelligence is a subset of social intelligence which involves the ability to monitor emotional feelings, both in oneself and in others, sorting through everything and using information to guide thoughts and actions in carrying out tasks and responsibilities. responsibility and contribute to organizational effectiveness with full awareness, motivation, and empathy, while maintaining self-management, and relationships. so it can be said that someone who has high emotional intelligence, then he also has high performance. based on this description, a research hypothesis was made, namely: h1: the higher the emotional intelligence of the agricultural extension workers in banten province, the higher the performance. 2. teamwork on performance the use of teamwork to create high-performance organizations suggests that the difference between teamwork and non-teamwork is related to performance. teamwork performance includes both individual results and collective work results, where collective work results occur when two or more members work together, that is a reflection of the real joint contribution of team members. on the other hand, the involvement of all employees in achieving the set targets is very important, and good teamwork between employees will be able to improve performance. in accordance with the explanation above, it can be seen that teamwork with high synergy can improve employee and organizational performance. based on this description, a research hypothesis was made, namely: h2: the more teamwork synergies that are created between agricultural extension workers in banten province, the performance will increase. international journal of human capital management, vol. 7 (1), june 2023 145 | p a g e 3. organizational citizenship behavior on performance the study of organizational citizenship behavior is growing in line with the awareness that individual behavior influences individual, group and organizational performance. performance means how to be a good worker, which makes a positive contribution to the organization, with categories, namely, first task performance (employee performance), secondly citizenship behavior (employee social behavior), and thirdly related to morale which contributes negatively and must be avoided, namely counterproductive behavior (negative employee behavior). in line with the above, it can be concluded that: (1) successful organizations need employees who will do more than just their formal duties and are willing to provide performance that exceeds expectations, (2) every organization wants to have employees who are willing to do the same tasks. not listed in their job descriptions, and (3) the facts show that organizations that have employees who have good organizational citizenship behavior will have better performance than other organizations. based on this description, a research hypothesis was made, namely: h3: the higher the organizational citizenship behavior of agricultural extension workers in banten province, the higher their performance. kecerdasan emosi (x1) teamwork (x2) organizational citizenship behavior (x3) kinerja (y) h1 h2 h3 figure 1. research framework source: created according to this research hypothesis, 2022 methodology this study will analyze four variables, namely emotional intelligence (x1), teamwork (x2) and organizational citizenship behavior (x3) as independent variables (free), and performance variable (y), as the dependent variable (tied). in quantitative research, a description of the definition and measurement of variables is an absolute must. the variables measured are the variables listed in the hypothesis to be tested. the operational research variables can be seen in table 3. international journal of human capital management, vol. 7 (1), june 2023 146 | p a g e table 3 operational research variables variables concept indicator performance (y) performance is an individual's ability to achieve job requirements, where individuals can complete work targets in a timely manner or not exceed the specified time limit so that goals will be in accordance with ethics and can contribute to the company. 1. quality 2. quantity 3. punctuality 4. effectiveness 5. independence (robbins, 2018: 260). emotional intelligence (x1) emotional intelligence (emotional intelligence) is the ability to recognize feelings, reach and generate feelings to help thoughts, understand feelings and their meanings, and control feelings in depth so as to help emotional and intellectual development. 1. self-awareness, being concerned about feelings 2. self-management, the ability to manage one's own emotions and impulses 3. self-motivation, the ability to keep doing in the face of decline and failure 4. empathy, the ability to feel how other people feel 5. social-skills, the ability to handle the emotions of others (robbins, 2018). teamwork (x2) teamwork is a group of individuals working together in various ways with different expertise to accelerate the achievement of organizational goals. 1. have the same goal 2. enthusiasm 3. have a clear role 4. effective communication 5. members' expertise 6. mutual trust (safitri et al., 2021; umar mughal, 2020). organizational citizenship behavior (ocb) (z) organizational citizenship behavior (ocb) is a choice behavior that is not part of an employee's formal work obligations, but supports the effective functioning of the organization. in other words, ocb is employee behavior that goes beyond the required role, which is not directly or explicitly recognized by the formal reward system. 1. altruism (putting others first) 2. conscientiousness (careful) 3. civic virtue (good citizen) 4. sportsmanship (sportsmanship) 5. courtesy (respect) (greenberg, 2015) the population in this study were all agricultural extension workers in banten province, totaling 650 people. the location of this research is in banten province as the place of duty for all agricultural extension workers. the maximum sample size is 210 respondents (calculated by means of the total number of indicators, namely 21 multiplied by 10). the sampling technique in this study used a stratified simple random sampling technique. data sources in this study consisted of primary data, obtained from respondents using questionnaires or questionnaires; and secondary data, derived from literature studies which can provide a theoretical basis obtained from books, scientific journals, the internet, and reports on agricultural products in banten province, the ministry of agriculture of the republic of indonesia, as well as other sources related to this research. data collection methods, obtained through interviews, questionnaires, literature study. international journal of human capital management, vol. 7 (1), june 2023 147 | p a g e figure 2. research construct model source: hypothesis development, 2022. results and discussion figure 3. outer model test results source: smartpls 3.2.9 output (data processed, 2023). notes: x1 = emotional intelligence x2 = teamwork x3 = organizational citizenship behavior (ocb) y = performance (performance) international journal of human capital management, vol. 7 (1), june 2023 148 | p a g e based on the picture above, it is known that the outer loading value of the four research variables is above 0.6. this shows that all indicators of all variables are declared valid. on the other hand, according to the construct model, it can be seen the value of the discriminant validity and the reliability construct as follows (table 4). table 4 construct reliability and validity variables cronbach's alpha rho_a composite reliability average variance extracted (ave) emotional intelligence (x1) 0.960 0.961 0.969 0.863 ocb (x3) 0.975 0.976 0.981 0.910 performance (y) 0.946 0.948 0.959 0.822 teamwork (x2) 0.961 0.962 0.969 0.838 source: smartpls 3.2.9 output (data processed, 2023). based on the table above, it is known that all research variables have an ave > 0.5. this means that all research variables have met the assumptions of discriminant validity, and passed the validity test. after knowing that all research variables passed the validity test, then a reliability test was then carried out to determine the consistency of respondents' answers on all research instruments by looking at the composite reliability and cronbach's alpha values. the research instrument was declared reliable (passed the reliability test), if it had a composite reliability value and cronbach's alpha > 0.7 (ghozali & latan, 2015). based on the table above, it is also known that all research variables have composite reliability values and cronbach's alpha > 0.7. thus all the instruments in this study were declared to have met the reliability assumptions (passed the reliability test) and could be continued on to test the structural model (inner model). figure 4. inner model test results source: smartpls 3.2.9 output (data processed, 2023). international journal of human capital management, vol. 7 (1), june 2023 149 | p a g e hypothesis testing table 5 path coefficient relationship between variables original sample (o) sample mean (m) standard deviation (stdev) t statistics (|o/stdev|) p values emotional intelligence (x1) -> performance (y) 0.478 0.477 0.092 5.221 0.000 ocb (x3) -> performance (y) 0.181 0.186 0.105 1.726 0.085 teamwork (x2) -> performance (y) 0.295 0.292 0.073 4.058 0.000 source: smartpls 3.2.9 output (data processed, 2023). notes: x1 = emotional intelligence x2 = teamwork x3 = organizational citizenship behavior (ocb) y = performance (performance) hypothesis test results hypothesis 1 ha1: the higher the emotional intelligence of the agricultural extension workers, the higher the performance. the effect of emotional intelligence on performance is shown by the original sample value of 0.478 with a positive sign, which means that emotional intelligence has a positive effect on performance. these results indicate that the higher the emotional intelligence of the agricultural extension workers, the higher the performance. tstatistic values obtained (5.221) > ttable (1.960) and pvalues (0.000) < sig (0.05) indicate that the effect of emotional intelligence on performance is significant. these results indicate that ha1 which states, the higher the emotional intelligence of agricultural extension workers, the higher the performance, can be proven. hypothesis 2 ha2: the more teamwork synergies that are created between agricultural extension workers, the performance will increase. the effect of teamwork on performance is shown by the original sample value of 0.295 with a positive sign, which means that teamwork has a positive effect on performance. these results indicate that when the teamwork of agricultural extension workers is increasingly synergized, the performance will increase. tstatistic values obtained (4.058) > ttable (1.960) and pvalues (0.002) < sig (0.05) indicate that the effect of teamwork on performance is significant. this result shows that ha2 which states, the more teamwork synergies that are created between agricultural extension workers, the performance will increase, can be proven. therefore, all agricultural extension workers have a duty to be able to create teamwork that continuously synergizes with each other so that their performance increases. this can be done in a way; namely agricultural extension workers must be able to clarify/sharpen: 1. clear purpose. the point is that agricultural extension workers must know the vision, mission, and goals of the team, all agricultural extension workers are willing to work together as a team, and then each team member must have a follow-up plan for their respective duties. 2. shared leadership. the point is that before the team is run by agricultural extension workers, the team must have a formal leader, where the agricultural extension worker who becomes the leader: (1) must be able to carry out his leadership function dynamically, can shift from time to time depending on the situation, group needs, and skills its members (other fellow agricultural extension workers), and (2) must be a model of appropriate international journal of human capital management, vol. 7 (1), june 2023 150 | p a g e behavior and help develop positive norms for fellow agricultural extension workers and the community. 3. external relations (external relations). the point is that before the team is run by agricultural extension workers, it must be able to use the time to develop good external relations, mobilize resources, and build credibility with important players in other parts of the organization, such as with other non-agricultural extension workers. 4. style diversity. the point is that before the team is run, the team must have a wide spectrum of types of team players, namely fellow agricultural extension workers, including team members who emphasize attention to tasks, set goals, focus on processes, and have knowledge of how the team functions. hypothesis 3 ha3: the higher the organizational citizenship behavior of agricultural extension workers, the higher their performance. the effect of organizational citizenship behavior on performance is shown by the original sample value of 0.181 with a positive sign, which means organizational citizenship behavior has a positive effect on performance. these results indicate that the higher the organizational citizenship behavior of the agricultural extension workers, the higher the performance. tstatistic values obtained (1.726) > ttable (1.60) and pvalues (0.085) < sig (0.100) show that the effect of organizational citizenship behavior on performance is significant at α = 10 percent (pvalues = 10 percent). these results indicate that ha3 states, the higher the organizational citizenship behavior of the agricultural extension workers, the more their performance will increase, it can be proven. therefore, all agricultural extension workers have a duty to be able to continuously improve organizational citizenship behavior so that their performance increases. this can be done in a way, namely agricultural extension workers must be able to: 1. prioritizing the needs/interests of others (altruism). for example, agricultural extension workers are willing to: (a) help other fellow agricultural extension workers, (b) change holiday dates (holidays) with other fellow agricultural extension workers, and (c) volunteer to help other people or fellow agricultural extension workers. 2. be careful at work (conscientiousness). for example, agricultural extension workers are willing to: (a) come to work on time and never miss work even for a day, (b) come to the office early, and (c) not spend working time making calls for personal needs. 3. being a good citizen (civic virtue). for example, agricultural extension workers are willing to: (a) attend meetings according to their main duties and functions as agricultural extension workers voluntarily, and (b) before working, agricultural extension workers are required to read the notes on agricultural extension activities that have been and or will be carried out for each agricultural group. which he has fostered and keeps updating information regarding the track record of agricultural extension activities and developments in agricultural technology. international journal of human capital management, vol. 7 (1), june 2023 151 | p a g e table 6 r-square varaibles r square r square adjusted performance (y) 0.845 0.843 source: smartpls 3.2.9 output (data processed, 2023). based on the table above, it is known that the r-square value of performance is 0.845. performance in this model is influenced by emotional intelligence, teamwork, and organizational citizenship behavior (ocb). thus these results indicate that the three variables namely emotional intelligence, teamwork, and organizational citizenship behavior (ocb) have the ability to explain performance variables by 84.5 percent. meanwhile the remaining 15.5 percent is explained by other variables not examined. table 7 f test (fsquare test) variables emotional intelligence (x1) ocb (x3) performance (y) teamwork (x2) emotional intelligence (x1) 0.218 ocb (x3) 0.026 performance (y) teamwork (x2) 0.113 source: smartpls 3.2.9 output (data processed, 2023). based on the f test value (fsquare test) in the table above, it is known: 1. emotional intelligence on performance has a fsquare test value of +0.218, which means that emotional intelligence can affect performance by 21.8 percent. this shows that the emotional intelligence of agricultural extension workers is a factor that influences significantly in improving performance. where when the performance of extension workers increases by one unit, emotional intelligence increases by 21.8 percent. 2. organizational citizenship behavior on performance has an fsquare test value of +0.026, which means organizational citizenship behavior can affect performance by 2.6 percent. this shows that organizational citizenship behavior of agricultural extension workers is a factor that influences significantly in improving performance. where when the performance of extension staff increases by one unit, organizational citizenship behavior increases by 2.6 percent. 3. teamwork on performance has an fsquare test value of +0.113, which means teamwork can affect performance by 11.3 percent. this shows that the teamwork of agricultural extension workers is a factor that influences significantly in improving performance. where when the performance of the extension workers increased by one unit, the teamwork increased by 2.6 percent. discussion the effect of emotional intelligence on performance based on the results of statistical tests on hypothesis 1, it shows that it is accepted, which means that the emotional intelligence of agricultural extension workers has a positive and significant effect on performance. this result is indicated by the statistical value obtained (5.221) > ttable (1.960) and pvalues (0.000) < sig (0.05). the higher the emotional intelligence of agricultural extension workers, the higher their performance. an agricultural extension worker international journal of human capital management, vol. 7 (1), june 2023 152 | p a g e who has high emotional intelligence, is usually marked by the agricultural extension worker being able to manage his emotions well, that is being able to control, feel, understand, and recognize his feelings and be able to understand other people, with indicators of success, namely the agricultural extension worker has: (1) self-awareness, (2) self-management, (3) motivation, (4) empathy, and (5) high relationship management. on the other hand, emotional intelligence is very important in fostering relationships between agricultural extension workers, non-agricultural extension workers, the farmers they mentor, and the general public, as well as improving all types of work results (performance) related to the main duties and responsibilities of an agricultural extension worker. , because emotional intelligence plays an important role in developing the organization, curiosity, helping to anticipate the future, understanding and being able to solve important problems, so that they can make the right decisions for the agricultural extension workers themselves and the general public, especially farmers and the community. this is in line with the idea that the emotional intelligence of an agricultural extension worker is a subset of social intelligence which involves the ability to monitor emotional feelings, both in the agricultural extension worker himself and in others, sorting things out and using the information to guide him. thoughts and actions in carrying out their duties and responsibilities and contribute to organizational effectiveness with full awareness, motivation and empathy, while maintaining selfmanagement and relationships. so that it can be said that an agricultural extension worker who has high emotional intelligence, then he also has high performance. the results of this study are in line with the results of research from a.s. supriyanto, and e. a. troena (2012); as well as s.a. osro (2018), which states that emotional intelligence has a significant positive effect on improving employee performance. in addition, the results of this study are also in accordance with the mission related to the duties and functions of the banten provincial agriculture office, namely to create local government institutions that have good morals in an effective, efficient, transparent, accountable and resourceful apparatus with integrity, competence and serving the community. this is realized by standardizing business processes for each regional apparatus and detailing them in service operational standards and procedures (sops), as well as requesting direct questionnaire responses towards excellent service. furthermore, the results of this study also have links with the agribusiness system in banten province, where agricultural instructors who have high levels of emotional intelligence and performance will be able to help create a resilient agribusiness system in banten province, including in increasing availability, access, and quality of food consumption. the effect of teamwork on performance based on the results of statistical tests on hypothesis 2, it shows that the more teamwork synergies that are created between agricultural extension workers, the performance will increase. this result is indicated by the tstatistic value obtained (4.058) > ttable (1.960) and pvalues (0.000) < sig (0.05), which means that the effect of teamwork on performance is very significant. in principle, the aim of forming a teamwork of agricultural extension workers is to create a highperformance organization. teamwork performance includes individual results of agricultural extension workers as well as collective work (performance) results from the formation of agricultural extension worker teamwork, where collective work (performance) results will be higher, when two or more members work together, that is a reflection of a real joint contribution of members of the agricultural extension team. on the other hand, the involvement of all agricultural extension workers in achieving the set targets is very important, and good cooperation (teamwork) between agricultural extension workers will be able to improve organizational performance. in accordance with the explanation above, it can be seen that the teamwork of agricultural extension workers with high synergy can improve the performance of agricultural extension workers and the organization. therefore, all agricultural extension workers have a duty to be able to create teamwork that continuously synergizes with each other so that their performance increases. this can be done in a way, namely agricultural extension workers must be able to clarify/sharpen: international journal of human capital management, vol. 7 (1), june 2023 153 | p a g e 1. clear purpose. the point is that agricultural extension workers must know the vision, mission and goals of the team, all agricultural extension workers are willing to work together as a team, and then each team member must have a follow-up plan for their respective duties. 2. shared leadership. the point is that before the team is run, the team must have a formal leader, where the agricultural extension worker who becomes the leader: (1) must be able to carry out his leadership function dynamically, can shift from time to time depending on the situation, the needs of the group, and the skills of its members (fellow workers). other agricultural extension workers), and (2) must be a model of appropriate behavior and assist the development of positive norms for other agricultural extension workers, the farmers they mentor and the general public. 3. external relations (external relations). the point is that before the team is run, the team must be able to use the time to develop good relations outside, mobilize resources, and build credibility with important players in other parts of the organization, such as with other non-agricultural extension workers. 4. style diversity. the point is that before the team is run, the team must have a wide spectrum of types of team players, namely fellow agricultural extension workers, including team members who emphasize attention to tasks, set goals, focus on processes, and have knowledge of how the team functions. the results of this study are in line with the results of research from h.f. sunjoyo (2019); d. rakhmawati, and s. darmanto (2014); a a. mangi, h.a. kanasro, m.b. burdi, and f.n. rehman (2017); s. agarwal, and t. adjirackor (2016); j. hanaysha, (2016), which states that teamwork has a significant positive effect on improving employee performance. in addition, the results of this study are also in accordance with the mission related to the duties and functions of the banten provincial agriculture office, namely improving the banten economy through quality financial management, food and energy adequacy, development of natural resources that provide solutions to unemployment and poverty; and realizing regional government institutions that have good morals in an effective, efficient, transparent, accountable manner and human resources with integrity, competence and serving the community. this is realized by increasing agricultural production and productivity, to meet the needs for consumption and industrial raw materials (agroindustry); as well as standardizing business processes for each regional apparatus and detailing them in service operational standards and procedures (sop), as well as requesting direct questionnaire responses towards excellent service. furthermore, the results of this study also have links with the agribusiness system in banten province, where agricultural extension workers are willing to build a solid teamwork (cooperation) with farmers in particular and the community in general, so they will be able to help create a resilient agribusiness system in banten province, including helping farmers increase production and productivity, distribution arrangements, as well as food safety and quality with added value and high competitiveness. the effect of organizational citizenship behavior on performance based on the results of statistical tests on hypothesis 3, it shows that the higher the organizational citizenship behavior of the agricultural extension workers, the higher the performance. this result is indicated by the statistical value obtained (1.726) > t table (1.600) and p values (0.085) < sig (0.10), which means that the effect of organizational citizenship behavior on performance is significant at α = 10 percent (p values = 10 percent). currently the study of organizational citizenship behavior is growing, in line with the awareness that the behavior of individuals and leaders affects the performance of individuals, groups, and organizations. the performance of agricultural extension workers means how to become good agricultural ext ension workers, who make a positive contribution to the organization, with categories namely, the first is task performance (performance of agricultural extension workers), the second is citizenship international journal of human capital management, vol. 7 (1), june 2023 154 | p a g e behavior of agricultural extension workers, and the third relates to contributing morale/ have a negative impact and must be avoided by agricultural extension workers, namely counterproductive behavior (negative behavior of agricultural extension workers). in line with the above, it can be concluded that: (1) successful organizations need agricultural extension workers who will do more than just their formal duties and are willing to provide performance that exceeds expectations, (2) every organization wants to have agricultural extension workers who are willing to perform tasks that are not listed in their job descriptions, and (3) the fact shows that organizations that have agricultural extension workers who have good organizational citizenship behavior will have better performance than other organizations. therefore, all agricultural extension workers have a duty to be able to continuously improve organizational citizenship behavior so that their performance increases. this can be done in a way, namely agricultural extension workers must be able to: 1. prioritizing the needs/interests of others (altruism). for example, agricultural extension workers are willing to: (a) help other fellow agricultural extension workers, (b) change holiday dates (holidays) with other fellow agricultural extension workers, and (c) volunteer to help other people or fellow agricultural extension workers. 2. be careful at work (conscientiousness). for example, agricultural extension workers are willing to: (a) come to work on time and never miss work even for a day, (b) come to the office early, and (c) not spend working time making calls for personal needs. 3. being a good citizen (civic virtue). for example, agricultural extension workers are willing to: (a) attend meetings according to their main duties and functions as agricultural extension workers voluntarily, and (b) before working, agricultural extension workers are required to read the notes on agricultural extension activities that have been and or will be carried out for each agricultural group. which he has fostered and keeps updating information regarding the track record of agricultural extension activities and developments in agricultural technology. the results of this study are consistent with the results of research from v. maharani, e.a. troena, and noermijati (2013), m. asiedu, j.o. sarfo, and d. adjei, (2014), which states that organizational citizenship behavior has a significant positive effect on improving employee performance. in addition, the results of this study are also in accordance with the mission related to the duties and functions of the banten provincial agriculture office, namely to create local government institutions that have good morals in an effective, efficient, transparent, accountable and resourceful apparatus with integrity, competence and serving the community. this is realized by standardizing business processes for each regional apparatus and detailing them in service operational standards and procedures (sops), as well as requesting direct questionnaire responses towards excellent service. furthermore, the results of this study also have links with the agribusiness system in banten province, where agricultural extension officers who have organizational citizenship behavior and high performance will be able to help create a resilient agribusiness system in banten province, including in increasing the strengthening of agricultural human resources and implementing technological innovations appropriate, effective, and efficient agriculture. overall, agricultural extension officers who have high levels of emotional intelligence, performance, organizational citizenship behavior and can form solid teamwork with farmers and all levels of society will be able to help create a resilient agribusiness system in banten province, including increasing the availability of , access, and quality of food consumption; for its implementation, strategic efforts are needed to increase production and productivity, control distribution, as well as food safety and quality with added value and competitiveness; including through the strengthening of agricultural human resources and the application of appropriate, effective, and efficient agricultural technological innovations. international journal of human capital management, vol. 7 (1), june 2023 155 | p a g e conclusion 1. there is a positive and significant influence of the emotional intelligence of agricultural extension workers on performance. the higher the emotional intelligence of the agricultural extension workers, the higher the performance. 2. there is a positive and significant influence of agricultural extension teamwork on performance. the more teamwork synergies that are created between agricultural extension workers, the performance will increase. 3. there is a positive and significant effect of organizational citizenship behavior on agricultural extension workers' performance. the higher the organizational citizenship behavior of agricultural extension workers, the performance will increase. managerial suggestions and implications 1. there is a positive and significant influence of the emotional intelligence of agricultural extension workers on performance. with these findings, the authors suggest to agricultural extension workers to continue to improve and increase self-awareness, and manage relationships, and maintain motivation to stay high/increase, have patience, be willing to help selflessly, be kind and honest, and be able to work together in a team. (teamwork), so that agricultural extension workers can provide professional, quality, independent, and effective agricultural counseling to the farmers they foster and the general public. 2. there is a positive and significant influence of agricultural extension teamwork on performance. the positive and significant effect of teamwork on the performance of agricultural extension workers is the second smallest effect among other variables (the smallest effect is the positive and significant effect of organizational citizenship behavior on the performance of agricultural extension workers). therefore agricultural extension workers must be able to continue to improve and improve shared leadership and style diversity, as well as maintain consensus-based decision making so that agricultural extension workers can create teamwork that synergizes with each other among other agricultural extension workers. in providing high-performance, professional, quality, independent, and effective agricultural extension services to the farmers they foster and the community. 3. there is a significant positive effect on organizational citizenship behavior of agricultural extension workers on performance. the positive and significant effect of organizational citizenship behavior on the performance of agricultural extension workers is the smallest effect among other variables. therefore, agricultural extension workers should always prioritize the needs/interests of the community (altruism) and be good citizens (civic virtue), and uphold sportsmanship at work, have patience, be willing to help selflessly, be kind and honest. , and can work together in teams (teamwork), so that agricultural extension workers can provide professional, quality, independent, and effective agricultural extension workers to the farmers they foster and the community. references adam abdulle, and belgin aydintan. 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(2019). organizational behavior. jakarta: raja grafindo press. international journal of human capital management e-issn 2580-9164 vol. 2, no.1, july 2018, p 10-16 available online at http://journal.unj.ac.id/unj/index.php/ijhcm 10 effect of personality, organizational climate, and work satisfaction on organizational citizenship behavior teacher in secondary high school in the city of administration jakarta center province dki jakarta asari vocational high school negeri 35 jakarta asari@gmail.com abstract the purpose of this research is to study the influence of personality, organizational climate, and job satisfaction toward the organizational citizenship behavior of teachers at public vocational high school in central jakarta administration city of dki jakarta province. this research uses quantitative approach with survey method. the population of this research is all civil servant teachers at 14 public vocational high schools in central jakarta administration. the number of samples of the study were 212 teachers who were taken with the slovin formula of a population of 451 teachers. data collection of research with questionnaires then analyzed descriptive statistics and inferential statistical path analysis. based on hypothesis testing, 1) there is positive direct effect of personality toward organizational citizenship behavior, 2) there is positive direct effect of organizational culture toward organizational citizenship behavior; 3) there is positive direct effect of job satisfaction toward organizational citizenship behavior; 4) there is positive direct influence personality to job satisfaction, and 5) there is a direct positive influence of organizational climate on job satisfaction. thus to improve ocb teachers in vocational high schools by improving teacher personality, quality organizational climate, increasing teacher job satisfaction. keywords: organizational citizenship behavior, personality, organizational climate and job saticfication the position of teachers in the school education system has an important and major role. teachers become the main actors and determine in the process of education in school. the duties and responsibilities of teachers in the implementation of education realize the vision and mission of national education. qualified teachers become one of the main prerequisites in improving the quality of national education. a gallup poll quoted by jones and walters points to the facts in the general public who argue that the best way to develop educational values is to improve the quality of teachers (jones, 2008: 130). challenges of human resource management in educational institutions, especially educators (teachers), namely the aspect of equity and competence. indicators of the quality of human resources of the organization or company viewed from the level of quality and productivity. organizational human resource performance that contributes quality and productivity. implementation of human resource management principles in educational institutions is expected to improve school competitiveness. according to moeheriono there is a shift in the paradigm of educational human resources, human resources management is a strategic area of the organization and should be viewed as an extension and development of traditional management ways to manage people effectively and modernly (moeheriono, 2009: 194). the advantages of school organization one of them supported by human resources (sdm) a superior teacher. teachers who have a competitive advantage for school organizations not only have competencies that are in line with the standards, but also have extreme behavior toward school mailto:asari@gmail.com international journal of human capital management, vol. 2 (1), july 2018 11 organizations. organizational citizenship behavior (ocb) teacher is one of the competitiveness of school organization. ocb is a form of employee behavior by volunteering to perform tasks outside of its role without relating to rewards. the ocb behavior of teachers in schools contributes positively to progress and improves the productivity of school organizations. teachers with high ocbs are a capital of excellence and enhance the competitiveness of school organizations. according to organ, organizational citizenship behavior (ocb): "individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and in the aggregate promotes the efficient and effective functioning of the organization." (organ, 2006: 3). ocb as an individual behavior that has the freedom to do, where indirectly or not is explicitly recognized reward system, and gives benefit to the effectiveness and efficiency of organizational functions. the definition of ocb contains two main behaviors: 1) free, voluntary, non-self-interest but for others (co-workers, groups, or organizations), and 2) not formally instructed, not recognized by a formal compensation or reward system. the organs explain the cause of the ocb behavior of workers in the environment where the work is related to attitude and personality. the concept of attitude in work related to job satisfaction (job satisfaction). steve jex (p.105) explains why workers are bound to ocb. first, the main cause of ocb is positive affection (positive affect), especially in the form of job satisfaction. theoretically this view comes from a rather long history of social psychology research showing that positive mood increases the frequency of help and other forms of spontaneous prosocial behavior. furthermore, positive moods and helpful behaviors actually strengthen each other because helping others usually make people feel good. the second explanation about the cause of the emergence of ocb workers is the cognitive assessment of the treatment of justice against workers by the organization. this view is based on the theory of equity (equity theory) that is the state of the worker's assessment of his work situation by comparing cognitively between the inputs to the organization and the results they receive. the third explanation of the causes of ocb is leading to the worker's character. based on this view of course the personality traits affect the individual to be bound to ocb. workers' attitudes in the workplace are related to the organizational climate. based on the theory study shows the relationship between organizational climate and worker behavior. the concept of organizational climate in the opinion of tagiuri and litwin is: organizational climate is a relatively enduring quality of the internal environment of an organization that is experienced by its members, (b) influences their behavior, and (c) can be described in terms of the values of a particular set of characteristic (attributes) of organization, (wirawan, 2008: 121). organizational climate shows the internal quality of the organization's internal organization that has been experienced relatively and perceived by members, influencing member behavior, and describes a set of characteristics of the organization. based on this concept, organizational climate becomes the distinguishing nature of one organization with another. characteristics of the organization into a kind of brand or label of an organization. looking at the problems based on the literature review and preliminary survey results that show the low behavior of ocb teachers in central jakarta vocational schools, the researcher is encouraged to conduct in-depth research on the factors that influence teacher's ocb behavior. in this study further studied about the variables that allegedly have an influence on organizational citizenship behavior that is personality, organizational climate and job satisfaction. method this research is descriptive and verifikatifyang implemented through primary data collection field. in accordance with the purpose of descriptive research is to describe the nature of a situation that is temporarily running at the time of research done and examine the causes of a particular symptom. this research is descriptive using survey method. data analysis model using path analysis approach (path analysis). analysisdigunakan path models to analyze patterns of relationships between international journal of human capital management, vol. 2 (1), july 2018 12 variables in order to determine the effect of directly or indirectly, a set of free variables on the dependent variable. (riduwan and sunarto, 2011: 140). this research will analyze the influence of one variable to another variable. exogenous variables are personality (x1) and organizational climate (x2). variable endogenyaitu job satisfaction (x3) and organizational citizenship behavior (x4) .populasi this research is all teachers civil servants (pns) padasekolah secondary vocational (smk) land administration areas of jakarta central jakarta province. the number of schools that become the research place is 14 state vocational schools in central jakarta administration city area of dki jakarta province. the number of the target population as a whole is as much as 451 teachers with civil servant status sipil.penentuan sample size of the entire target population using taro yamane formula or slovin.jumlah sample sebanyak212 teachers. result hypothesis testing using path analysis. the calculation result obtained by path coefficient indicating influence between variables are: 1) personality (x1) to organizational citizenship behavior (x4) p41 = 0,303; 2) organizational climate (x2) on organizational citizenship behavior (x4) p42 = 0,137; 3), job satisfaction (x3) to organizational citizenship behavior (x4) p43 = 0,523; 4) personality (x1) on job satisfaction (x3) p31 = 0.402; 5) organizational climate (x2) on job satisfaction (x3) p32 = 0.32. from the acquisition of the obtained path coefficient, it can be shown in the research model that shows the influence of each variable and coefficient value of each lane diagram as follows: figure 1. model research structure based on the result of path analysis table 1. recapitulation of hypothesis testing results no hypothesis hypothesiss tatistics coefficien tpath tcount dk 210 ttable decision 1 personality has a direct positive effect on ocb h0 : β41≤ 0 h1 : β41> 0 p41 = 0,303 6,186 1,64 h0 rejected h1 accepted 2 the organization's climate has a direct positive effect on ocb h0 : β42≤ 0 h1 : β42> 0 p42 = 0,137 2,885 1,64 h0 rejected h1 accepted 3 job satisfaction has a direct positive effect on ocb h0 : β43≤ 0 h1 : β43> 0 p43 = 0,523 10,163 1,64 h0 rejected h1 accepted personality (x1) organation weatherizx2) ocb (x4) p41 = 0,303 p31 = 0,402 p42 = 0,137 p 32 = 0,329 p43 = 0,523 working satisfied (x3) international journal of human capital management, vol. 2 (1), july 2018 13 4 personality has a direct positive effect on job satisfaction h0 : β31≤ 0 h1 : β31> 0 p31 = 0,402 6,757 1,64 h0 rejected h1 accepted 5 climate organization directly positive effect on job satisfaction h0 : β32≤ 0 h1 : β32> 0 p32 = 0,329 5,528 1,64 h0 rejected h1 accepted discussion 1. positive direct influence personality toward organizational citizenship behavior (ocb) based on the results of statistical calculations with hypothesis test path analysis of the research of the influence of personality (x1) on organizational citizenship behavior (x4) obtained significant path coefficient. the result of the research proves that there is a direct positive influence of personality toward organizational citizenship behavior of vocational school teacher of central jakarta. one factor causing the emergence of ocb behavior according to steve jex (2002: 106) is leading to the character of workers. based on this view of course the personality traits affect the individual to be bound to ocb. the point of view of human personality is basically most people have the nature of prefer to help others. the results of this study provide an alternative effort to improve teacher ocb behavior is to consider the personality factor. ocb as an extra behavior that contributes greatly in improving the effectiveness of achieving organizational goals. teachers with ocb contribute to improving the quality of school education. teacher personality should be the focus of attention in making changes in the learning process in school. according to rhenald kasali the five personality traits "the big five factor" are each the elements of the shaping nature of change or change dna, (kasali, 2007: 66). kasali further uses the term personality dimension with the ocean acronym, (openness to experience, conscientiousness, extraversion, agreeableness, neoroticism) any kind of openness. that is the openness to life experience, the heart and the ears, the openness of others, the openness to the agreement, and the openness to the pressures. to optimize the impact of personality factors according kasali use the term re codeterhadap changedna.re code in the process of change means we start by doing 'treatment' on some people are limited by looking for anyone among them who can bring that change to more people, (kasali , 2007: 179). the results of this study became a concern for the principal as the direct superior of the teacher. one of the principal's tasks is to foster the personality aspect of the teacher. the ability of the principal in personality coaching also determines the change in teacher personality that leads to ocb. the principal is required to compete in order to optimize the personality potential. the principal as a teacher builder in the school has a strategic role in the effort to establish ocb teachers through the optimization of the personality traits that each teacher has. 2. positive direct influence organizational climate organizational citizenship behavior (ocb) based on the study of organizational climate theory shows the internal quality of the organization that has been running relatively long experienced and perceived by the members, affect the behavior of members, and describe the characteristics of charactistics of the organization. the embodiment of organizational climate in the form of perceptions, attitudes and behavior of citizens. members' perceptions about their organizational environment will affect attitudes and behaviors. the results of the study are in accordance with findings by jennifer shujen lin and shu-cheng lin (2011) relating to the organizational influences on ocb when workers international journal of human capital management, vol. 2 (1), july 2018 14 have a sense that they are valued and cared for by the organization, they will better display the service orientation of organizational citizenship behavior. the results of this study are important for the stakeholders concerned with the organization of the school. the principal has an important role to improve the quality of the school organization's climate. the quality of teachers' perceptions of the organizational climate with the autonomy of teachers in performing their professional duties, trust in the leadership of the workplace organization, the support of the organization's social environment, the appreciation of achievement, and the emotional attachment to the organization. in accordance with cheng's research (in garg, 2006) found that the major factors affecting teacher ocb are the quality of teacher relationships with school administration personnel, employment support, equity rewards from schools and other feedback, procedural justice, and job satisfaction. a positive attitude caused by the perception of organizational climate quality will improve ocb behavior. the results of this study indicate teachers' perceptions about organizational climate in the environment of smk affect the formation of positive attitude and continue to trigger the growth of ocb behavior in smk teachers. this means that the organizational or institutional aspects affect the behavior of its members. school is an organizational environment where teachers perform job duties. a conducive school organization climate that will create positive perceptions for teachers in work. the atmosphere of the mind and the positive heart of the teacher in the school environment will increase extra behavior (ocb) in carrying out tasks at school. 3. positive direct influence job satisfaction on organizational citizenship behavior (ocb) based on the theoretical study of experts suggest a strong relationship of job satisfaction variable with ocb. job satisfaction is a worker's attitude about his job. according to luthan job satisfaction is an emotional response to the situation of work. emotional responses result from employees' perceptions of their work. this means that job satisfaction shows a person's positive attitude toward his work. in accordance with the opinion of steve jex about the cause of the emergence of ocb is from positive affection. according to steve jex (2002: 106) one of the main causes of ocb is positive affection (positive affect), especially in the form of job satisfaction. theoretically this view comes from a rather long history of social psychology research showing that positive mood increases the frequency of help and other forms of spontaneous prosocial behavior. further positive mood and helpful behavior (altruism) actually reinforce each other because helping others usually make people feel good. the results of the study become the guidance for the principal in an effort to improve the ocb behavior of teachers by building a positive attitude on the job or work experience. a positive attitude through pride in the teachers' profession, the school provides the teacher's work facilities with the needs, the teacher feels given the promotion opportunity, the teacher feels positive for the principal's guidance in working, and the presence. the principal as the top school management should pay more attention to the aspects that meet the achievement of teacher satisfaction in carrying out the task. a positive attitude of the teacher with his work will increase the level of job satisfaction, then generate extra behavior in the form of ocb in the school environment. 4. positive direct influence personality to job satisfactionthe results showed that the personality variable have a direct positive effect on teacher's job satisfaction at smk negeri in central jakarta. in other words teacher personality becomes one of the factors causing teacher job satisfaction. job satisfaction of teachers will increase with the better teacher personality factor in school. the results of this study in accordance with the study of theories about the factors causing job satisfaction. according to spector the cause of job satisfaction can be classified into two main international journal of human capital management, vol. 2 (1), july 2018 15 categories, namely the first work environment itself and factors associated with the important impact of work on job satisfaction. secondly there are some individual factors that bring people to work, (spector, 1997: 31) .one of the individual factors is the cause of job satisfaction is the opinion kepribadian.sedangkan steve jex (2002: 119) on the nature of the approach to job satisfaction that many workers who have a tendency to be satisfied or dissatisfied with their work, regardless of the nature of the work or organization in which they work. explanation of factors causing job satisfaction with affective event theory, (robbins, 2009: 332). that is the theory that describes the influence of emotions and mood on performance and job satisfaction. job satisfaction as a form of response to one's attitude about his work. personality factors as individual tendencies that will evoke emotional reactions in the form of attitudes toward work. attitudes consist of cognitive, affection and behavioral aspects. cognitive aspects that affect a person in interpreting the character of his work. aspects of affection affect job satisfaction through the effects of feelings (mood) on the workplace. personality is one of the individual factors that every teacher has. character and individual potential of teachers can be maximized in the implementation of tasks as teachers. school principals and school management who have the task of maintaining and growing the teacher's personality to achieve teacher work satisfaction in school. the results of this study in accordance with the study of the theory of personality relationship with job satisfaction. the behavioral aspect of a person's personality attitude in achieving satisfaction in the workplace. based on the description of empirical evidence through research or study theory shows the positive and significant influence of the personality variable on job satisfaction. 5. positive direct influence climate organization on job satisfaction the results of the fifth hypothesis testing proved the positive influence of organizational climate on job satisfaction of teachers of smk negeri jakarta. this means that the contribution and influence of the real variable organizational climate on job satisfaction of teachers smkn central jakarta. in accordance with theoretical studies by spector (1997: 30). the second factor causing job satisfaction is the work environment. the environmental factors of work on job satisfaction are described in the work characteristic theory of hackman and oldham (spector, 1997: 31). the basis of the work characteristic theory is that people can be motivated by the intrinsic satisfaction they find when performing work tasks. based on descriptive and inferential reviews proves that the quality of organizational climate in central jakarta vocational high schools affects teacher satisfaction level. a quality school organization climate will support the achievement of a better level of job satisfaction. school principals and school management are more instrumental in improving the quality of organizational climate aspects that exist in the school environment. based on the study of organizational climate theory gives a picture of the relative stable condition of the workplace organization environment perceived by its members as a result of perceptions and interactions with members that can influence attitudes or behavior toward their work. organizational climate formed by members' perceptions of the state of the working environment that includes the physical environment of the workplace, social environment, management system, and organizational culture. based on the results of empirical testing of this study and the study of the theory proves a quality organization climate to shape a person's positive attitude towards his work. through a positive attitude toward the work formed by the climate of the organization will increase job satisfaction from workers. conclusion based on the findings of research results through path analysis there is a direct positive influence of personality, organizational climate, and job satisfaction on organizational citizenship international journal of human capital management, vol. 2 (1), july 2018 16 behavior (ocb) teachers smkn central jakarta. research findings that teacher's personality, school environment climate organization, and teacher work satisfaction contributes to improvement organizational citizenship behavior (ocb) teacher of smkn jakarta pusat. the second findings of this study prove the direct positive influence of personality and organizational climate on job satisfaction. increased teacher job satisfaction is done by taking into account the teacher's personality aspect and improving the quality of organizational climate in the school environment where the teacher works. recommendation the findings of this study indicate that organizational citizenship behavior (ocb) gurudipengaruhi by personality factors, organizational climate, and teacher work satisfaction. the first recommendation for the provincial education office of dki jakarta, in formulating policies on the development and development of smk teachers' resources should pay attention to the teacher's personality aspect, organizational climate quality in the vocational high school environment, and the level of teacher work satisfaction in the school. the education office should have a system of guidance and development aspects of teacher personality especially in vocational high schools, the need to improve the effectiveness of the implementation of monitoring & evaluation (me) in schools. the second recommendation for the headmaster of smk, as the highest leader and manager in the school has a major role in increasing the teacher's ocb behavior. the principal should pay attention to aspects of personality in providing coaching and teacher career development. principals as leaders for teachers should strive to foster positive attitudes in the teacher's personality aspect. in relation to such efforts the principal should have and understand the personality information of the teacher in the school. the principal will more easily and effectively carry out personality coaching and can improve teacher ocb behavior. the third recommendation related to the scientific of human resource management, the findings of this study the need for further research and development to more comprehensively review the variables that affect the teacher ocb smk in jakarta. references garg, pooja dan renurastogi. (2006). climate profile and ocbs of teachers in public and private schools of indiainternational journal of educational management vol. 20 no. 7, 2006 pp. 529-541emerald group publishing limited jex, steve m. (2002). organizational psychology a scientist-practitioner approach. new york: john wiley & son inc. jones, james j. & donald l. walters. (2008). human resource management in education, manajemen sumber daya manusia dalam pendidikan. yogyakarta: q-media. lin, jennifer shu-jen dan shu-cheng lin. (2011). moderating effect of organizational climate on the relationship of organizational support and service-oriented organizational citizenship behaviors. african journal of business management vol. 5 (2), pp. 582-595, 18 january. moeheriono. (2009). competency based performance measurement. jakarta: ghalia indonesia. noe, raymond a., jon r. hollenbeck, baary gerhat, dan patrick m. wright. (2010). human resource management: achieving competitive advantages. jakarta: salemba empat. organ, dennis w., philip m. podsakoff & scott b. mackenzie. (2006). organizational citizenship behavior: its nature antecedents and consequences. californa: sage publications, inc. riduwan dan akdon. (2009). formulas and data in statistics applications. bandung: alfabeta. robbins, stephen p., timothy a. judge. (2009). organizational behavior. issue 12 book 1. jakarta: salemba empat. spector, paul e. (1997). job satisfaction. california: sage publishing. wirawan. (2008). culture and organizational climate: application theory and research, second print. jakarta: salemba empat. international journal of human capital management e-issn 2580-9164 vol. 2, no.1 , july. 2018, p 1-9 available online at http://journal.unj.ac.id/unj/index.php/ijhcm 1 managing organizational citizenship behavior human resources of education in basic school in the serang city ranthy pancasasti sultan ageng tirtayasa university ranthyipb@gmail.com abstract the purpose of this research is to know the direct influence of transformational leadership, organizational climate, team work, and emotional intelligence toward organizational citizenship behavior of human resources at state elementary school in serang city. this study used survey methods, and included in quantitative research. the number of population in this study as many as 433 people, the sample amounted to 100 people, taken by random sampling technique. method of data collection were conducted by interviews, questionnaires, and documentation studies. the result of the research shows that there are positive direct influence of transformational leadership, organizational climate, team work, and emotional intelligence toward the organizational citizenship behavior of human resources personnel at elementary school in serang city. the emotional intelligence factor is the variable that has the greatest influence on the organizational citizenship behavior. teamwork factor is the smallest variable of influence on organizational citizenship behavior. keywords: transformational leadership, organizational climate, team work, emotional intelligence, and organizational citizenship behavior. quality education is the key to a nation's success, and it should be managed in the best possible way. in line with the above, qualified teachers as a part of the human resources of educational staff, have the role as educators who can make educational reform in a planned, directed, and sustainable becomes a must. all organizations, especially school organizations, believe that to achieve a competitive advantage of the school is to seek for an increase in individual performance of human resources of the highest educational personnel, because basically the individual performance of human resources manpower affect the teamwork or work group human resources education personnel, and ultimately affect the overall performance of the school. a good school performance demands organizational citizenship behavior (ocb) or the social behavior of the organization's human resources manpower resources as expected by the school. behavior that the school demand today is not only in accordance with the role of human resource personnel in the school's educational staff (in role), but also the behavior that dare to behave outside the role of human resources in the school's educational staff (extra role) so that a source of energy human educational personnel have more attitude or behavior than other human resources manpower. this extra role behavior is also called organizational citizenship behavior. according to colquitt, lepine, and wesson (2014: 2), organizational citizenship behavior (ocb) is a willingness to perform tasks beyond its basic task or willingness to do tasks outside tasks or formal roles that have been established in the absence of formal requests and rewards from the organization. the ocb indicator according to greenberg (2010: 119) is: (1) altruism, the attribute is more important to others, (2) conscientiousness, the nature of listening, (3) civic virtue, doing good, (4) sportsmanship, and (5) courtesy, respect. mcshane and von glinow (2010: 414) define transformational leadership as a leadership perspective explaining how leaders change teams or organizations by creating, communicating, and modeling a vision for an organization or work unit and inspiring subordinates to work hard to realize that vision, with the indicators being: (1) building a strategic vision, (2) communicate the vision, communicating the vision, (3) modeling the vision, and (4) building commitment to the vision. mailto:ranthyipb@gmail.com international journal of human capital management, vol. 2 (1), july 2018 2 the definition of organizational climate according to taguiri and litwin in soetopo (2012: 141) is an internal organizational quality quality experienced by its members, influencing its behavior, and can be described with organizational characteristics. organizational climate indicators according to halpin in soetopo (2012: 142), namely: (1) open climate which describes a situation where members love to work, work together, and openness; (2) autonomous climate, ie situations where there is freedom, creative opportunities, so that members have an opportunity to satisfy their needs; (3) the familiar climate, namely a sense of high sense between leaders and members; (4) the paternal climate characterized by the leadership control of the members. according to greenberg and baron (2013: 309), teamwork is a team that all members have high expertise and commitment to the goals that have been determined. teamwork indicators by kreitner and kinicki (2010: 132) are: (1) clear purpose, clear vision, mission and objectives of a team task; (2) informality; climate tends to be informal, comfortable and relaxed, (3) participation (4) listening (5) civilized disagreement (6) consensus decision (7) open communication (8) clear roles and work assignments (9) shared leadership, shared leadership, (10) external relations, (11) stylistic diversity, (12) self-assessment. kreitner and kinicki (2010: 144) provide understanding of emotional intelligence as the ability to manage himself and interact with others in an adult and constructive way. both share the dimensions of emotional intelligence into four, namely self-awareness, self-management, socialawareness, and relationship management. the theoretical model of the research variables can be seen in figure 1. this study uses survey methods, and is included in quantitative research. the number of population in this research is 433 management human resource personnel at state elementary school in serang city, the sample is 100 people, taken by random sampling technique. methods of data collection were conducted by interviews, questionnaires, and documentation studies. h1 h5 h3 h6 h9 h8 h7 h4 h2 results recapitulation of the results of this study can be seen in table 1. in general, the results of the study show there is a direct positive influence of transformational leadership, organizational climate, team work, and emotional intelligence to organizational citizenship behavior of human resources personnel at state elementary school in serang city. figure 2 shows the full flow chart of this research variable. table 1. recapitulation of research hypotheses testing results organizational climate (x2) emotional intelligence (x4) organizational leadership (x1) organizational citizenship behavior (y) team work (x3) international journal of human capital management, vol. 2 (1), july 2018 3 number hypothesis statistic test path coefficient tcount conclusion 1. transformational leadership (x1) has a direct effect on organizational citizenship behavior (y) h0: βyi ≤ 0 h1: βyi > 0 py1 = 0.301 3.354 h0 is rejected. meaning x1 directly affect y. 2. climate organization (x2) has a direct effect on organizational citizenship behavior (y) h0: βy2 ≤ 0 h1: βy2 > 0 py2 = 0.363 4.174 h0 is rejected. meaning x2 directly affect y. 3. teamwork (x3) has a direct effect on organizational citizenship behavior (y) h0: βy3 ≤ 0 h1: βy3 > 0 py3 = 0.242 2.649 h0 is rejected. meaning x3 directly affect y. 4. emotional intelligence (x4) has a direct effect on organizational citizenship behavior (y) h0: βy4 ≤ 0 h1: βy4 > 0 py4 = 0.617 6.211 h0 is rejected. meaning x4 directly affect y. 5. transformational leadership (x1) has a direct effect on teamwork (x3) h0: β31 ≤ 0 h1: β31 > 0 p31 = 0.664 8.786 h0 is rejected. meaning x1 has direct effect on x3 6. transformational leadership (x1) has an immediate effect on emotional intelligence (x4) h0: β41 ≤ 0 h1: β41 > 0 p41 = 0.123 6.962 h0 is rejected. meaning x1 has direct effect on x4 7. climate organization (x2) direct effect on emotional intelligence (x4) h0: β42 ≤ 0 h1: β42 > 0 p42 = 0.639 6.089 h0 is rejected. meaning x2 has a direct effect on x4 8. climate organization (x2) has a direct effect on teamwork (x3) h0: β32 ≤ 0 h1: β32 > 0 p32 = 0.363 4.051 h0 is rejected. meaning x1 has direct effect on x3 9. emotional intelligence (x4) has a direct effect on teamwork (x3) h0: β34 ≤ 0 h1: β34 > 0 p34 = 0.640 6.587 h0 is rejected. meaning x4 has a direct effect on x3 source: research data, 2017. * significant at α = 0.05, and db = 98 (ttable = 1.984). ɛ3 = 0.688 py1 = 0.301 organizational leadership (x1) team work (x3) international journal of human capital management, vol. 2 (1), july 2018 4 py3 = 0. 242 p31 = 0. 442 p41 = 0. 123 p32 = 0. 363 p42 = 0. 639 py4 = 0. 613 py2 = 0. 363 source: research data, 2017. figure 2. complete path diagram of research variables discussion 1. transformational leadership positively affects organizational citizenship behavior the result of hypothesis testing shows that transformational leadership has a direct positive effect on organizational citizenship behavior. this positive direct effect indicates that the principal's transformational leadership that runs well will have a direct influence on the improvement of organizational citizenship behavior of human resource personnel at state elementary school in serang city. this is consistent with research from küçükbayrak (2010), where the results show that transformational leadership, job satisfaction, organizational commitment, and organizational citizenship behavior are essential for effective organizational functions, and transformational leadership, job satisfaction, and organizational commitment have an effect on organizational citizenship behavior. based on the results of the study, the principal of the state elementary school in serang city who has a transformational leadership style is the headmaster who: (1) has a clear, targeted and measurable vision and mission, (2) can be an example of success symbol for human resources (4) able to be an innovator and motivator for human resources of educational staff, (5) giving confidence to human resource of educational staff especially in making decision, and (6) to be objective and honest in the human resources of educational personnel, and to pay attention to the human resource needs of education personnel. on the other hand, the human resources of education personnel at the state elementary school in serang city that have high organizational citizenship behavior are human resources of educational staff who are willing to: (1) perform tasks outside their main tasks and functions as human resources of education personnel ( 2) conducting off-the-job discussions to provide alternative solutions to the difficulties of human resources of other education personnel in the implementation of the teaching and learning process; (3) to provide suggestions for improvement in: (i) the education service human resource system at the school; and (ii) evaluating student achievement, (4) having a good attitude in the classroom and outside the classroom, and (5) caring and willing to enforce discipline in order to form good character in the students. 2. organizational climate positive influence against organizational citizenship behavior the result of hypothesis testing showed that organizational climate had positive direct effect on organizational citizenship behavior. this positive direct influence indicates that conducive school organization climate will give a direct influence to the improvement of organizational citizenship behavior of human resource personnel at state elementary school in serang city. this is in line with the results of research from ghanbari and eskandari (2015), where the results show that there is a significant positive correlation between organizational climate, work motivation, and organizational citizenship behavior. organizational climate (x2) emotional intelligence (x4) organizational citizenship behavior (y) ɛ1 = 0.613 international journal of human capital management, vol. 2 (1), july 2018 5 based on the result of research, human resources of education personnel at the state elementary in serang city who have high organizational citizenship behavior and work with conducive school organization climate, will feel the existence of: (1) clarity of task and role so that work completion become faster and smooth , (2) justice in the division of labor time, (3) more secure job security, and (4) decentralization of fairer decision making so as not to cause conflict in schools. this can increase job satisfaction from the human resources of the educational staff so that human resources of education personnel can better display organizational citizenship behavior. 3. teamwork positive influence against organizational citizenship behavior the results of hypothesis testing showed that teamwork had a positive direct effect on organizational citizenship behavior. this positive direct influence shows that solid teamwork and mutual synergy will give effect to the improvement of organizational citizenship behavior of human resource personnel at state elementary school in serang city. this is in accordance with the results of the study of afolabi, et al. (2011) which explains that there is a significant influence of team leadership and teamwork on organizational citizenship behavior. based on the result of research, human resources of education personnel at the state elementary in serang city who have high organizational citizenship behavior and work in solid teamwork and synergize, will: (1) willing to share knowledge and transmit the whole model of learning that done to human resources of other education personnel, both in working hours and outside working hours, because the human resources of educational staff feel happy knowledge is useful for others, (2) willing to foster human resources other education personnel, especially mastery of itk (information , technology and communications), such as the use of computers and information technology tools in the field of education resulting in equal distribution of human resources, and (3) willing to assist the principal in quality learning planning, because human resource human resources thinking they can’t become a solid teamwork and synergize in planning a quality learning. it makes a solid teamwork and synergize each other can be created. this presentation shows that the teamwork of solid and synergic educational human resources in the organization of the school will establish an organizational citizenship behavior of human resources personnel which is one of the indicators of human resource performance of educational personnel to deliver the learning process to achieve the educational objectives. 4. emotional intelligence positively affects organizational citizenship behavior the result of hypothesis testing showed that emotional intelligence had a direct positive effect on organizational citizenship behavior. this positive direct effect indicates that good emotional intelligence from human resources of education personnel at state elementary school in serang city will form a high organizational citizenship behavior within the human resources of the educational staff which in turn will improve its performance. this is in accordance with the results of research from nurwidyaningsih (2015) which shows that emotional intelligence positively affects organizational citizenship behavior. based on the results of research, human resources of education personnel at the state elementary school in serang city who have high organizational citizenship behavior and work with good emotional intelligence level will have: (1) skills in establishing effective communication to students and sources and (2) the ability to overcome the emotions that occur in their work environment, such as having patience in teaching students in the classroom, thus causing the formation of organizational citizenship behavior human resources of the educational personnel. 5. transformational leadership positively affects teamwork the result of hypothesis testing shows that transformational leadership has a positive direct effect on teamwork. this positive direct influence indicates that the transformational leadership of the international journal of human capital management, vol. 2 (1), july 2018 6 principal that runs well (effective) will give a direct influence on the solidity and synergy of the teamwork of human resources of the education personnel at the state elementary school in serang city. this is in accordance with the results of the study of afolabi et. al., (2011) who concluded that transformational leadership positively affects teamwork. based on the result of the research, there are four characteristics of transformational leadership of headmaster that can give direct influence to solidity and synergy of teamwork of human resources staff at elementary school in serang city, such as principal that can: (1) stimulate human resources effort effort (2) having particular attention to each individual human resource personnel needs by behaving as a trainer or mentor; (3) motivating by inspiring the people around, and ( 4) behave as a model / role model for subordinates. transformational leadership of such principal is usually respected and trusted so that the solidity and synergy of teamwork of human resource staff at state elementary school in serang city is maintained. based on the presentation of transformational leadership and teamwork above, there is a relationship between the two, where the principal who has a transformational leadership style requires the support of high-performing human resource personnel workforce teamwork to achieve organizational goals. 6. transformational leadership positively affects emotional intelligence the result of hypothesis testing shows that transformational leadership has a direct positive effect on emotional intelligence. this positive direct effect indicates that the principal's transformational leadership that runs well (effective) will give a direct influence on the improvement of emotional intelligence of human resource personnel at state elementary school in serang city. this is in accordance with the results of research from nurwidyaningsih (2015) which explains that transformational leadership positively affects emotional intelligence. based on the results of the study, the principal of the state elementary school in serang city who has a transformational leadership style is the headmaster who: (1) has a clear, targeted and measurable vision and mission, (2) can be an example of success symbol for human resources (4) able to be an innovator and motivator for human resources of educational staff, (5) giving confidence to human resource of educational staff especially in making decision, and (6) to be objective and honest in the human resources of educational personnel, and to pay attention to the needs of human resources of education. based on the result of the research, there are four principal attitudes in serang city which are tied to transformational leader, namely principal that can be effective in: (1) create an exciting future vision, use emotional argument and show optimism and enthusiasm, (2) ) have behaviors such as sacrifices for the good of the group, become role models, and show high ethical standards, (3) provide support, encourage courage, empowerment, and provide coaching on human resources, and (4) encourage human resources questioning the status quo and finding innovative and creative solutions to organizational problems. consistent with the presentation of transformational leadership and emotional intelligence above, there is a connection between the two, in which: (1) principals who have a transformational leadership style require the benefits of emotional intelligence (emotional intelligence) so that they are able to run functioning well in the organization, and (2) emotional intelligence (high emotional intelligence) in a principal who has a transformational leadership style will bring a good impact for human resource personnel as a subordinate, self headmaster (leader) and organization itself , the main is the achievement of organizational goals. 7. organizational climate positively affects emotional intelligence the result of hypothesis testing showed that organizational climate had positive direct effect on emotional intelligence. this positive direct influence indicates that a conducive organizational climate will give a direct impact on the improvement of emotional intelligence of human resources of education personnel at state elementary school in serang city. organizational climate as a quality of the internal environment of the organization experienced by human resources personnel at the state international journal of human capital management, vol. 2 (1), july 2018 7 elementary school in serang city, will affect its behavior, and can be described with the values of organizational characteristics. based on the results of research, human resources of education personnel at the state elementary school in serang city who work on a conducive organizational climate will have good emotional intelligence level, with characteristics: (1) skilled in establishing effective communication to students as well as human resources of other education personnel, and (2) have the ability to cope with the emotions that occur in their work environment, such as having patience in teaching students in the classroom. in accordance with the explanation of organizational climate and emotional intelligence above, there is a relationship between the two, where a conducive organizational climate will bring the impact of increasing emotional intelligence (emotional intelligence) from human resources of education personnel at the state elementary school in serang city , which in turn will improve the performance and achievement of organizational goals. based on this, it can be concluded that the organizational climate has a positive effect on emotional intelligence. 8. organizational climate positively affects teamwork the result of hypothesis testing showed that organizational climate had positive direct effect to teamwork. this positive direct influence indicates that a conducive organizational climate will have a direct influence on the solidity and synergy of teamwork of human resource staff at state elementary school in serang city. based on the results of the research, human resources of education personnel at the state elementary school in serang city working on a conducive organizational climate and solid teamwork and synergizing, will: (1) be willing to share knowledge and transmit the whole learning model to the resources other human resources personnel, both in working hours and outside working hours, because human resources educational staff feel happy knowledge useful for others, (2) willing to foster human resources other education personnel, especially mastery (information, technology, and communication), such as the use of computers and information technology tools in the field of education so that there is equal distribution of skills among human resources personnel, and (3) willing to assist the principal in the planning of quality learning, because the human resource staff thought that they can be teamwork mutually synergize in planning a quality lesson. it makes solid teamwork can be created. based on the exposure shows that a conducive organizational climate can form a solid and synergistic teamwork of human resources personnel in the school organization. this is one of the indicators of human resource performance of educational personnel to deliver the learning process to achieve educational goals. 9. emotional intelligence positively affects teamwork the result of hypothesis testing showed that emotional intelligence had a positive direct effect on teamwork. this positive direct effect indicates that emotional intelligence will have a direct influence on the solidity and synergy of the teamwork of human resources of education personnel at the state elementary school in serang city. based on the result of research, human resources of education personnel at elementary school in serang city which have good emotional intelligence level, hence they have: (1) skill in establishing effective communication to students and human resources of other education personnel, and (2) ability to cope with the emotions that occur in their work environment, such as having patience in teaching students in the classroom. in line with that, the human resources of education personnel at the state elementary school in serang city who have good emotional intelligence level and work in solid teamwork and synergize, then they will be willing to: (1) share knowledge and transmit the whole learning model (2) fostering the human resources of other education personnel, especially the mastery (information, information, etc.) on the human resources of other education personnel, whether in working hours or outside working hours, technology and communication), such as the use of computers and information international journal of human capital management, vol. 2 (1), july 2018 8 technology tools in the field of education so that there is equal distribution of skills among human resources personnel, and (3) assisting the principal in the planning of quality learning, because human resources that they can be teamwork who synergize in planning a quality lesson. it makes solid teamwork can be created. based on the exposure shows that emotional intelligence human resources of good educational personnel can form a solid teamwork and synergize in school organizations. this is one of the indicators of human resource performance of educational personnel to deliver the learning process to achieve educational goals. based on this, it can be concluded that emotional intelligence has a positive effect on teamwork. conclusions the conclusions of this study are: (1) transformational leadership, organizational climate, teamwork and emotional intelligence have a direct positive effect on the organizational citizenship behavior of human resources personnel of state elementary school in serang city, (2) transformational leadership, organizational climate, and emotional intelligence directly affects positively to the teamwork of human resources staff at the state elementary school in serang city, and (3) transformational leadership and organizational climate have a direct positive effect on the emotional intelligence of human resources staff at the elementary school in serang city. suggestions that can be given for this research are: (1) organizational citizenship behavior human resources of education personnel at elementary school in serang city can be improved through improvement (effectiveness) transformational leadership, organizational climate, solidity and synergy teamwork, and improvement of emotional intelligence , (2) teamwork of human resources staff at elementary school in serang city solid and synergize can be created by increasing (effectiveness) transformational leadership, organizational climate conducive, and improvement of 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(2014). organizational behavior. jakarta: raja grafindo press. http://journals.ntnu.ng/ojs/njbe/ 76 the effect of functional training, integrity, competency and organizational commitment of quality audit in the audit board of republic indonesia edi sunyoto* the audit board of republic indonesia* big.edisunyoto@yahoo.co.id* abstract* this research investigate about the influence of functional training, integrity, competence and organizational commitment to quality audit. the purpose of this research was to determine the effect of functional training, integrity, competence and organizational commitment to quality audit, in the audit board of republic indonesia, jakarta in 2017. the research used survey method quantitative approach with path analysis technique. methods of survey research using quantitative approach path analysis techniques. the data were collected from 100 auditor as sample. sample were sellected by simple random sampling from 130 auditor as population. the results showed there is the significant direct effect functional of training on quality audit; integrity on qualty audit; competency on quality audit; organizational commitment on quality audit; functional training, integrity and competence significant direct effect on organizational commitment; functional training and integrity significant direct effect on the competence; direct effect on the integrity of functional training is significant. keywords: functional training, integrity, competency, organizational commitment and quality audit. the audit board of the republic of indonesia (bpk) as the government's external auditing agency has progressed significantly over the course of a decade. since the promulgation of 3 (three) regulation packages in the field of state finance (kn) and law no. 15 of 2006 on bpk, the role and position of bpk is strengthened in terms of institutional / organization, scope of examination, employee, and budget to conduct kn examination. bpk in state finance governance has operational functions, recommendations and quasi judiciary. operational and recommendation functions are a function of bpk to conduct state financial audits, and provide recommendations for improvement to other government entities / agencies. while the function of the judicial quasi bpk is to conduct a court of treasury demands which includes examining, examining, judging and deciding on the financial loss of the state caused by the treasurer. attention from stakeholders, on the bpk audit report (lhp) is increasing. the users of public financial statements (akbar, 2013: 40-41) as stakeholders of public organizations include taxpayers, investors, creditors, fee-paying receipers, employees, suppliers, legislative councils, oversight bodies, managers, and voters. bpk's opinion on lk of the central and regional governments as the main product of the institution that has been mailto:big.edisunyoto@yahoo.co.id* 77 anticipated and noticed by representative institutions, the government and the general public. this is not separated because bpk has a very strategic role for the creation of efficient management of national resources. bpk has a very important role in creating the efficiency of management of national resources. the maturity of the audit institution in a country can be seen from the position of achievement of the role in development as shown in figure 1.1 (us gao, 2007: 12). bpk as one of intosai's members in addition to combating corruption, is now trying to move towards achieving the highest level of facilitating a facilitating foresight for the government in achieving the goals of the state. the stakeholders as users of the audit report really want to know whether controls are being followed and whether their controls are working as planned. to find out it depends entirely on the report of the results of the examination. therefore, the public accounting firm or state audit institution (cpc, apip) should be able to produce quality checks figure 1.1 accountability organization maturity model monitoring agency according to intosai the background of this study is the first phenomenon of doubt by external parties (auditee and community groups) on the quality of bpk ri examination in the last few periods which can be seen from the demand of lhp, not fully completed monitoring of follow-up on the recommendation of result of inspection (tlrhp) and settlement loss of state / region. the next reason is the increasing use of lhp bpk, and to carry out its strategic role and duties optimally, bpk is in desperate need of good quality human resources support at the top, middle and lower levels. in addition, the public also demands accountability for state management which includes financial accountability and 78 performance accountability as one of the main fundamentals (accountability and transparency) in order to realize good governance (akbar, 2013: 18-19). audit quality is a complex and multi-dimensional concept that not only deals with privat goods but also public good. raaum and morgan (2009: 303) "quality is a complex concept with multiple meanings. "fitness for uses," "conformance to requirements", "best for certain customer conditions," "and conformance to customer requirements" are four common definitions, ... ". quality in the context of public services (government / public services), then the demand for the needs of a service may arise because of political decisions established in a legislation or regulation. therefore public service agencies should maintain the quality of their service products. bpk has set out in its vision and mission to actively contribute to the efficient and effective and economical and transparent and accountable public services and to provide "benefits" to the welfare of the people. quality of examination is required as one form of accountability to the public and the profession on the management and accountability of state finances. the quality of the audit (de angelo: 1981) is "the quality of audit services is defined to be the market-assessed joint probability that a given auditor will both find a breach in the client's accounting system, and (b) report the breach ". the probability of finding violations depends on the auditor's technical ability and probability of reporting violations depending on the auditor's independence (deis and groux, 1992: 462-479). according to arens, beasley and elder (2008: 105) the aspect of misstatement detection is a reflection of the auditor's competence, while reporting it is a reflection of the ethics or integrity of auditors, especially independence. several existing research results (de angelo, 1981: 227-254, deis & degrux, 1992: 462-479, shockley, 1982: 785-800, lennok, 1999: 779-805, and dye, 1993; 887-914 ) it is known that there is a positive relationship between the auditor size and audit quality, in which the auditor size of some of the studies is stated as the auditor with more and more clients, the deeper pockets and the corresponding reputation of the auditor. there are 4 (four) basic rules that must be met to realize the quality of audit (arter, 2003: 19) ie the audit provides information for decision making, auditors are eligible to perform their duties, and measurements taken against the requirements specified, and the conclusions are based on fact. furthermore, for performance audit (arter 2003: 9-11) at least 3 (three) main issues that should be the attention of the compliance to the rules, the effectiveness of those rules for use; and suitability of the rules for achieving an organization's goals ". audit quality (us gao 2015: 1) can be achieved if the audit is conducted under generally accepted auditing standards (gaas) to provide reasonable assurance that the audited financial statements and related disclosures (1) are presented in 79 accordance with gaap and (2) not wrong material misstatement whether by mistake or fraud. audit quality view as a system (mills 1981: 1) that: "audit quality: a systematic and independent examination to determine whether the quality of activity and related results are comply whit planed arrangements and arrangements. thus the quality of the examination can be seen from the operational inputs, processes, outcomes, outside environmental stresses on the implementation of the audit (pcaob, 2013: 1-12). the desired audit results will be achieved more efficiently if the activities and associated resources are managed as a process (arter, 2003: 40-54). training is every effort to improve the performance of employees for a particular job or skill improvement. training is a process of teaching new / old employees with basic skills required / needed in a task (dessler, 2011: 293-294) or any attempt to improve employee performance or a currently held job related (bernardin & russell in suwatno and priansa , 2011: 118). trainning is a planned effort to facilitate the learning of job-related knowledge, skills, and behavior by employees” (noe et al., 2011: 87-88) "(noe et al., 2011: 87-88) or as learning that is provided in order to improve performance on the present job ( nadler in kirmani, 2015: 356-365). integrity as the core value of the auditor's ethical code, then every examiner is required to adhere to standards of conduct (eg honesty and sincerity) in the course of his work and in the working relationship between them and the staff of the entity. trust (robbins, judge and hasham, 2012: 276-277) can be created by building integrity, competency, consistency, loyality, and oppenness. the integrity of a person is reflected in, among other things, consistent maintenance of behavior with shared values (organization, profession), honest, ethical, and credible behavior, not otherwise inconsistent and immoral principles (yukl, 2010: 56). competence as skill or ability (roe in bartram and roe, 2005: 93-102) with explanation: duty or role. typical for competences is that they integrates knowledge, skills, personal values and attitudes, and that they builds on knowledge and skills and are acquired through work experience and learning by doing. competence is the ability and willingness to perform tasks (burgoyne, 1989: 56-57), competence is the behavioral dimension that affects performance (woodruffe in winterton, deist and stringfellow, 2006: 29-30). the competence values of an employee in the perspective of human resources development (hrm) can be fostered through education, development or training programs oriented to actual work demands with an emphasis on developing skills, knowledge, and abilities that will significantly provide standards behavior in the system and work processes applied. 80 commitment (brewer & hensher, 1998: 118) can be divided into three types namely organizational commitment, occupational commitment, and work commitment. organizational commitment (meyer & allen, 1991: 61-89) as a psychological state characterizing employee relationships with organizations, and having implications for the decision to continue or terminate membership in the organization. organizational commitment from experts into three categories, namely the definition of affective orientation (affective orientation), based on cost (cost based), and obligation or moral responsibility (obligation or moral responsibility). robbins and judge (2011: 74-75) that the commitment of a member to the organization in the form of "in organizational commitment, an employee identifies with a particular organization and its goals and wishes to remain a member." there are three elements of organizational commitment: loyalty, alignment, and engagement. a person's involvement is formed because it is believed that the organization (robbins and coulter (2012: 377) as "the degree to which an employee identifies his or her job performance to be important to his or her self -worth. " kondalkar (2011: 92) completes in the definition of organizational commitment as follows: in other words, employees display an attitude of belonging to the organization, a sense of “my” organization. they continue to do so even after they leave the organization. of late a concept of organizational citizenship is used. it indicates a sense of belonging to a particular organization as if you were citizen of that organization, but it depends as to the contribution made by organization to have developed such feelings. thus affective commitment with regard to emotional attachment and will to survive with the organization; a normative commitment shows one's experience generating a sense of responsibility to endure; and continuance commitments reflect cost consciousness when linked decisions to leave the organization. method this research uses quantitative approach through survey method and path analysis technique. the variables in this study consisted of endogenous variables of examination quality and exogenous variables of functional training, integrity, competence and organizational commitment. data were collected through questionnaires from a population of 130 examiners and the sample used amounted to 100 examiners. testing of data in this research is done through spreading questionnaire / questionnaire designed in the form of linkert scale (for variebel y, x1, x2, x4) and test model (variable x3). prior to the path analysis, conducted some testing requirements that must be met the data normality test, linearity test and regression significance test. all hypothesis testing using the real level α = 0.05. 81 this research was conducted at head office of bpk ri and bpk ri representatives. this location, with due consideration has never been done intensive and comprehensive research on the functional training, integrity, competence and organizational commitment to the quality inspection of functional officials examiners. the unit of analysis of this research is the examiner who acts as a member of the team in the thematic examination at auditama keuangan vi state during the period 2012-2016 as many as 130 examiners as the population. to fill out the questionnaire / questionnaire that is used as the respondent of the examiner 100 members of the examiner team as the unit of analysis. special instrument variable quality inspection (y) filled by 35 people who become the inspector team leader of the examiner team concerned. research from the initial preparation stage, proposal formation, field research to research report was conducted from may 2015 to november 2016. results data descriptions of each variable in this study are functional training, integrity, competence and organizational commitment to inspection quality. a common illustration of the condition of each variable uses descriptive statistics that include the centralizing and spreading of the data. data centering measures include mean (mean), mode (mode) and median values. the size of the data spread includes the range of standard deviation (raw deviation) data and data variance. measurements in the study were conducted on endogenous and exogenous variables. the endogenous variables in the study were examination quality (y), while the exogenous variables in this study included functional training (x1), integrity (x2), competence (x3) and organizational commitment (x4). hypothesis testing by using path analysis (path analys) used as a basis in answering the hypothesis can be described as follows. figure 1 coefficient model of paths x1, x2, x3 and x4 to y by1 =0,295 b31 =0,352 b41 =0,309 by3 =0,226 b21 =0,797 by4 =0,223 b32 =0,368 b42 = 0,298 by4 =0,263 kompetensi (x3) komitmen organisasi (x4) kualitas pemeriksaan ( y ) diklat fungsional (x1) integritas (x2) 82 1. research hypothesis x1 to y, x2 to y, x3 to y, and x4 to y. functional training has a direct positive effect on the quality of the examination, integrity has a positive direct effect on the quality of the examination, the competence has a positive direct effect on the quality of the examination, and the organizational commitment has a positive direct effect on the quality of the examination. to be more clearly shown in table 1. table 1. coefficient of influence of functional training on quality of inspection, integrity to quality inspection, competence to quality inspection and organizational commitment to quality inspection correlation coofisience path co ofiecience tcount ttabel conclusion 0 ,05 0 ,01 r y1 = 0,8 11 y1 = 0 ,295 3, 50* 1 ,98 2 ,63 significant r y2 = 0,8 04 y2 = 0 ,263 3, 11* 1 ,98 2 ,63 significant r y3 = 0,7 33 y3 = 0 ,226 3, 36* 1 ,98 2 ,63 significant r y4 = 0,7 69 y3 = 0 ,223 2, 98* 1 ,98 2 ,63 significan information : *) significant path coefficient (thitung> ttable) at  = 0.01 thus it can be concluded that improving the quality of examination is directly affected positively by improving the strength of functional training, integrity, competence and organizational commitment. increased functional training, integrity, competence and organizational commitment lead to improved quality of examination. 2. research hypothesis x1 to x4, x2 to x4, and x3 to x4. functional training has a direct positive effect on organizational commitment, integrity has a positive direct effect on organizational commitment, and competence has a positive direct effect on organizational commitment. for more details shown in table 2 below: table 2 coefficient of influence of functional training on organizational commitment, integrity to organizational commitment, and competence to organizational commitment 83 corelation co oficience path of co oficience tcount ttabel conclusion 0 ,05 0 ,01 r 41 = 0,7 14 41 = 0, 309 2 ,78* 1 ,98 2 ,63 significan r 42 = 0,7 13 42 = 0, 298 2 ,67* 1 ,98 2 ,63 significan r 43 = 0,6 52 43 = 0, 260 2 ,36* 1 ,98 2 ,63 significan information : *) significant path coefficient (thitung> ttable) at  = 0.01 thus it can be concluded that organizational commitment is directly affected positively by functional training, integrity, and competence. this means that the improvement of functional training, integrity, and competence leads to an increase in organizational commitment 3. research hypothesis x1 to x3, x2 to x3 and x1 to x2 functional training has a direct positive effect on competence, integrity has a positive direct effect on competence, and functional training has a direct positive effect on integrity. for more details shown in the following table table coefficient of influence of functional training on competence, integrity to competence and functional training on integrity corelation co oficience path of co oficience tcount ttabel conclusio n 0 ,05 0 ,01 r 31 = 0,6 45 31 = 0, 352 2 ,86* 1 ,99 2 ,63 significant r 32 = 0,6 48 32 = 0, 368 2 ,99* 1 ,99 2 ,63 significant r 21 = 0,7 97 21 = 0, 797 1 3,06* 1 ,99 2 ,63 significant information : **) significant path coefficient (tcount> ttabel) at  = 0.01 thus it can be concluded that competence is directly affected positively by functional training and integrity. functional training affects integrity. this means that increased 84 functional training, integrity leads to increased competence of inspectors, and increased functional training resulting in increased integrity of bpk auditors. discussion the detailed discussion of the results of analysis and testing statistically by using path analysis (path analysis) on the research hypothesis is described as follows: 1. effect of functional training on quality inspection the test results are known that functional training is a direct positive influence on quality inspection. this study is in accordance with the latest developments in the world related to the issue of total quality management (tqm). quality of examination (de angelo, 1981 183-199) is largely determined by the auditor's ability to detect errors largely determined by competence and experience. the competence of the examiner is largely measured by the knowledge that an inspector can obtain through education, training and experience during the examiner. according amstrong (2009: 665) that training involve the applications of formal processes to impart knowledge and help people to acquire the skills form them to perform their jobs satisfactory. inspection tasks are collective work by involving individuals with various educational backgrounds. individuals should set aside personal rights and contribute to groups, therefore they should be recruited appropriately and programmed to follow the required technical training on an ongoing basis. konopsaske et al. (2009: 253) teamwork will be more successful or fail is dependent on "on the amount, intensity, and duration of training they receive. 2. the influence of integrity on the quality of examination based on the test results can be concluded that there is a direct positive influence of integrity to quality inspection. although different from the results of research sukriah, akram and adha (2009: 21) that integrity has no significant effect on audit quality. but the facts in the field is still going on a bribery process involving law enforcement officers and auditors. it proves that the risk of individual, management and corporate fraud is very high and an independent audit is required. although colquit, scott and lepine (2009: 240) explain that: trust has a moderate positive effect on performance. employee who are willing to be vulnerable to aotorities tend to have heigherlevels of task performance. however, bpk employees must be able to maintain public trust (robbins, judge and hasham, 2012: 276-277) by building integrity, competency, consistency, loyality, and 85 oppenness. comparative research on human capital public-sector policy (dwiputrianti and sanusi, 2011: 1) shows the public expectation and complaints about the low quality of public services in indonesia, among others, due to under-standard employee competence, poor civil servant recruitment system and lack of awareness of and obligation (integrity low) because the integrity of the examiner is very important to be maintained and improved, as an effort to build character and competence in the framework of enforcing civil servant integrity reform. integrity that has been built must be maintained, because a little bit violated will have a direct impact on the decline in public confidence. 3. the influence of competence on the quality of examination the test results show there is a direct positive influence of competence on the quality of examination. this is particularly relevant to the audit quality dimension de angelo (1981: 183-199) has depended on depending on competence and independence. the probability of finding violations depends on the auditor's technical ability and probability of reporting violations depending on the auditor's independence (deis and groux, 1992: 462-479). duration of the audit, audit period, auditor experience, and review of third parties is the longest determinant of audit quality. boner and walker (1994: 157-178) concluded that a competent auditor would encourage the creation of good quality of the audit process. experienced auditors have a significant error rate compared to more experienced auditors (wright in sarwono and agoes, 2014: 278-181). the spkn requires the fulfillment of the skill / capability of the examiner and if the assistant is to be supervised. boner and walker (1994: 157-178) concluded that a competent auditor would encourage the creation of good quality of the audit process. increased competence through the empowerment of examiners will be meaningful when it can encourage the improvement of service quality over state financial audits, which can be attained by "achieving commercial outcomes, delivering value for money, managing a quality service delivering at pace" (uk government: 2012, 1-5 ). a strict inspection schedule as an inherent inherent risk, the examiner must have the expertise to devise an effective plan, manage and manage the time and activities to provide high quality, safe, reliable and efficient services, implement programs / projects and risk management that are integrated as approach to support services. leaders of public institutions should open the horizon to create an environment for "delivering operational excellence and creating the most appropriate and cost effective delivery models" in every public service 86 figure 2. frame work pengembangan civil service competence melalui empowering. thus the improvement of competence is very important, in addition to audit fees and professional commitment to produce quality services. 4. effect of organizational commitment to the quality of examination the results of statistical tests show that there is a direct positive influence of organizational commitment to the quality of the examination. there are three main factors (strategic, functional, workplace) that affect organizational commitment. at the "workplace" level of organizational commitment is influenced by selection based on "high standards", extensive work design and teamwork, employee engagement in problem solving, cooperative climate and trust (kochan and dyer in armstrong, 2009: 349-350). commitment (avkiran, 1999: 67-74) as a dynamic concept and a prerequisite for the establishment of the credibility of an organization without which an organization will lose its reputation. involvement in teamwork will result in good performance if each individual on the team has put and earned trust. trust has a direct positive impact on commitment (walter, mueler and helfert, 1999: 1-5). independent attitude and integrity is a manifestation of the auditor's commitment to the organization that simultaneously impact on the quality of its audit. an effective team is the key to successful examination. therefore every inspector must have a unified commitment characterized by a strong dedication to the team's goals and willingness to assist the team's success (kirkman, ghibson and shapiro in robbins and couter, 2012: 359-360). 5. effect of functional training on organizational commitment the results of statistical tests show that there is a positive direct effect of the functional training on the organization's commitment. the cpb as one of the state organizers with the state financial examiner tupoksi is required to be a dynamic organization because the environment is constantly changing, so the mindset to think far ahead should be maintained and enhanced by the employees working in cpc. 87 to realize the bpk as a learning organization, the functional training in addition to improving skills and knowledge, as well as influencing creative / innovation culture, can also influence the growth of organizational commitment to the training participants. one of the objectives of the training is to internalize the training participants in order to contribute directly or indirectly in realizing organizational goals. the training will have implications for the creation of a more conducive working environment, so that members of the organization become more solid. ivancevich and konopaske (2013: 395) define training as a systematic process of changing employee behavior in a direction that will achieve organizational goals this is consistent with the research of pak (2007: v-vi) "organizational commitment and job satisfaction are also positively related to the performance of organizational learning and work performance. research on hrm practices in india such as training & employee development, compensation and welfare activities have a significant impact on organizational commitment and are associated with superior organizational performance (lamba and choudhary, 2013: 407-423). so training can shape the behavior of employees in achieving organizational goals and objectives of the employees concerned. 6. the influence of integrity on organizational commitment the results of statistical calculations show there is a direct positive influence of integrity to organizational commitment. auditors in conducting audits should uphold the integrity reflected in an honest, courageous, thoughtful and responsible manner. these four elements are needed to build trust and provide the basis for reliable decision-making. establishing trusts as a result of the application of integrity, can affect work commitment. colquitt, lepine and wesson (: 240) say that "trust has a strong positive effect on commitment. trust grows from the application of high integrity, can increase employees' commitment to the organization. it is as described dirks and ferrin in colquitt, lepine and wesson (2009: 241) because, one reason is that trusting an authority increase the likelihood that an emotional bond will developed, particulary if that trust is rooted in positive feelings for authority. bitner and brown (2008: 39-46) emphasize that the success of an employee is essentially those who have a certain depth of knowledge and understanding of their commitment who must cooperate to succeed by interacting complex / diverse within an organization / community. so people who integrity will mengimplentasikannya in the form of a commitment to participate in organizational achievement activities. 7. the influence of competence on organizational commitment the results of statistical tests show that competence has a positive direct effect on organizational commitment. a person's commitment to something is essentially an agreement to do something good for yourself, others, group or organization. robbins and coulter (2007: 377) an organization member will actively participate and show that his 88 involvement becomes important and valuable. in order to be able to contribute optimally in the organization, then one must have certain competencies. kochan and dyer cited armstrong (2009:) at a "workplace" level of organizational commitment influenced by selection based on "high standards", extensive work design and teamwork, employee engagement in problem solving, cooperative climate and trust. high standards include the provision of certain conditions to become members of an organization. bpk as a public sector audit institution, has a competency standard to be able to be appointed / occupied a certain role in jfp. even bpk has used an assessment center for the mapping process of the competency of the skills of each employee. currently bpk is designing the concept of competency-based employee development, which will be linked to career development and employee mutation patterns. 8. effect of functional training on competence the result of path analysis, showed the positive direct effect of functional training on the competence of auditors in bpk ri. the existence of civil servants in the era of regional autonomy and reform has a very strategic position, because the success of governance and public service, is highly dependent on the competence of civil servants. the paradigm shift in governance from "rule government" to "good governance" or "from government to governance", from centralized to decentralized, must be balanced with the paradigm shift from the bureaucratic mindset (birocrat) to service and supported by competent civil servants adequate and in accordance with the demands of the task. each state civil apparatus is required to provide the best public service in its field as an integral part of good governance. competence of civil servants is related to the ability in the form of knowledge, skills, skills, attitudes and behavior required in the implementation of the main tasks, functions of authority and responsibility mandated to him. the results of the wers 2013 survey (wanrooy et al. in torrington et al .: 2014: 277) show that the highest level of training is in the public sector and larger organizations, especially those with high professional professional levels. accountants therefore need a variety of skills in order to succeed, because the existing curriculum is not enough to build accountant success, training is still needed through advanced professional education courses (eynon in noviyani and bandi, 2002: 9). the experience gained from certain specialized programs has a greater impact on skills improvement than traditional programs (boner and walker: 1994: 157-178). in order for the inspection team to be effective, it will require personnel with relevant skills (robbins and coulter, 2009: 360). management experts believe that training is useful for improving staff professionals. hayes and ninemeier (2009: 175) remind us of the importance of training for every profession, because "professionals want to do their job as best they can, and this is only possible with appropriate training". 89 9. influence of integrity to competence the result of path analysis, shows that there is a direct positive influence of integrity to competence. the integrity of the auditor establishes trust and provides the basis for reliance on public judgment on auditor behavior. the implementation of the integrity of the auditor is manifested by the attainment of their work with honesty, diligence, and responsibility, protecting their independence and not receiving gratification gifts that may affect, compromise or threaten the auditor's ability to act and be seen to act independently, observe the applicable law and make disclosure which is expected by law and profession; pay attention to the audit process. in the era of globalization ethical-related issues become something that must be considered for the organization to compete and win the competition elegantly. to lead the organization from the tough times of servant ledearship requires 10 characteristics of one awareness. awareness includes understands issues involving ethics and values; can view most situations from a more integrated, holistic position (arkin in torrington et al., 2014: 224). while competence describes what is needed so that he is able to carry out his work well (armstrong and baron, 2009; 208-209). an examiner will prove himself as a person of integrity in a variety of elegant and ethical ways such as improving his ability, so as to have the minimum required competencies. 10. effect of functional training on integrity based on the results of the calculation there is a positive direct effect of functional training on integrity. the roots of self-confidence as a community servant are: conscious living habits, accepting habits, self-responsible habits, defending rights, living habits with purpose, and "personal integrity habits" (robbins 1994: 34). training is useful for employees to improve morale (hayes and ninemeier: 2009: 175), because "training can help staff members feel good about themselves and their employers. these positive attitudes can have a significant influence on the overall preceptions of the workplace. " in the functional training of examiners, participants will get input from instructors and other participants who can grow the seeds of personal integrity that support the value and culture of the organization. according to rivai (2004: 215), the benefits of training activities can be grouped into three categories: benefits for employees (individuals), firms, and benefits in human resources, intra and intergroup relationships and policy implementers. this is in line with simamora's (2002) opinion that auditor expertise is 90 determined by: formal scholarship education; training and experience in auditing and public accounting; participation in continuing education programs during professional careers. one of the impacts of training for participants is a comprehensive understanding of a problem. in the training-related training on the formation of behavior, it helps the auditor understand and take a professional attitude, based on the future thinking of the impact that arises in taking the conclusions and recommendations. in an era of openness of something good, if not delivered properly and appropriately it will be at risk of causing the habit of the root of the problem. because the examiner must be integrity in speech and deeds. this research provides suggestions and recommendations (1) efforts to improve functional training program for examiners by conducting systematic, comprehensive and holistic training needs assessment by empowering bpk assessment center as assessment of knowledge in the planning stage up to evaluation. training programs are not just held but must be in line with the vision, mission and strategic objectives of the body, and to support efforts to improve the quality of the examination. (2) improving the integrity of the examiner needs to be done thoroughly so that all inspectors in the organization have the spirit to give their best efforts in working. bureaucracy reform in bpk ri must be able to create role model of public service that is accountable, transparent in management and state finance responsibility. the training materials cover the implementation of integrity and its impact on individuals and organizations. (3). development of employee competency on talent based assessment result with talent search matrix method to support examination task, mutation pattern and career coaching and employee development. (4). to increase the commitment of the organization, it is necessary to develop technical and supporting technical synergy for the achievement of quality inspection and human capital development based on human capital mangement is a must to be implemented. conclusion from the results of the analysis and discussion that has been described then the conclusions of this study as follows: improving the quality of the examination is directly affected positively by increased participation of functional training, integrity, competence and organizational commitment. increased functional training, integrity, competence and organizational commitment lead to improved quality of examination. organizational commitment is directly affected positively by functional training, integrity, and competence. this means that increased functional training, integrity, and competence resulted in increased organizational commitment of auditors in bpk ri. increased functional training, integrity leads to increased competence of examiners, and increased functional training resulting in 91 improved integrity of examiners. it means an effective training improvement followed by examiners, increased integrity resulting in increased competence of examiners. training funsion references agoes, sukrisno auditing (pemeriksaan akuntan) oleh kantor akuntan publikedisi kedua.jakarta: lembaga penerbit-fe ui, 1999. akbar, bahrullah, akuntansi pemerintahan. jakarta: cv. bumi metro raya, 2013. akbar, bahrullah, akuntansi sektor publik konsep dan teori. jakarta: cv. bumi metro raya, 2013. anderson, eugene w., claes fornell, dan donald r. lehmann, customer satisfaction, market share, and profitability: findings from sweden. journal of marketing, vol. 58, no 3 (jul., 1994 diterbitkan kembai 12 april 2006 ), https://www.jstor.org/ (diakses tanggal 17 mei 2015). annesa andriyani, andreas dan hardi, analisis pengaruh tingkat pendidikan, kecakapan profesional, pendidikan berkelanjutan, independensi, kepatuhan pada kode etik terhadap kualitas hasil pemeriksaan dan pengalaman kerja sebagai variabel moderating, jurnal akuntansi keuangan dan bisnis vol. 6, desember 2013, 10-18, magister akuntansi unri, http://journal.pcr.ac.id/paper (diakses tanggal 1 juni 2014). arens, alvin a., mark beasley, dan randal j. elder: auditing and assurance service. twelfth edition. pearson education international, 2008. arikunto, suharsimi: prosedur penelitian: suatu pendekatan praktik. jakarta: pt. rineka cipta, 2013. armstrong, michael: amstrong’s handbook of human resource of management practice. london and philadelphia: kogan page, 2009. armstrong, michael: amstrong’s handbook of performance management an evidence-based guide to delivering high performance. london and philadelphia: kogan page, 2009. armstrong, michael, baron, angela, strategic hrm: the key to improved business performance. cipd, london, p.xviii, 2003. arter, dennis r., quality audit for improved performance -third edition. new york: asq quality press, 2003. avkiran, n.k., "quality customer service demands human contact", the international journal of bank marketing, vol. 17 no. 2. 1999, http://ijbssnet.com/journals (diakses 15 september 2016). brewer, ann m. and david a. hensher, the importance of organisational commitment in managing change: experience of the nsw private bus industry, logistics and transportation review, vol. 34, no. 2, 1998, h. 118 (diakses tanggal 8 nopember 2014). charles a, mills: the quality audit a management evaluation tool. new york: mcgraww-hill, 1989. colquitt, jason, a., jeffery a. le pine, and michael j. wesson. organizational behavior: improving performance and commitment in the workplace. southern gate: https://www.jstor.org/ http://ijbssnet.com/journals 92 john weley & sons.ltd, 2009. covey, stephen r, a. roger merryll dan rabecca r. merryll, first things first: to live, to love, to learn, to leave a legacy. new york: simon & schuster,2010. de angelo, linda elizabeth, “auditor size and audit quality”. journal of accounting and economics 3, 183-199, http://wlkc.gdqy.edu.cn north-holland publishing company, 1981. 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organization on managerial effectiveness of private high school principal in east jakarta. this research tries to answer the problem about managerial effectiveness of private high school principals with evidence of quality improvement of school services. the research on the effectiveness of managerial involving 105 private high school principals has been selected from the target population of 83 principals using a quantitative approach with path analysis method. hypothesis testing research shows: (1) supervision has a positive effect on managerial effectiveness; (2) learning organization have positive effect toward managerial effetivity (3) work environment have positive effect toward managerial effectiveness; (4) job training has a positive effect on managerial effectiveness; (5) the positive impact on the learner organization (6) the positive effect on the learner organization (8) the positive effect on the learner organization (8) the supervision has a positive effect on the work environment; therefore, to increase managerial effectiveness of private high school principals in east jakarta. need to improve supervision, work environment, training and learning organization. keywords : supervision, work enviornment, training, learning organization, and managerial effectivitness schools as formal educational institutions have a very strategic position in the formation of basic attitudes of learners, therefore in schools need to create a climate and educational environment that is fun, orderly and comfortable. the creation of mission vision is very dependent on the ability of the principal in carrying out his duties as a leader and in managing the educational institution. currently the government is focusing on improving the quality of education, the fate of schools and private madrasah actually have difficulty to improve the quality of education. for public schools or private schools that have a strong brand in the community, that is not the case, but it is not the case with private schools of interest to the public. every new school year is always overwhelmed with worries, unable to capture students in line with expectations. private schools must struggle to defend, strive and strive to keep their schools of interest public. moreover, students prefer public schools rather than choose to study in private schools. private schools must work hard to improve their management in accordance with the expectations of the community. the problem of the shortage of students which is now experienced by many private schools is one of the causes is the poor managerial ability of the principal. whereas the principal is required to play the managerial role in ensuring the learning process is going well. managerial effectiveness is a measure of the degree to which a manager sets goals to achieve by his organization and the degree to which the organization can achieve those goals. arikunto (2004: 4) states that supervision can be interpreted as "looking from above" so that it can be interpreted as an activity undertaken by supervisors and employees as officers domiciled above or higher than employees to see or supervise the work of employees. furthermore, arikunto asserted that the main activity of supervision is to conduct coaching-to the employee for the quality of work increases. mailto:kurnianani@ymail.com mailto:thamrinabdullah@unj.ac.id mailto:marufakbar@unj.ac.id international journal of human capital management, vol. 1 (2), desember 2017 124 in performing supervisory duties a supervisor fostered and assisted the principal in carrying out operational programs to be achieved. the role of supervision as an effort to stimulate, coordinate and guide continuously the development of school principals and schools that led individually and collectively to be more understanding and more effective in realizing all managerial functions. according to j. mullins (2005: 264) it can be understood that the effectiveness criteria can be explained through five criteria namely four specific criteria and one general criterion. specific criteria are those related to the manager's life that are 1) the manager's job that is involved in decision making, problem solving, innovation, time management and information management, 2) personal manager can be motivation, role perception and so on, 3) managerial relationships with others such as subordinates, superiors, clients, handling conflict and leadership, and 4) managers as part of the organization that keep the organization in order to always be conducive, technical and financial control, 5) general categories that include resource allocation, to achieve the objectives and other things of planning, organizing, coordinating and supervision. in addition, the work environment is also very influential on managerial effectiveness as proposed by stepen p robbins (2008: 180) which states that the work environment is everything that is outside the organization that potentially affect employees in the work and ultimately affect the performance of the organization. in other words, the work environment is all beyond the boundaries of the organization but provides support for organizational productivity. the work environment affects the behavior of members of the organization in carrying out its work. thus, the work environment is created in such a way as to support members of the organization in achieving its objectives. it cannot be denied that the training aspect is an effect on the success of a managerial effect. according to john m. ivancevich and robert konopaske, (2013: 395) the definition of training is a systematic process of changing employee behavior in a direction that will achieve organizational goals. training related to presenting work skills and abilities. it has a current orientation and helps employees master the skills and abilities needed to be successful. to always improve performance in a sustainable and cyclical manner, it takes individual commitment and competence to learn and share knowledge at the superficial and substantial levels. the learning organization is the key to answering a challenge in managerial effectiveness. according to dubrin, andrew j. certo (2012: 79) explains that learning organization is a learning organization that is good at creating, obtaining, and transferring knowledge, and changing behavior to reflect new knowledge. the keywords of a learner's organization are learning which in essence creating, acquiring and transferring knowledge is so that it looks a change reflecting new knowledge. so the managerial success of the principal in an organization is also not free from a conducive environment in the workplace. usually the working environment is quite interesting, then the performance of employees concerned will be better. similarly, teachers as educators, to improve its performance requires a harmonious work environment, compact, mutual understanding, mutual help, and always tolerance of fellow educators in order to advance the school. method this study aims to determine whether or not the influence of supervision, work environment, training, and learning organization on managerial effectiveness. this research uses survey method with causal approach, and this research is quantitative associative by using path analysis. the research population is headmaster and private high school teacher in jakarta amounted to 105 teachers and the sample is 83 principals. data collection using questionnaire instruments designed to resemble the scale of linkert on a scale of 1-5. based on the results of the study of the theories, researchers developed the following model. international journal of human capital management, vol. 1 (2), desember 2017 125 figure 2.1: constellation model explanation: x1 = supervision x2 = environmental work x3 = training x4 = learning organization y = managerial effectiveness result and discussion 1. supervision directly affects the managerial effectiveness of principals in private high schools in east jakarta based on the results of research that has been done can be explained that the direct positive and significant direct impact on managerial effectiveness, in the study found a picture that empirically strong supervision can improve managerial effectiveness principal. implementation of supervision or supervision in every school has an important role. supervision as a process to apply what work has been done, assess it and if necessary correct with the intention that the implementation of work in accordance with the original plan. supervision is done in every line of the organization, including organizations within the education sphere, one of which is the school. principals and supervisors have a strategic role in providing assistance and stimulating teachers and employees in maintaining a better learning environment. educational supervision activities have various functions. supervision of education will be done well when its functions are able to be applied properly so it can be concluded that effective supervision is giving good contribution and very influential for the creation of effective managerial and conducive learning environment, this is according to the opinion of kilminster sm, jolly bc; “an aspect of teaching and learning in education is the process of supervision and influence of effective in education.” the principal's managerial effectiveness is the essence of management, therefore a leader must have and execute his leadership well in order to gain success in performing his or her duties. a leader expects the teacher to complete the job properly, effectively and efficiently in accordance with the intended purpose, but if it cannot solve well, it is necessary to know the reasons. there is a possibility that teachers are having difficulties in completing their tasks, due to work environment factors that result in the decreasing effectiveness of teachers' work. in the implementation of private high schools in east jakarta, the managerial effectiveness of principals international journal of human capital management, vol. 1 (2), desember 2017 126 greatly affects the performance of teachers and staff, so in some studies this greatly affects the success rate of a teacher completing the process of teaching and learning in the classroom. this is also in accordance with the results of the research miswan, 2005, the influence of supervisory behavior, organizational climate and work motivation on the performance of civil servant teachers in high school in bandung (studies in the department of private universities in bandung), the results showed the supervision effect positive and significant to the performance of civil servant teachers. organizational climate has positive but insignificant effect, while teacher work motivation has positive and significant effect on civil servant teacher performance at bandung high school. the conclusion of this research is that the behavior of supervision, organizational climate and work motivation are the strategic factors to realize the performance of effective civil servant teachers and qualified school managerial. from the above it can be explained that the results of the research are different from the results of previous research can be explained that supervisory supervision can affect the effectiveness of managerial principal, in managerial effectiveness, the role of leader or principal not only as the task giver and authority to the teacher but preparing the teacher in implement the learning process well. the principal not only oversees but becomes the executive of the policy, and he also has a high commitment in implementing the vision and mission of the school program. effective supervision can improve the principal's managerial effectiveness among others. first, support teachers to innovate in learning, create a comfortable atmosphere and effective learning, in addition the principal provides facilities and information to cooperate with one another. second, direction, the principal has shown practical solutions in the learning process, and provide direction on the task and work of the teacher. third, participation, principals participate actively in community service, research and dissemination of science, principals provide feedback to teachers about suggestions and complaints, give advice to work. the principal conveys clear information about teachers who are accomplished and diligent in the learning process, listens to teacher complaints and seeks out solutions to keep teachers doing well in the tri dharma school or in the learning process, and principals provide support to make teachers more self-reliant and perform well in the internal school or out of school it's all because of its effective personality and it all can improve the ability to excel in work as amjad ali's opinion; “personal effectiveness" inspires managers to continuously develop and upgrade their set of skills, knowledge and behaviours to be appropriate for effective leadership in the 21st century. personal effectiveness' introduces managers to the idea of effective performance and the underlying techniques and approaches required in terms of behaviour and skills to achieve effective performance. personal effectiveness "inspires managers to continue to develop and improve their skills, knowledge, and behavior to fit effective leadership in the 21st century. the personal effectiveness of managers' introduction to effective performance ideas and the fundamental techniques and approaches needed in relation to behaviors and skills to achieve effective performance in this case is as a supervisor at the school. from the above it can be clarified that in improving the effectiveness of the managerial principal of private schools that need to involve the existence of bright ideas, techniques and all elements, therefore leaders in strengthening managerial effectiveness by applying management functions well such as planning, organizing, and monitoring, communication effectively, giving way to achievement in teachers, consistent and motivated in making changes. school will not happen without an active supervision in controlling the school with a consistent strategy so that its supervision has influence in the learning process at school. 2. learning organizations directly influence the effectiveness of managerial head of senior high school in jakarta the organizational leader's greatest challenge is that the current headmaster is concerned with trying to cope with a rapidly changing environment. technological advancements and international journal of human capital management, vol. 1 (2), desember 2017 127 innovations in various fields, especially information and communication technology (ict) bring globalization that makes the world not as in the previous era. as a result, management principles and guidelines that make the organization more stable and predictable can no longer be applied for long periods of time. the success of the organization at this point depends largely on the organization's ability to learn and respond to rapid changes. highly learner organizational concepts are needed to implement learner organizations to develop individual and organizational capabilities, and change the paradigm of "person-job fit" to "person-organization job". in this case, including the roles and responsibilities of leaders to support the success of learning organizations, so that the learning organization is expected to create a conducive environment for management and organization as a whole. learning organization is a concept where the organization is considered capable to continuously perform self-learning process so that the school organization has the speed of thinking and acting in response to various changes that arise. a learning organization is an organization that facilitates learning from all its members and constantly transforms itself. the purpose of the use of individual learning process, group or organizational, is to transform the organization to meet stakeholder satisfaction. the success of the principal in an effort to improve the effectiveness in managerial in the school is influenced by learning organization training, environment and supervision ever done by the citizens of the school. this supports the opinion expressed by petter senge; “in learning organization requires ability, motivation to learn adaptive, generative, and sustainable. learning within the organization will be more rapid if people want to share insights and learn together. share insights of knowledge within team is very important and influence to increase managerial effectiveness within the organization”. the principal's managerial ability is an important and strategic factor in the framework of improving the quality and progress of the school he leads. with managerial capability, both technical ability, humanitarian ability, and adequate conceptual ability, the principal is expected to be able to move all potential in school including to improve the quality of teacher performance in the school. with qualified teachers, the learning process will take place optimally. furthermore, school is advanced and great if the school is protected from the pressures of various parties. the spirit of work, enthusiasm, motivation, and so forth will be well created if the school has a leader who is able to manage and mentor well his institution. changes in the structure and type of manpower required by the labor market are a source of inspiration for principals and teachers to make innovative decisions sourced from learning organizations. managers of an organization generally only know what their task is for the process in the organization can continue. however, rarely among those who know how to act against the ongoing changes. rarely are able to anticipate changes that will occur in society in general and in organizations in particular. rarely are they innovating, putting up new strategies as a result of their anticipation. though the job is their duty which in general they are immersed in the routine task for the smooth movement of the organization and the success of this routine task that they are pursuing. leadership in the context of school emphasizes more on the relationship between school personnel and creating a climate of togetherness and mutual ownership that is characterized by a sense of togetherness in work. under such conditions will create a harmonious relationship among all school personnel, staff are encouraged to learn future, with a clear hierarchy within the organization in accordance with craigh jonsong views in the first and second-order models in the learning organization: international journal of human capital management, vol. 1 (2), desember 2017 128 figure 1: first and second order model on the learning organization figure 3.1 shows the firstand second-order path diagrams. thus leadership is driven by latent variables that have been named structures and staff. learning is driven by constructs that have been named future, past and dialogue. strategy is driven by latent variables that have been named experiment, structure, unitary and longevity. finally change is driven by latent variables that have been named hierarchy, planning and politics. these first-order constructs will be explained below. successful leadership moves subordinates depends on their ability to influence subordinates to work well also depends on the learning organization in the school. referring to the above results it can be seen that in general the headmaster managerial ability is good enough. the ability of the principal to play a role as a school manager is crucial to determining the achievement of the stated school goals. this is in accordance with the opinion of euis karwati and donni who stated that the principal's managerial skills are related to the effort to realize the educational objectives effectively and efficiently, three things related to the principal's managerial skills are process, school resources, and goal achievement. with good managerial skills, it is expected that the achievement of school goals will be achieved. the result of statistical test can reinforce the theory that has explained that the learning organization has a direct positive effect on managerial effectiveness, meaning that the better the learning organization the more effective the manager of the principal in managing all educational activities. 3. work environment positive direct influence on managerial effectiveness work environment is a condition around the workplace that affects employees perform activities both physically and nonphysical. a good working environment encourages employee morale so as to improve employee performance. a good work environment and fun for employees viewed from the existence of harmonious relationships that give mutual support among colleagues, in addition supported by the condition of a good work space and adequate work equipment. a conducive working environment can also encourage organizational managerial effectiveness, enhance work morale and a high work ethic through trainings. so it can be said that the environment can affect the managerial effectiveness of the principal in managing and improving the quality of school. opinions olukunle s. oludeyi which states;“conducive workplace environments give pleasurable experiences to the employees and help them actualize in the dimensions of personality profile while toxic workplace environments give painful experiences and de-actualize employees’ behaviour. kyko believes that irresponsible or uncommitted employees can international journal of human capital management, vol. 1 (2), desember 2017 129 change to be responsible and be more committed to job in conducive work environment because such environments reinforce the self-actualizing traits in them. a conducive work environment provides an enjoyable experience for employees and helps them actualize the personality profile dimension while the toxic workplace environment provides a painful experience and does not actualize employee behavior. kyko believes that irresponsible or unbound employees may change to be responsible and more committed to work in a conducive environment because such an environment reinforces the nature of self-actualization within it. it strengthens and reinforces the results of statistical testing theory has explained that the working environment has direct influence positively to managerial effectiveness, meaning that the more comfortable and conducive working environment, the more effective managerial principal in managing all educational activities. 4. the training had a direct effect on the managerial effectiveness of headmaster of senior high school in jakarta training is an activity that intends to improve and develop attitudes, behavior skills, and knowledge of employees in accordance with the wishes of the company. thus, the intended training is training in a broad sense, not limited only to developing skills solely. in addition, training is also a systematic process whereby employees learn knowledge, skills, ability or behavior against personal and organizational goals. according to drummond useful to guide and guide the development of trainees through the knowledge, skills and attitudes gained to meet certain standards. with the training also someone will try to adapt someone to his environment, whether it is environment outside work, and environment in it. the objective is to improve employee skills in accordance with technological change, to reduce the learning time for new employees to become competent, to assist operational issues, to prepare employees in promotions, to orient employees to get to know their organization. if a well-planned development training program will benefit people in terms of increased productivity, increased morale, cost reduction, and greater stability and flexibility to adapt to changing external requirements, it is also beneficial to increased headmaster effectiveness of headmasters at private high schools in east jakarta. so training has a very important role for the organization and contributes to these three key issues in hamalik's opinion: “training has the potential to improve labour productivity, training and development can improve the quality of that output: a more highly trained employee is not only more competent at the job but also aware of the significance of his organization her actions, training and development improves the ability of the organization to cope with change ; the successful implementation of change whether technical (in the form of new technologies) organization strategic new products, new markets, etc) relies on the skills of the organization’s member. training is importation for the survival of any organization. it is also imperative for effective performance of employee’s enhancement of employees’ ability to adapt to the changing and challenging business environment and technology for better performance, increase employees knowledge to develop creative and problem solving skills. the contribution of the training is to improve school management performance for the principal and to improve the effectiveness of the principal's manager in improving the quality and quality in the learning process in the classroom. this in accordance with statistical test results can reinforce the theory that has explained that the training directly affects positively to managerial effectiveness, meaning that the better the training the more effective the headmaster manager in managing all educational activities. 5. supervision directly affects the learning organization supervision is a supervisory activity but it is more humanity or humane. supervision activities are not looking for faults but are more of an apportioning element, so that the condition of international journal of human capital management, vol. 1 (2), desember 2017 130 the work under supervision can be known to be deficient (not merely a mistake) in order to be told which parts need to be fixed. supervision is done to see which parts of the school activities are still negative to be pursued to be positive, & see which one is positive to be improved to be more positive again and the most important is the coaching. the categories of supervisors in education are principals, school inspectors, and district level supervisors, as well as staff in the field offices in each province. if supervision is carried out by the school supervisor, he or she may undertake various oversight and controls to improve the performance of principals, teachers and education personnel as well as in learning organizations. good supervision is the supervision that is capable of functioning to achieve the above multi purposes. there is no success for supervision if only paying attention to one particular goal to the exclusion of another. it is only by reflecting on these three objectives that supervision will function to change the behavior of the principal's managerial teaching. in turn later changes in teacher teaching behavior toward a higher quality will lead to better student learning behavior. while supervision behavior is directly related and affect the behavior of principals. this means that, through supervision, supervisors influence teacher teaching behavior so that the behavior is better in managing the teaching and learning process. furthermore the good managerial behavior of the principal will affect teacher's teaching behavior and student learning behavior. thus, it can be concluded that the ultimate goal of supervision is the fostering of better student learning behavior. supervision and control is a control for educational activities in schools directed to the goals that have been set. supervision and control is also a preventive measure to prevent educational personnel from doing irregularities and more careful in carrying out their work. the learning organization is a concept whereby the organization is perceived to be capable of continuously performing the self-learning process so that the organization has a 'speed of thinking and acting' in responding to the various changes that arise. according to pedler, boydell and burgoyne that the learning organization is an organization that facilitates the learning of all its members and constantly transforms itself. learning is an activity aimed at the acquisition and development of skills and knowledge and its application. according to carol the most conceptual of learning organization is the assumption that 'learning is important', sustainable, and more effective when it is shared and that each experience is an opportunity to learn. according to peter senge the key to achieve this type of organization. peter senge also emphasizes the importance of dialogue within organizations, especially with regard to the team learning discipline. so dialogue is one of the characteristics of every real conversation that everyone exposes himself to others, actually accepts his point of view as a valuable consideration and enters the other in the limits that he understands not as an individual in particular, but the content of his speech. the goal is not to win the argument but for further understanding. team learning requires the capacity of group members to uproot the assumptions and enter into the true thinking together pattern. the shared thinking and learning of the team is also influenced by the supervision performed by both the supervisor, the overseer, and the principal. this is reinforced by the results of statistical testing can strengthen the theory that has explained that supervision directly affects positively to the learning organization, which means the better the supervision of the more effective the principal manager in managing the learning organization. 6. the work environment directly affects the learning organization work environment is something that is around teachers and employees who influence themselves in carrying out tasks that are charged work environment is the whole tooling tools and materials encountered, the environment around which a person works, methods of work, and international journal of human capital management, vol. 1 (2), desember 2017 131 arrangement of work either as individuals or as a group. work environment conditions are said to be good or appropriate if humans can carry out activities optimally, healthy, safe, and comfortable. the suitability of the working environment can be seen as a result in the long term furthermore poor working environments may demand more labor and time and do not support the efficient design of work systems. the work environment is part of the social, psychological, and physical life of the school that affects workers in performing their duties. human life cannot be separated from the various circumstances surrounding environment, between humans and the environment there is a very close relationship. in this case, humans will always try to adapt to various circumstances surrounding environment. similarly, when doing the job, principals as human beings cannot be separated from various circumstances around where they work, namely the work environment. during the work, every employee will interact with the various conditions contained in the work environment. according to bambang the work environment is one of the factors that affect the learner's organization and the performance of an employee. an employee who works in a work environment that supports him to work optimally will produce good performance, otherwise if an employee working in an inadequate work environment and not support to work optimally will make the employee concerned to be lazy, tired so that the performance employee will be low. it’s a brown opinion that; “work environment direct impact to employees themselves and their work, and also has implications for the effectiveness learning organization in schools”. this opinion is also in line with the opinion of peter senge who argued that in an effective learning organization will enable the organization to learn, develop, and innovate. so it can be concluded that the work environment has a direct effect on the creation of a good learner organization. this reinforces the results of statistical testing can reinforce the theory that has explained that the work environment directly affects positively to the learning organization, meaning that the better the work environment the more effective the manager of the principal in managing the learning organization. this reinforces the results of statistical testing can reinforce the theory that has explained that the work environment directly affects positively to the learning organization, meaning that the better the work environment the more effective the manager of the principal in managing the learning organization. 7. training has a direct effect on the learning organization the results showed that the school as a learning organization is still low category due to the lack of team learning and share monitoring efforts, the school as a learning organization contributes to the learning achievement of 1.7%, the school as a learner organization contributes to the student attachment of 9, 4%.although the above figures are still low category but based on the number of factors that affect the achievement of learning and school quality so these factors still have an important value. educational organizations as learning organizations concentrate on improving the work process (improve work process). this is influenced by the training process for teachers or employees. training is the expectation of every employee. that requires the creation of quality in work and create a sense of fun in work, so that physical and psychological needs can be accommodated. training has many implications for the attitudes and behaviors of teachers and employees in learning organizations in schools. it is supported by fetter who said that; “training is one of the several mechanisms that directly affect the individual learning organization, performance and managerial effectiveness”. in addition, training will also encourage teachers and employees to remain loyal because of what the organization is expected to meet. this attitude is nothing but a reflection of employees who international journal of human capital management, vol. 1 (2), desember 2017 132 have been trained in their organization, therefore, it can be understood if the training affects the learning organization. this is reinforced by the results of statistical testing can reinforce the theory that has explained that training has a direct positive effect on learning organizations, meaning that the better the training the more the learning organization in education. 8. supervision directly affects the work environment supervision is an effort to help principals, teachers and employees in developing their ability to achieve learning objectives. the essence of supervision is by no means assessing the performance of principals, teachers and employees in managing the learning process, but helps principals, teachers and employees develop their professionalism skills. supervision directly influences and develops the principal's behavior in managing education in schools. this is the essential characteristic of supervision. in this regard, it should not be assumed narrowly, that there is only one best way that can be applied in all principal managerial development activities. there is no good supervisory behavior and is suitable for all principals, teachers and employees. strictly speaking, the level of ability, needs, interests, and professional maturity and other personal characteristics of the headmaster become the basis of consideration in developing and implementing the supervision program. the supervisor's behavior in helping principals, teachers or employees develop their abilities should be designed in an official manner, making it clear that the start and end time of the development program. the design manifests in the form of a supervision program that leads to a specific purpose. the development of professionalism skills in this context should not be narrowly interpreted, solely emphasized on improving the knowledge and skills of teaching principals, teachers and employees, but also on improving the commitment or willingness or motivation of teachers, because by increasing the ability and motivation of teachers work, the quality of learning will increase. and in the implementation of educational supervision, as a supervisor must know and understand and implement techniques in supervision. various techniques can be used by supervisors in helping teachers improve teaching and learning situations, either in groups or individually or by face-to-face and face-to-face or in-depth communication media either outside or in the school's work environment. work environment is one of the factors that affect the performance of an employee. an employee working in a work environment who supports her to work optimally will result in good performance must be strengthened with supervise in order to create a good working environment, work environment is divided into two, the physical work environment is all physical circumstances that are around the workplace can affect employees either directly or indirectly. non-physical work environment is all the circumstances that occur related to the relationship work, either with the boss, or relationships with colleagues or relationships with subordinates. the above can be concluded that the supervision made by the suvervisor can affect the work environment. this is reinforced by the results of statistical testing can strengthen the theory that has explained that supervision directly affects positively to the work environment, meaning the better the supervision the better and conducive work environment. the results of statistical constraints obtained direct path coefficient of supervision on managerial effectiveness (pγ₁) = 0.429, t arithmetic = 84.778 and sig = 0,000 <0.05. thus it can be concluded that supervision has a direct positive effect on managerial effectiveness. the direct influence of the learner's organization on managerial effectiveness (pγ4) = 0.403, t arithmetic = 87.465 and sig = 0,000 <0.05. this means that the learning organization has a positive effect on managerial effectiveness. for direct effect of training on managerial effectiveness got coefficient of path (pγ₃) = 0,640, t count = 53,170 and sig = 0,000 <0,05. international journal of human capital management, vol. 1 (2), desember 2017 133 this means that training has a direct positive effect on managerial effectiveness. next to direct influence of supervision on learning organization got coefficient of path (p₄₁) = 0,595, t count = 63,723 and sig = 0,011 <0,05. thus it can be concluded that supervivi have a direct positive effect on learning organization. for direct influence of work environment on learning organization (p₄₂) = 0,303, t arithmetic = 109,074 and sig = 0,000 <0,05. this means that the work environment has a positive effect on the learning organization. while for direct influence of training on learning organization got coefficient of path (p₄₃) = 0,403, t arithmetic = 106,173 and sig = 0,000 <0,05. this means that the training has a direct positive effect on the learning organization. finally for the influence of supervision on the work environment obtained coefficient path (p₃₁) = 0.257, t arithmetic = 110.104 and sig = 0,000 <0.05. thus it can be concluded that the supervision has a direct positive effect on the work environment. for direct influence of work environment on training (p₃₂) = 0,252, t count = 119,017 and sig = 0,000 <0,05. this means that the work environment has a positive effect on the training. in a comprehensive regression equation can be seen in the summary results of f test calculations for determination of significance and linearity in table 1. table 1 summary of regression linearity test results explained the structural model under test consists of three sub-structural equations can be seen in the following results; sub-structural equation 1: the result of path coefficient calculation got direct influence of supervision path, work environment and training to managerial effectiveness. y = py1x1 + py4x4 + py2x2 + py3x3 + € 3 y = 0,219 x1 +0,247 x4 + 0,247 x2 + 0,408 x3 + € 3 sub structural equation 2: the result of path coefficient calculation got direct influence of supervision path and work environment of training to learning organization. x4 = p4ix1 +p42x2+ p43x3+€2 x4 = 0,289 x1+0,202x2 +0,436x3 + €2 sub structural equation 3: the result of path coefficient calculation got direct influence of supervision to work environment. x2 = p21 x1 +€1 x2 = 0,546 x1 +€1 international journal of human capital management, vol. 1 (2), desember 2017 134 the path coefficient and t value can be seen in the following path diagram: figure 2 the coefficient of path and t value y influenced x1, x2, x3, and x4. conclusion supervision has a direct positive effect on the effectiveness of management. meaning that good supervision can lead to increased effectiveness of management in schools. learning organizations have a direct positive effect on the effectiveness of management, meaning that strong academic community learning organizations in schools can lead to increased management effectiveness. training has a direct positive effect on management effectiveness. meaning that strong training can lead to increased management effectiveness. supervision has a positive direct effect on the learning organization. meaning that great supervision can lead to changes in learning organizations that have an impact on the creation of an educational atmosphere in the school. the work environment has a direct positive 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(1967). supervison for better school. new jersey: englewood clifs. international journal of human capital management, vol. 1 (2), desember 2017 136 international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 7 (1), june 2023 158 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 7, no. 1, june 2023, p 158171 relationships between work environment and employee engagement mediate by job satisfaction kemal h simanjuntak1), usep suhud2), dewi susita3) 1,2,3)universitas negeri jakarta email: kh.simanjuntak@gmail.com abstract this research examines impact of work environment on employee engagement, and more that the role of job satisfaction as a mediator. we are empirically test relations between work environment and employee engagement mediate by job satisfaction in a national private bank in indonesia. the data from questionnaires on job satisfaction, work environment and employee engagement collected from s survey that we received from 893 respondent via online. the structural model is based on four construct, which tested using structural equation modelling (sem) using ibm spss v25 and ibm amos v24. an increase in work environment both positively relates to job satisfaction and employee engagement, and it shows also that job satisfaction mediate positively significant work environment to employee engagement. this research confirm that job satisfaction mediate work environment to employee engagement although it is never consluce yet from prom previous research. work environment and job satisfactin both positively and significaly impact employee engagement and these constructs may strengthen employee engagement, as well as work environment impact to strengthen job satisfaction. keywords: work environment, job satisfaction, employee engagement, mediation, sem received: 20 may 2023 accepted: 29 june 2023 publish: june 2023 how to cite: simanjuntak, k.h, et.al (2023 relationships between work environment and employee engagement mediate by job satisfaction. international journal of human capital management, 7 (1), 158-171. https://doi.org/10.21009/ijhcm.07.01.12 http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 7 (1), june 2023 159 | p a g e introduction the concept of employee engagement has long been one of the prominent ideas in the field of human resources (hr). in general, employee engagement is seen not only as the key to personal and operational performance but also determines the success of the organization ((nguyen & pham, 2020). employee engagement has become one of the top priorities for managers and human resource practitioners in organizations due to the implementation of activity restrictions. according to memon at al.,(2018) work environment is basic part of employee engagement as mentioned by harter et al. (harter et al., 2002), holbeche (2018), lepine, and crawford (2010) and they are support statement that high level of engagement is a result of workplace environment. organizations make alot of effort to reach high employee engagement condition on their employee, due to engaged employees will be more productive, mean while have to undestand the significant effects of work environment and job satisfaction on employee engagement (rahman et al., 2017). employee will be feel well and respected means to healthy working environment, and as employee as well as person will contribute to greater job satisfaction (j. lee, 2016; singhal et al., 2015; sirgy & lee, 2018). there has been known the important relationship between job satisfaction and employee engagement .(taghipour & dezfuli, 2013; taheri et al., 2020). a lot studies argue the importance of job satisfaction, work environment and employee engagement, and eanwhile there is no research model explores the relationship between those all three concepts as a model. this contribution covers this gap and the core objectives of this research was to make empirical examination of the relationships between the construct of work environment, in terms of employee engagement mediate by job satisfaction among lower level position of private bank employee by empirically testing model that connects these three constructs in order to determines how they are relate. the novelty of this research as the contribution of this study is to initiate role of job satisfaction the as mediator for work environment to employee engagement in which is very new aspect of the research and make examining empirically the relations between thse three construct. the other contribution is the research empirically examine the structural model that specically rarely foud n previous research and the object also made at the case of private banking employees, which can be useful for decision makers and human resource executive in order to develop human resource policies. literature review in the following, the concepts used will be defined based on the analysis of previous literature and the conducted research, which will serve as a basis for hypothesis setting and further research work. we use occasionally term we for work environment, js for job satisfaction and ee for employee engagement. work environment overview scientists attempting to conceptualize the we in its simplest form can be defined as the settings, situations, conditions and circumstances in which people work. this is further elaborated by briner (2000) as a very broad category that includes physical settings (e.g., heat and equipment), characteristics of the job itself (e.g., workload, task complexity), broader organizational features (e.g., culture, history) and even aspects of extra-organizational settings (e.g., local labor market conditions, industrial sector, work-home relations) (briner, 2000). according to opperman (2002) cited in (2012) defines the we as a composition of three main sub-environments that include: (1) technical environment; (2) human environment and (3) organizational environment. it is explained that the technical environment refers to tools, equipment, technological infrastructure and other physical or technical elements of the workplace. the human environment includes peers, other people with whom employees come into contact, teams and work groups, interactional issues, leadership and management. international journal of human capital management, vol. 7 (1), june 2023 160 | p a g e the human environment can be interpreted as a network of formal and informal interactions between colleagues; teams and boss-subordinate relationships that exist within the organizational framework. schriver (schriver, 2015) argues that in the interaction of the human environment there are aspects of organizational climate with the following components: 1). leadership 2). motivation 3). communication 4). decision making 5). goals. schriver (2015) cited by yusuf and metiboba (2012) explained that interaction with such components (especially informal interaction), seems to be a medium for the dissemination of information and knowledge and cross-pollination of ideas among employees and it is known that interpersonal relationships of workers in the workplace tend to affect morale. the organizational environment includes the systems, procedures, practices, values and philosophies that operate under management control. the organizational environment refers to the immediate tasks and external environment in which the organization obtains its inputs, processes them, and returns its outputs in the form of products or services for public consumption. external tasks and environments include factors such as the influence of suppliers, the role of customers, stakeholders, socio-cultural factors, national economy, technology, legislation, managerial policies, and philosophies. all of these greatly affect people's psyche and attitude towards work (akintayo, 2012). kamanja et al., (2019a) divides the we into 3 (three) namely a).physical we b). psychological we c).social we . the psychological we characterizes the we that is relevant to worker behavior, more precisely a set of we characteristics that affect workers' feelings, thoughts, and behavior (wood et al., 2020). robak & słocińska (2015) argued that the social we is a special element of the we that is used to fulfill the company's goals and build corporate social responsibility, especially among employees at the same time. it further argues that the fact that the interaction between the employee and his/her work is in the form of feedback, the analysis of the we , especially its social aspects, becomes more significant, not only in terms of the formation of the efficiency and effectiveness of the employee, but also in the way the work shapes the personality and attitude of the employee, influencing his/her value system and intellectual, social and professional development (robak & słocińska, 2015). oludeyi (2015) argues that what is meant by we is the sum of the mutual relationships that exist between employees and employers and the environment in which employees work which includes technical, human and organizational environment. the we is found to be the main link between employees and the work they do which when improved, provides superior employee motivation, satisfaction and performance. it is further recognized that it is difficult to isolate the we from employees as it contributes effectively to the ultimate performance of employee engagement(kamanja et al., 2019a). improving employee well-being will help improve the quality of the we , covering how employees are treated at work in aspects such as health and safety, working conditions, stress reduction, bullying, and harassment (armstrong & taylor, 2020). the we broadly covers aspects of the physical conditions of the workplace and how employees interact with their environment(chandrasekar, 2011). according to schaufeli (2012) the intensity and direction of the energy employees devote to achieving organizational targets, as well as their level of engagement, are all influenced by workplace climate, in particular by employees' psychological perceptions of their we . according to demerouti et al.,(2001), work aspects such as physical, psychological and social contribute to the achievement of work-related goals and employee performance, productivity and engagement. pisanti et al., (2010) found a positive relationship between workplace social support and psychological well-being contributing to employee performance and engagement. a set of properties of the we , perceived directly or indirectly by employees, that are considered a major force in influencing employee behavior. improving organizational engagement through the we means developing a culture that encourages a positive attitude to work, increases interest and joy in the work people do, reduces stress, recognizes the importance of social interaction and, most importantly, pays attention to employee well-being (armstrong & taylor, 2020). employee well-being depends on the quality of work life provided by their employer the international journal of human capital management, vol. 7 (1), june 2023 161 | p a g e we and the feelings of satisfaction and happiness arising from the work itself (armstrong, 2021). kyko (2012)also identified six factors that contribute to a toxic we that contributes to low worker productivity. these factors are: poor management, biased bosses, company policies, working conditions, interpersonal relationships, and salary. this is more likely to happen when workers have no control over their we . burnout can result in failure, absenteeism or leaving the organization (armstrong & taylor, 2020). according to gibson, kojo & nenonen (2012; 2017), the nature of the we in an organization results from the existing leadership style and ongoing administrative practices. there is empirical evidence that there is a clear aspect of the we that consistently affects job satisfaction, namely the intrinsic challenge that exists in the job itself. this is consistent with the general principle that mentally challenging work is the key to job satisfaction. thus, an effective way organizations can increase their employees' job satisfaction is by increasing the mental challenge in their jobs, and an important way for most individuals to increase their own job satisfaction is to seek out mentally challenging jobs (locke, 2007). when employees do not like their we , employees will respond in certain ways, for example, attempts to form unions is one specific behavior that may stem from job dissatisfaction (robbins & judge, 2022). indicators of employee we that are seen are: 1.physical we 2.psychological we 3. social we (kamanja et al., 2019b) job satisfaction overview jsis 'an effective response by employees about work and this response is generated from individuals as a result of an overall comparison of actual circumstances with circumstances that are expected, needed, desired, or considered fair' (lambert et al., 1999). according to lee (1998), there are factors that affect a worker's jsin the form of job characteristics (e.g., autonomy and supervisory support) and work environment (e.g., working conditions). other factors that influence jsinclude professional status (lau & chong, 2002), requirements (hartrick and hills, 1993) salary (lum et al., 1998), administrative style and policies (collins & henderson, 1991) and social integration (kekana et al., 2007; mueller & mccloskey, 1990). yalabik (2017) argues that satisfaction with various characteristics or aspects of work will be reciprocated by more positive attitudes such as work engagement. an early definition by locke (2009) on jsas an employee's pleasant or positive emotional state toward their work experience when they evaluate expectations. previous understandings of jsfocused on affective reflections of work, subsequently jswas viewed as an attitude (zhu, 2012). according to nesser(2011) jsis defined as an assessment of attitudes towards one's job and work context, and is an evaluation of the nature of work, perceived job characteristics, and emotional attachment at work with indicators: pay, job, promotion opportunity, supervision, co workers(nasser, 2011). the definition by armstrong (2020) of jsis the attitude and feelings towards their work. while a positive attitude towards work indicates job satisfaction, a negative attitude indicates dissatisfaction (kathure, 2018). however, in the perspective of attitudes towards job satisfaction, jayaraman and mahesh kumar (2013) define jsas employees' attitudes towards their jobs, organizational rewards, and the social, organizational, and physical environment in which work is performed. from this definition, we can see how extrinsic factors such as organizational rewards begin to consider the construct of js(prasetyaningtyas et al., 2021). according to gibson et al., which is reinforced by colquitt et al., (2018) by calling it overall jswhich consists of: 1)pay satisfaction 2)promotion satisfaction, 3)supervision satisfaction, 4)co worker satisfaction, 5)satisfaction with work it self. robbins & judges (2022) mentions several reactions from employees who do not have job satisfaction, namely: 1) exit, if the employee is not satisfied with his job then he will decide to leave the organization and look for a new position or resign. 2) voice, if the employee is dissatisfied with his job but he tries actively and constructively to improve conditions, including suggesting improvements, discussing various problems with superiors, and carrying out various trade union activities. 3) loyalty, showing employee loyalty to the organization even in passive but optimistic ways waiting for conditions to improve, including international journal of human capital management, vol. 7 (1), june 2023 162 | p a g e defending the organization when faced with external threats and trusting the organization/management to do what is right. (4) neglect, when employees passively allow things to get worse, including persistent absences or tardiness, lack of effort, and increased error rates. employee engagement overview ulrich in schaufeli (2014) reveals two things: first, organizational human capital is becoming increasingly important due to the demands of more things to do with fewer employees. so, the organization's treatment of employees is becoming more important than ever before. second, modern organizations need employees who are able and willing to invest in their work psychologically. it is no wonder that companies have become interested in ee at a time of great change in the world of work (w. schaufeli, 2014). ee is an important contributor to employee retention, customer retention and satisfaction, and performance (schiemann, 2012). this implies that ee is one of the factors that support the creation of effectiveness and optimal performance in an organization. according to schaufeli (2013, p. 1) (2013, p.1) it is said that: "employee engagement" and "work engagement" are typically used interchangeably." it can be said that the terms ee or work engagement are typically interchangeable. work engagement is a condition where an individual feels happy, motivated, fulfilled, and feels positive about things related to their work ((bakker et al., 2011). engaged employees carry out their work with passion and energy (kahn and heaphy, 2013). based on more than 50 years of ee research, gallup has learned that engaged employees lead to better company performance than other less engaged employees and occur across industries, all company sizes and all nationalities and in good and bad economic conditions.(gallup consulting modif, 2020). referring to gallup's "state of the american manager" report in 2015 found that only 30% of us workers are engaged in their jobs, and 13% globally (clinton, 2016). by 2020 according to gallup to 36% of u.s. employees are engaged in their jobs and workplaces and 20% globally (j. harter, 2021). a study conducted by dale carnegie indonesia in 2016 stated that out of 160 million workforce in indonesia (bps data in 2016) who are fully engaged 27%, partially engaged 59%, disengaged 9% (carnegie, 2018). qualitatively it is important to identify the most common antecedents of what ee means. the most prominent antecedents in the literature, in no particular order, are as follows: (1) discretionary effort, (2) job satisfaction, (3) employee well-being, (4) trust in the organization, (5) organizational commitment, (6) turnover intention and (7) organizational support (v. gupta and agarwal, 2018). gupta and agarwal, 2018; bailey et al., 2017; brunetto et al., 2012; rich et al., 2010; saks, 2006). engaged employees believe and support the organization's goals, have a sense of belonging, feel proud of the organization where they work and have a desire to develop and stay in the organization (arnold b. bakker & leiter, 2010). w.b. schaufeli (2013) defines engagement as a positive motivational condition associated with work characterized by vigor, dedication, and absorption. the definitions of the components of work engagement are as follows: vigor is characterized by high levels of energy and mental endurance at work, a willingness to invest effort in one's work, and perseverance even in the face of adversity. dedication refers to a strong attachment in one's work and experiencing a sense of importance, enthusiasm, inspiration, pride, and challenge. finally, absorption is characterized by being fully concentrated and engrossed in one's work, where time passes quickly and one has difficulty disengaging from work (w. b. schaufeli, 2013). a practitioner's view of the concept of engagement is put forward by gallup (2004), that engaged employees will work with passion and feel a deep connection with the company they work for, they drive innovation and drive organizational progress. the characteristics of employees who show engagement will work with extra effort and more than what is expected. vance in schiemann (2012a) states that engagement is the willingness of employees to work hard, be wholeheartedly bound to do the tasks specified and perform voluntary actions and only show a little behavior that is not liked by the company. employees who have high engagement will work more passionately, energetically, and exert more effort. the above statement implies that individuals who have attachment are individuals who are motivated to do international journal of human capital management, vol. 7 (1), june 2023 163 | p a g e positive things. attachment is something that employees offer and cannot be 'required' as part of the employment contract or goal-setting process (bridger, 2018). relevan researchs 1. work environment and employee engagement when management adopts progressive hr policies that provide a more attractive, supportive and rewarding work environment, in accordance with social exchange theory, workers will respond with increased levels of attachment to the organization and their jobs and thus achieve higher levels of performance. therefore, both the organization and its employees will benefit from the concept of "mutual gains" (armstrong and taylor, 2020). improving employee well-being will help improve the quality of the work environment, encompassing how people are treated at work and in areas such as health and safety, working conditions, stress reduction, bullying and harassment (armstrong and taylor, 2020). a set of work environment properties, perceived directly or indirectly by employees, that are considered a major force in influencing employee behavior. improving organizational engagement through the work environment means developing a culture that encourages a positive attitude to work, increases interest and joy in the work people do, reduces stress, recognizes the importance of social interaction and, most importantly, pays attention to employee well-being (armstrong and taylor, 2020). research by mohd et al. (2016) on telecommunication companies stated that work environment is the most influential factor on work engagement. the results of research limited to private banks operating in bhubaneswar by bidya & pravat (2019) stated that the work environment and selfevaluation at work have a positive effect on employee engagement. these findings provide useful insights and suggestions for the management in private banks to gain knowledge about developing an employee engagement approach among their employees by adopting a better environment in the organization as well as implementing hr practices related to employee morale and workplace selfevaluation. based on the previous description, it should be suspected that there is a direct influence of work environment on employee engagement. 2. work environment and job satisfaction job satisfaction is one of the criteria for establishing a healthy organizational structure in the organization (kaya, 1995). job satisfaction is one of the criteria for establishing a healthy organizational structure in the organization. job satisfaction has become the pillar on which employee performance depends. the most important goal among others of an organization is to exhaust the possibility of getting the best employee performance to achieve the set goals. (bauer dan erdogan, 2001). according to taheri et al., (2020), impact of working environment on job satisfaction work are provided by supporting component which mentioned here: 1. physical working environmentand with the supporting components are office decoration, desk position and sanitation and others 2. social working environment with the supporting component are relationship coworker and relationship with supervisor 3. seured working environment with the supporting componentare job security working environment financial working environment with the the supporting component are wage rate, motivation facilities, appreciation, logistic support. taheri et al., (2020) taheri et al., (2020) stated that, without being supported by adequate facilities, the organization cannot run smoothly, while the work environment is a major issue concerning employees, it is concluded that attention needs to be paid to the work environment to achieve better job satisfaction. the results of research by raziq & maulabakhsh (2015) show a positive relationship between the work environment and employee job satisfaction and conclude with some international journal of human capital management, vol. 7 (1), june 2023 164 | p a g e brief prospects that businesses need to realize the importance of a good work environment to maximize job satisfaction levels. the most significant empirical evidence that shows the deteriorating working conditions of an organization is related to low levels of job satisfaction (kaya, 1995; kafui agbozo, 2017).. shalley et al., (2000) from the results of their research indicate that the presence of a work environment that encourages the creativity that the job requires will have a positive effect on job satisfaction and a negative effect on the intention to change jobs, in other words, higher job satisfaction and lower intention to leave are found for individuals whose work environment complements the creative requirements of their job. research by kafui agbozo (2017) on the bank industry in ghana concluded that the work environment has a significant effect on employee satisfaction and emphasized the need for management to improve the work environment of employees to increase productivity. research by imran hunjra et al. (2010). in the pakistani bank industry concluded a positive and significant relationship between job satisfaction and work environment practices. based on the previous description, it should be suspected that there is a direct influence of the work environment on job satisfaction. 3. job satisfaction and employee engagement harter et al., (2002) from his research said that employee engagement is influenced by individual satisfaction and highlighted the relationship between employee engagement and job satisfaction and concluded that employee satisfaction and engagement are related to business performance which is an important factor for many organizations and that this correlation is common to companies. employee engagement can be considered as a two-way relationship: on the one hand, the organization is responsible for expressing concern in the sense of obtaining employee engagement, and on the other hand, in response to this attitude, employees can decide the level of engagement they want to offer to the employer (marin, 2021). according to lu et al., (2016), employee engagement is an individual dimension, and job satisfaction is the result of this dimension. karanika-murray et al. (2015), according to karanika murray et al., (2015), that employees who are strongly and positively engaged with their work and show energy and dedication to their work, will have satisfaction with their jobs. rayton dan yalabik (2014) shows that job satisfaction mediates the relationship between psychological contract breach and employee engagement, indicating that engagement occurs when there is a feeling in the employee that the organization fulfills all its obligations and simultaneously the employee achieves job satisfaction. garg concluded that job satisfaction is the main driver of work engagement.(garg et al., 2018). according to the results of ali & farooqi (2014) ali & farooqi's (2014) research in pakistan revealed that job satisfaction has a significant effect on employee engagement. the results of research by ngwenya and pelser (2020) in the manufacturing sector in zimbabwe show that job satisfaction has a positive effect on employee performance and employee engagement. the results of research (vorina et al., 2017) in the public and non-public sectors in slovenia confirm that the relationship between employee engagement and job satisfaction is positive and statistically significant. based on the previous description, it is reasonable to assume that job satisfaction has a positive direct effect on job engagement. 4. relation of work environment to employee engagement and job satisfaction mediation some evidence from by previous research mention that there issignificant effect to work environment, job satisfaction, and employee performance banking, educational institutions, and telecommunication industries in pakistan proved the significant influence of work environment on employee job satisfaction. managers recognize the work environment is very important to raise the level of job satisfaction. (raziq dan maulabakhsh, 2015). jain dan kaur (2014); muguongo et international journal of human capital management, vol. 7 (1), june 2023 165 | p a g e al., (2015) found a significant relationship between work environment and job satisfaction. research results by idris et al., (2020) shows that job satisfaction has an impact on the work environment and employee performance. it also affects employee performance positively and significantly. thus, job satisfaction can directly or indirectly mediate the relationship between work environment and employee performance. the results of this study include showing that work environment and job satisfaction have a positive and significant effect on employee engagement of bukittinggi city government. mediation analysis reveals the important role of job satisfaction in mediating the relationship between work environment and turnover intention, and this underscores the role of a supportive work environment, increased employee engagement and satisfaction as important antecedents in minimizing turnover intention (andriani et al., 2023).. based on the previous description, it should be suspected that implicitly job satisfaction has a role as a mediator of job attachment. methodology 1. hypotheses we formulated four hypotheses to test the relations between these three contruct work environment, job satisfaction, and employee engagement. the hypotheses that tested mentioned in the model in figure 1) below. h1: work environment positively related to job satisfaction. h2: work environment positively related to employee engagement. h3: job satisfaction is positively related to employee engagement. h4: job satisfaction is mediate work environment to employee engagement. results and discussion figure 1: conceptual model withh the hypotheses (source: authors) 2. instruments all of the instruments in three variabel were measured on a five-item scale. we used a fivepoint scale of likert ranging from 1 (very disagree) to 5 (very agree). employee engagement was measured on a five item scale based on uwes (w. b. schaufeli et al., 2006) the coefficient of reliability 𝛼 = was 0.960,. job satisfaction was measured by using a five item scale developed by nasser and cobined with ramalho luz (nasser, 2011; ramalho luz et al., 2018). the coefficient of reliability α = 0.962,. work environment was measured on a five item scale based on various source (agbozo et al., 2017; briner, 2000; kamanja et al., 2019b; oludeyi, 2015). the coefficient of reliability α = international journal of human capital management, vol. 7 (1), june 2023 166 | p a g e was 0968, respectively. to obtain data, we designed an online questionnaire, which was sent via e-mail in february until april 2023. we have used convenience sampling, where people who were lower level rangking position distribute by hrd survey.aplication that we used to process and analyze data, we have used ibm spssand ibm amos statistics 24.. descriptive statistics are presented in table 1. table 1: means and standard deviations of construct elements construct mean sd work environment 3,058 0,773 job satisfaction 3,691 0,816 employee engagement 3,859 0,674 3. research setting and participants the questionnaires was responsed by a total of 893 banking employees at level 5, 6, 7 office rank, were men 503 (56%) were women 390 (44%). based on marital status of respondents: 785 (77%). were married, 208 (23%) were single. we have also asked about the number of children where 137 (15%) had none, 238 (27%) had one child, 230 (26%) had two children, 80 (9%) had more than two children. according to the working period of respondent, where 339 (38%) has been less than 5 years, 253 (28%) has between 5 to 10 years, 201 (23%) has between 10 to 15 years, 47 (5%) has between 15 to 20 years, 53 (6%) has been more than 20 years. bases on the educational respondents background : 4 (0.45%) had in senior high school, 74 (8%) diploma, 782 (88%) undegraduate, 33 (4%) had a m.sc. or mba. according to position office rank 5 are 96 (11%), were office rank 6 are 473 (53%), were office rank 7 are 324 (36%). according to the age of respondent, where 285(32%) less than 30 years old, 478 (54%) between 30 to 40 years old, 110 (12%) between 40 to 50 years old, 19 (2%) between 50 to 60 years old. result and discussion the indirect effect of x1 on y is .347. that is, due to the indirect effect of x1 on y, when x1 goes up by 1, y goes up by 0.347. this is in addition to any direct effect that x1 may have on y. for further discussion of direct, indirect and total effects, see ghozali(2014). tabel 1. standarized direct effects x1 x2 y x2 0.670 y 0.320 0.520 tabel 2. standardized indirect effects x1 x2 y x2 - y 0.347 software package ibm amos allows us to testing our sem (ghozali, 2014). the standardized solutions and loading factor for the hypotheses tested in the model are presented in figure 2. international journal of human capital management, vol. 7 (1), june 2023 167 | p a g e figure 2: the standardized estimation and loading factord (source: authors) standardised estimation weights between work environment, job satisfaction, and employee engagement and mediation between work environment and employee engagement by job satisfaction. the use of sem based on the standardized estimation confirm positive and statistically significant relations between work environment and job satisfaction, between work environment and between job satisfaction and employee engagement, whereas the mediation by job satisfaction of work environment to employee engagement are statistically significant. based on the standardized solutions there are four relations are positive and significant and we can therefore confirm h1, h2 and h3. godness of fit indices for the model are as shown: cmin/df=0.704, rmsea=0.000, gfi=0.979, cfi=1.000, ifi=1.002. this means that the whole model are statisticaly significance by p-value=0.000. we intended to focus on job satisfaction as mediator of work environment to employee engagement in banking employee which is not yet research by others before and the indirect effect of work environment to employee engagement mediate by job satisfaction is 0.347 as mention tabel 2. tebel 3. mediation test using sobel test discussion the correlation results show that js and ee are positively related, and js playing as mediator role for ee (malhotra & jain, 2015; tepayakul & rinthaisong, 2018). a healthy we where individuals feel comfortable and valued, both as employees and as individuals with personal lives is important for employee. in previous research we have not been able to find studies that specifically discuss onstruct of js mediate r we and ee . we have examined the relationship between we , js, ee and the role of js as a mediator for we and ee . this research is based on empirical evidence. international journal of human capital management, vol. 7 (1), june 2023 168 | p a g e conclusion from the result we can conclude that a higher level of we has a positive effect on js (h1) and js is positively related to ee . (h2), and js is positively related to ee . the three hypotheses above strengthen or are in line with the results of previous research. the results of research on the mediating role of js in the relationship between we to ee can be confirmed to be positive and significant. most of the research focuses on three constructs, namely js, we and ee, the mean while we are not considering another determinant, as we do not include mentioning demographic variables, that we propose to consider for next research. the results of our research, however, bring up something new which brings the important impact of the role of js on the we and ee. the practical contribution of this research is also a deep insight into the relationships between the studied constructs. this paper has practical implications for hr professionals and heads of work organizations, as it emphasizes the important impact of the we on js. references agbozo, g. k., owusu, i. s., hoedoafia, m. a., & atakorah, y. b. 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(2012). a review of job satisfaction. asian social science, 9(1), 293–298. https://doi.org/10.5539/ass.v9n1p293 international journal of human capital management e-issn 2580-9164 vol. 1, no.2 , desember 2017, p136-145 available online at http://journal.unj.ac.id/unj/index.php/ijhcm 136 copyright © 2017, pps unj publisher evaluation of bureaucracy reform program at state personnelagency ramli effendi idrisnaibaho state university of jakarta rein140153@yahoo.com abstract the objective of this research is to evaluate the bureaucracy reform program at state personnel agency. the evaluation focused on five stages, namely design, installation, process, product and benefit. qualitative approach used in this research with using discrepansy evaluation model design. data collecting with in-depth interview, orbservation and documantation study. interview data analyzed quantitatively through data reduction, data display, and conclussion drawing. the evaluation results toward the bureaucratic reform program at state personnel agency shows: (1) the program has been well defined which is indicated by an explanation of the urgency aspect, has clear goals and objectives, and equipped with key success indicator, (2) the program has been well designed including the formulation of implementation guidelines, resource preparation, work programs, and evaluation and monitoring, (3) implementation of eight areas of changes which cover organizational structuring, structuring of governance managemnt system, structuring of human resources management system, harmonization of legislation, strengthening of supervision, strengthening of performance accountability, public services, mindset and work culture is good. however, has’t shown the ideal conditions if associated with position of state personnel agency as a pioneer and role model for the ministries or other institutions in the implementation of bureaucratic reform program, (4) the bureaucratic reform program has given positive results in the improvement of the quality of clean bureaucracy and free of corruption, collusion and nepotism, the quality of public services, and the capacity and performance accountability, and (5) the bureaucratic reform programs can provide positive benefits in improving bureaucratic governance, enhance the positive image and improve the apparatus job performance. therefore, state personnel agency needed to improve the implementation of bureaucracy reform program continuously in order to achieved the optimal results keywords: program evaluation, and bureaucracy reform, discrepancies evaluation model the current state of the bureaucracy shows many problems that hamper the nation's progress. the indication is that there are still corruption in various government bureaucratic institutions, so that in 2015 indonesia corruption perception index (cpi) score is 36 on a scale of 0-100 and ranks 88th out of 168 countries. another indication is that the problem of bad public services in indonesia as reflected in the report of the republic of indonesia (ori) mission in 2013 received 4,359 public reports related to the deviation of public services, an increase of 97.33 percent from 2012. the 2012 survey of the ior also shows public services in 18 ministries are still bad.survey public sector integrity 2013 by kpk also shows the average value of the national integrity index is 6.80. the condition of government bureaucracy that has not fulfilled public expectation demands reforms, so the government issues presidential regulation no. 81/2010 concerning the grand design of bureaucracy reform followed up by the regulation of the state minister of administrative reform and bureaucracy reform number 20 year 2010 on road map reform bureaucracy 20102014. the desired changes cover 8 areas, namely organizational structuring, management arrangement, structuring human resource management system apparatus, harmonization of legislation, supervision, accountability, public service, mindset and work culture. mailto:rein140153@yahoo.com international journal of human capital management, vol. 1 (2), desember 2017 137 one of the government institutions that has run an intensive bureaucratic reform program is bkn. the implementation of bureaucratic reform in bkn is expected to improve its performance in accordance with its main task and function so as to contribute to the development of the nation maximally. bkn is required to be a pioneer and role model for other ministries / government agencies in implementing bureaucratic reform. reformasi or reorganization is often understood as a political motive to encourage state independence, anti-corruption, elite consolidation, economic market expansion, accommodation of foreign interests, and the expansion of military and civilian elite power (farazmand, 2002: 2). reform is needed because the bureaucracy that has been connoted with a bad thing, so it should not exist in a perfect world (mises, 2007: 1). pressure to reform the bureaucracy also arises from the desire to realize a more democratic governance, thus requiring effective, transparent, accountable and participatory bureaucracy (dwiyanto, 2011: 137). while peters (2001: 349) mentions at least four things that encourage the need for reform in government institutions, namely, market demands, participation, deregulation, demands for a flexible government. sedarmayanti (2013: 67) explains that bureaucratic reform is a process of systematic, integrated and comprehensive effort, aimed at realizing good governance. in khan's view (2002: 741), bureaucratic reform means effort directed to major changes within a country's bureaucratic system intended to transform existing practices, establishing new practices, behaviors and structures within them. reforms also relate to organizational transformation. in this regard, osborne and plastrik (2001: 12) argue that a fundamental transformation of government and organizational systems is to create dramatic growth in effectiveness, efficiency, adaptability, and innovation capacity. this transformation can be achieved by changing goals, incentives, responsibilities, power structures, and cultures. in addition, reform is a concept closely related to organizational change. this is because reforms are always followed by changes within the organization to adapt to the demands and goals set in the goals of reform. related to this, mills, dye and mills (2009: 4) explain that organizational change is a change in core aspects of organizational operations, such as structure, technology, culture, leadership, goals or personnel of the organization. the process of change in an organizational environment takes place in several stages. kurt lewins as quoted by mills, dye and mills (2009: 47) explained there are three stages of change in the organization. first, unfreezing, members of the organization must have a feeling of need for change and are usually manifested through confrontation or education, so it must be clear that the old ways are no longer acceptable. second, change, a stage in which real change takes place and the organization moves toward the desired conditions. third, refreezing, changes are strengthened and supported to ensure the organization's systems are consistent with changes. in order to know the effectiveness of the bureaucratic reform program, it is important to evaluate the program. program evaluation according to royse, thyer, and padgett (2010: 12) is an application research used as a managerial process. newcomer, hatry, and wholey (2010: 5) also explain that program evaluation means systematic application of the method to ask questions about implementation and program outcomes. while vedung (2009: 11) reveals that program evaluation is the application of systematic research methods to assess the design, implementation and effectiveness of the program. there are many models that can be used to evaluate the program, one of which is the discrepancy evaluation model (dem) developed by malcolm m. provus (1971). according to wadsworth (2011: 53) gap evaluation is used to identify the gap between the actual performance of the program and standard program, which is derived from the program's ideal value. pusus (1971: 99) shows that dem evaluation has five stages. first, design the detailed description of the program as perceived by the program implementer. second, instalation, the program design is used as a standard to consider the operational steps of the program. third, the process, focused on how to obtain data about the progress of the program participants, and determine whether the behavior international journal of human capital management, vol. 1 (2), desember 2017 138 changes as expected. fourth, product; evaluation is done to determine whether the final goal of the program is achieved. fifth, the comparation program; this stage is an ospsional stage closely related to cost-benefit analysis. up to the end of the first five year objective, there has been no systematic and comprehensive evaluation of the implementation of bureaucratic reform. this research seeks to evaluate the implementation of bureaucratic reform in bkn which is focused on design aspects, installation, implementation, product and benefit of bureaucratic reform program. method this research uses qualitative approach with descriptive method. the research design using the evaluation of the program and the evaluation model chosen is the discrepancy evaluation model, which is to compare the criteria with the performance of program implementation. data collection using in-depth interviews, observation and documentation studies. in-depth interviews were conducted with key informants and officials at the bkn. data analysis is done qualitatively through data reduction stage, data presentation, and conclusion. data processing uses coding and data validity with source triangulation. result evaluation of the bureaucratic reform program at bkn for each stage shows the following results: design of bkn reform program the formulation of bureaucratic reform program has been well defined which is indicated by the explanation of the urgency aspect, has clear goals and objectives, and is equipped with a measure of success for evaluation of program success. the underlying urgency is mainly the problem of collusion, corruption and nepotism (kkn) that has not been resolved properly, the low accountability of state financial management, the low quality of public services, the lack of ease in conducting business or business because of licensing practices, capacity and accountability conditions the performance of the bureaucracy is still low. the main objective of bureaucracy reform is mainly to create a professional government bureaucracy with adaptive, integrity, high performance, clean and kkn-free character, able to serve the public, neutral, prosperous, dedicated, and uphold the basic values and ethical code of the state apparatus. the objectives are to combat corruption, increase public services, and improve the performance of government bureaucracy. bkn also has a declared success measure such as corruption perceptions index (ipk), bpk opinion, integrity of public services, ease of business, government effectiveness, and government agency accountability. installation of bkn reform program the bureaucratic reform program at bkn has been well designed, including the formulation of implementation guidelines, resource preparation, programming, evaluation and monitoring. in the planning stage has been prepared implementation guidelines as a reference to implement the bureaucratic reform program. in the program planning has also been prepared adequate resources include human resources, budget and facilities. a number of work programs are also prepared to implement bureaucracy reform program in bkn, covering organizational structuring, governance arrangement of government management system, structuring of human resource management system, harmonization of legislation, strengthening of supervision, performance accountability, public service, and mindset and the work culture of the apparatus. monitoring and evaluation also prepared its approach with observation and desk monitoring. implementation of bkn reform program the results of the evaluation on the implementation of the bureaucratic reform program in each change area are as follows: international journal of human capital management, vol. 1 (2), desember 2017 139 first, the arrangement of the organization is done well by bkn by seeking the accuracy of function and size that is through the workload analysis activities, making job descriptions, and making job map. things that still need to be the attention of the structure-saving and rich functions with a more sloping organizational structure in the form of matrix and the suitability of the number of employees in each work unit, competence, and also employee loyalty. bkn also strengthens institutional capacity by strengthening teamwork, coordination, development of efficient organizational structure, institutionalization of work culture, budget capacity building, capacity building of facilities and infrastructure, and implementation of standard operating procedures in governance, although in practice it is felt less to the work unit bottom and has not been done continuously. second, the management of governance system management has been done well by optimizing the use of information technology and effectiveness and efficiency of government management. the use of information technology is shown by the use of the website to manage and convey information to the public, such as e-procurement, sapk, delivery, e-pupns, human resource management information system (simpeg), e-catalog, e-purchasing, application sirup. effectiveness and efficiency of government management is implemented by applying management principles that include planning, leadership, supervision, and evaluation. planning is done by reorganizing and developing strategic plan, leadership with participative approach and serving, preventive and repressive supervision and utilizing information technology and electronic device, and evaluation is done by studying and changing the organizational structure in accordance with organizational structure and working procedures, conducting job evaluation, evaluation sops, and evaluation of personnel regulations. however, there is still a lack of monitoring of the implementation of sops up to the bottom and not sustainable. third, the structuring of human resource management system has been done well enough covering selection and recruitment activities, employee development, career development, performance appraisal, and reward system. selection and recruitment process refers to needs, done transparently and objectively, and assigns new employees in the right position. employee development with training on a scale, rotation of positions, and providing educational scholarships. career development arrangement is done by career mapping, job rotation and regeneration, providing career guidance, and supported by transparent promotion promotion. performance appraisal in bkn has been implemented objectively, providing feedback, and using clear performance indicators. the reward system refers to internal and external justice done with job grading, based on employee performance, and attendance rate. aspects that are still felt less is the evaluation of the test exam whether it is appropriate or appropriate with the place of duty and internal reward system is still not measured based on individual performance performance based on skp. fourth, bkn has made various efforts to harmonize the legislation, so as to create a regulation legislation that is orderly, non-overlapping and conducive. pengertiban conducted with regular evaluation of legislation in accordance with the dynamics and demands of the community, make the system of controlling the preparation of legislation involving relevant agencies, and conduct regulatory impact assessment (ria). fifth, the strengthening of supervision in bkn is done by applying internal control and optimizing the role of government internal control apparatus. internal supervision by establishing supervisory cooperation with other institutions such as bpkp, bpk, kemenpan& rb, kpk, ombudsman, lsn, and police. the intemalization of internal government supervision is done by trying to utilize the internal control apparatus to improve the obedience in the execution of task and function by conducting periodic monitoring , consistent in implementing regulations, setting iso quality service standards, and making sops reviewed periodically. in order to ensure the implementation of the procurement of goods and services in accordance with the established principles, e-procurement, e-traveling, e-catalog, e-purchasing, and sirup applications are also international journal of human capital management, vol. 1 (2), desember 2017 140 supported by the establishment of procurement services unit (ulp) and cooperating with lpse ministry of finance and lkpp. sixth, bkn has prepared the formulation of performance documents such as government institution performance report (lakip) and has implemented a performance management system in order to improve performance accountability. in terms of performance management bkn implements performance contracts for employees, and conducts activities aimed at improving employee motivation, establishing standard operating procedures (sops), implementing electronic attendance systems, performance information systems of government apparatus, evaluating plans, execution and performance performance on a regular basis, and develop performance indicators pegawaidalam form of employee performance objectives (skp). seventh, bkn in the framework of bureaucratic reform has tried to improve public services related to the dimensions of reliability, responsiveness, assurance, empathy as well as physical evidence or service facilities. the various efforts undertaken by the bkn in improving the quality of public services provide satisfactory results when viewed from the public satisfaction index and the number of standardized services. eighth, bkn has encouraged the creation of mindset and positive work culture in bkn environment. efforts to build a positive mindset are done by encouraging the creativity of employees, encouraging initiatives and cultivating systems thinking. creativity and initiative are encouraged by rewarding outstanding employees, creating a conducive working atmosphere, developing dialogue, openness to criticism, engaging in technology, education and training , motivational efforts of leaders, involving in activities outside the office, and build a conducive relationship with superiors. thinking system is endeavored by encouraging employees to have an institutional mindset, involving seminar and mindset education, as well as guidance and exemplary leadership.budayakerja done by inculcate and internalize the spirit of hard work, persistence, never give up, uphold the code of ethics, integrity, independence, responsibility , and discipline. achievements of bkn reform program the implementation of bureaucratic reform in bkn can give positive result in increasing the quality of bureaucracy from clean and free selection and promotion of corruption, service quality, and capacity and performance accountability of bkn. the work practices in bkn become more transparent with the information technology base so as to minimize the occurrence of misuse. the results of public services can be seen from service to stakeholders to be more qualified including the dimensions of physical evidence, reliability, responsiveness, assurance, and empathy, and supported by the increasing number of standardized services and high community satisfaction index. while related to results related to capacity and accountability can be seen from improving institutional capacity such as teamwork, coordination among work units of efficient organizational structure development, institutionalization of work culture, budget capacity building, capacity building of facilities and infrastructure, and implementation of standard operating procedures and preparation qualified lakip as indicated by the timeliness and good predicate. benefits of bkn reform program implementation of bureaucratic reform program in bkn is considered to provide positive benefits for bkn in improving bureaucratic governance, increasing public trust, improving bkn positive image and improving apparatus performance. with the reform of the bureaucracy to make the organization of the organization more transparent, effective and efficient, accountable, and better law enforcement so that further can create better bureaucratic governance, enhance trust and positive image bkn. in the process of bureaucratic reform bkn also conducts activities to improve the skills and competence of employees who can give positive contribution to the increasing performance of apparatus in bkn environment. international journal of human capital management, vol. 1 (2), desember 2017 141 discussion this research has evaluated the bureaucracy reform program by using dem approach which includes the defining, installing, implementing, achievement, and benefit of the program. at the defining stage, it is generally known that the reform program has been well defined, ranging from the elaboration of urgency, objectives and targets, to defining success measures. urgency that is mentioned mainly is the level of corruption, collusion and nepotism and the low quality of bureaucratic service in indonesia. the practice of kkn and the low quality of service is a rational reason if taken into consideration to formulate the bureaucratic reform program. this is because kkn is an act that causes the government ineffective and loses competitiveness. karmi cited sina (2008: 1) also shows four adverse effects of corruption behavior, namely the destruction of the system of public order, resulted in the largesse of the people, and the economic destruction of the country. thus it is necessary that the program is able to prevent and overcome the actions of kkn, and the presence of bureaucratic reform programs, among others, is also intended to clean up the practice of corruption in government bureaucracy. the definition of the program is also related to the program objectives. evaluation results show that bureaucracy reform program has been accompanied with purpose. the goal is conceptually interpreted by locke et al. cited colquitt, lepine and wesson (2015: 176) is an act and in particular refers to the achievement of certain proficiency standards and is often limited by a certain time. the objective of bureaucratic reform program as stated in presidential regulation no. 81/2010 is to create professional government bureaucracy with adaptive characteristic, integrity, high performance, clean and free of kkn, able to serve the public, neutral, prosperous, dedicated, and uphold the basic values and code of ethics of state apparatus. the definition of the program also concerns the program objectives. evaluation results show that bureaucracy reform program has been accompanied by target. especially for the first five-year period of bureaucracy reform program the targets are: (1) the establishment of clean and corruptionfree government, (2) improving the quality of public services, and (3) enhancing the capacity and accountability of bureaucratic performance. in the second five years of implementing the first peride results, and continuing efforts that have not been achieved on various strategic components of government bureaucracy in the previous period. and the third five-year goal is to reform the bureaucracy through continuous bureaucratic capacity building to become a world-class government. this confirms that the bureaucracy reform program has a clear target in the design of the program. the next aspect with regard to defining the program is a measure of success. a measure of success refers to the measure used to assess whether a defined goal or program is successful. success indicators may be related to the process and may also be directly related to the outcome (muhaimin, suti'ah and prabowo, 2009: 350). the results of the evaluation confirm that bureaucratic reform of bureaucracy in its design has been accompanied by a measurable measure of program success with reference to program targets. at the installation stage of the program, this study shows several important aspects related to the installation of the program such as implementation guidance, resources, work program, monitoring and evaluation, well planned.bkn already has clear program implementation guidelines as described in the regulation of head of personnel board state number 16 year 2016 on road map reform bureaucracy personnel country persisai 2015-2019 which contains action plan or action that will be done bkn related to bureaucracy reform agenda at bkn. this indicates that bkn has good preparation in order to implement the bureaucratic reform program, because it has prepared specifically the guidelines for implementing bureaucratic reform. in the installation phase of the program, it is also necessary preparation of adequate resources to implement the program. this resource has a very important role, because it will determine the program is running or not. resources that need to be prepared especially human resources, facility resources, and budget resources. especially human resources factor, then its role is very strategic because that has function in optimizing other resources, so must be prepared carefully. international journal of human capital management, vol. 1 (2), desember 2017 142 in the context of policy implementation, edward iii cited agustino (2006: 158) argued that the frequent failures in policy implementation are among others due to inadequate, inadequate, and incompetent staff / employees. resources in the form of facilities are also needed to support the success of the program and its existence is also important, as explained by edward iii in agustino (2006: 158) that the facility is an important factor in the implementation of the policy, because in the absence of facilities and infrastructure, the implementation of the policy will not succeed. similarly, the budget factor also plays an important role, because without the budget, a program also will not be implemented properly. installation of the program has also established work programs, which include organizational structuring, governance management system governance arrangements, structuring human resource management systems, harmonization of legislation, strengthening oversight, performance accountability, public services, and the mindset and work culture of the apparatus. but that still needs to be criticized the work program is too broad, causing the implementation of the program to be not focused. if examined more deeply, performance accountability programs, public services, mindset and work culture apparatus should not be included in the work program or area of change, so that the bureaucracy reform program focus on 5 work programs, namely organizational structuring, governance arrangement governance system governance , structuring human resource management system, harmonization of legislation, strengthening supervision. that is because the aspects of performance accountability, public service, mindset and work culture apparatus is a product of other work programs. if the work program of organizational structuring, governance management system governance arrangement, structuring of human resource management system, harmonization of regulation law, and strengthening of supervision goes well, it will automatically result in good performance accountability, satisfactory public service, and pattern thought and positive work culture. in the intalasiprogram stage has also prepared an approach to conduct evaluation and monitoring. evaluation and monitoring activities should also be well prepared as they are urgently needed to ensure that program implementation proceeds as planned. the results of the evaluation show that the approach used is observation and desk monitoring through leadership meetings and work meetings. evaluation results at the stage of the process or implementation indicate that bkn has run 8 areas into the work program. in the area of organizational change changes indicate that in general it has been done well that is directed to realize the right bkn function and increase institutional capacity. in the governance arrangement of government management system shows generally been done well by optimizing the use of information technology and effectiveness and efficiency of government management. in the structuring of human resource management system has been done well which includes selection and recruitment activities, employee development, career development, performance appraisal, and reward system. harmonization of legislation is done by aligning legislation by means of periodic evaluations to fit the dynamics and demands of the community. strengthening oversight is implemented by internal control and optimizing the role of government internal oversight officers as qualityassurance and consulting. performance accountability is accomplished by the preparation of performance-setting documents such as the government institution performance report and has implemented a performance management system. public service delivery is performed both on the dimensions of reliability, responsiveness, assurance, empathy and physical evidence. the change of mindset and work culture of the apparatus is done by encouraging employee creativity, initiative and cultivating system thinking, as well as inculcating and internalizing the spirit of hard work, perseverance, unyielding, upholding code of ethics, integrity, independence, responsibility, and discipline. after being evaluated on the implementation of the program, then it goes to the stage of product or program achievement. the results of the evaluation show that bureaucracy reform program is able to make better quality of bureaucracy, which is marked by the absence of cases of international journal of human capital management, vol. 1 (2), desember 2017 143 corruption in bkn and financial reports that received the unqualified predicate during the period of 2009-2015. bureaucratic reforms that are considered capable of producing more quality bureaucratic management are certainly in harmony with what is the goal of bureaucratic reform itself. this is as stated sedarmayanti (2013: 75) that bureaucracy reform among others aims to realize clean bureaucracy, corruption-free, and nepotism. khan (2002: 74) related to this reveals that bureaucratic reform is an effort directed to major changes within a country's bureaucratic system intended to transform existing practices, establish new practices, behaviors and structures within them. such behaviors are corrupt behaviors that harm the state, and also the behavior of collusion and nepotism. reform must be able to change such behavior so as to build transparency and honesty in work. the implementation of bureaucratic reforms in bkn also resulted in better public services than before bureaucratic reforms, reflected in service quality dimensions of reliability, responsiveness, physical evidence, assurance and empathy, as well as increased standardized services and high community satisfaction index. public service is the second target in the bureaucratic reform program, so the implementation of bureaucratic reform in bkn also results in higher quality public services. the capacity and accountability of bkn's performance are bettered by bureaucratic reforms, indicated by the presence of functional accuracy, increased institutional capacity, and the quality of lakips in accordance with established standards. this is relevant to peters's (2001: 363) argument that one of the reasons for reform obtained the correct government structure through reorganization effort. from the result of the evaluation it is known that concerning the accuracy of function for nonhuman resources aspect, as seen in the number of work units, the work unit has the role of each function, and the alignment of tupoksi between work units has done well. while from the human resources side, it is revealed that still has a number of problems, such as the number of excess employees, the problem of competence, and also loyalty. in fact, hr is a fundamental factor that should be owned by every organization for an organization to grow and achieve success. still the occurrence of problems of personnel needs that are not distributed in a balanced manner can be caused by the planning needs of employees who are less good. similarly, loyalty as an important aspect of its role in influencing organizational success because it affects the performance of employees (bernardin, 2007: 13), as evidenced also in the research lee, tan, and javalgi (2010: 129) which shows the commitment to affect performance. institutional capacity is also an aspect of bureaucratic reform achievement, since effective and efficient organizations need strong institutional capacity support. milen in ratnasari, makmur, and ribawanto (2013: 105) describes capacity building as a continuous improvement process of individuals, organizations or institutions, not just once. the goal is to enable organizations to grow stronger in realizing goals and vision. the organizational structure applied in the bkn based on evaluation results is also considered to be efficient enough, but it still requires a simplification effort to adopt the sloping matrix form so that the command is faster downwards. the organizational structure plays an important role in building a strong government institution, as it forms the basis for the division of work to achieve organizational goals, because according to mcshane and von glinov (2010: 386) the organizational structure is related to the division of labor and poloagement, communication, workflow, and formal power that enables the organization. lakip is also an important measure to see the success of the bureaucratic reform program as a form of accountability for the performance of the government bureaucracy. lakip should be arranged in a timely manner and meet certain standards so as to get a minimum score of c. lakip is the final result or report from sakip. associated with the implementation of sakip, known in 2015 bkn obtained the value of cc (value 58.54), which means quite good. although not in accordance with the target desired by bkn itself is the value of a, but the achievement is still in accordance with the criteria set in the success indicator of bureaucratic reform program, the value of c. to achieve the target a of course still requires hard work, cc. international journal of human capital management, vol. 1 (2), desember 2017 144 based on the achievements of the implementation of the bureaucracy reform program, it can at least provide some benefits, namely bureaucratic governance, public trust, bureaucratic image, and apparatus performance. some of these benefits are in line with what was revealed by sedarmayanti (2013: 67) that bureaucracy reform is aimed at realizing good governance and as an effort to improve performance through effectiveness, efficiency and accountability. the results of evaluation in this research indicate that bureaucratic reform program implmentation in bkn is considered able to give positive benefit in improving bureaucratic governance, increase public trust, improve bkn positive image and improve apparatus performance. bureaucratic reforms are able to contribute positively to the establishment of good governance because it can not be separated from the efforts of bureaucratic reform that seeks to improve the management of bureaucracy in various aspects, ranging from organizational structuring, government management, legislation, to direct supervision of governance good governance. some principles related to good governance according to undp as quoted by baker (2016: 139) include effectiveness and efficiency, transparency, and accountability. peters (2001: 364) also explains that demands for bureaucratic reform are implemented to improve public sector transparency and accountability. osborn and plastrik (2001: 12) also reveal that a fundamental transformation of governance and organizational systems is to create dramatic growth in effectiveness, efficiency, adaptability, and innovative capacity. capain bureaucratic reforms are also useful in building public trust. bureaucracy reform is implemented, among others, to improve public services to be more qualified and eliminate the negative behavior of government apparatus such as corruption, corruption, collusion and nepotism (kkn) behavior, so that if successful it will have an impact on the increase of public confidence. an important role of bureaucratic reform in building public trust is proposed by dwiyanto (2001: 15), if public trust is well managed it can have an important role in improving public trust. the image of the organization will also increase with good performance on the implementation of bureaucratic reform. these benefits are also the same resulting from better public service changes and clean government bureaucratic practices of kkn. when both things can be realized properly through the efforts of bureaucratic reform, it will automatically also create a positive bureaucratic image. the improved performance of the apparatus is also a perceived benefit of bkn for the implementation of the bureaucratic reform program. this is certainly inseparable from the bureaucratic reform effort which focuses on managing human resource management systems, such as more intensive training, continuing higher education programs, and seminars aimed at improving the competence and prefession of the apparatus in environment bkn. to produce superior performance absolutely necessary competent and skilled personnel. it was as martin (2010: 47) states that competence as an individual ability directly affects superior performance. therefore, it can be understood if the efforts undertaken bkn so far in the development of human resources useful to improve the performance of the apparatus. conclusion the bureaucratic reform program at bkn has generally fulfilled a good program from the design phase to the benefits, although it is not yet in the optimum condition as expected by considering its position as role model for other government agencies / institutions. at the design stage the program has been well defined because it meets the urgency, has clear goals and objectives, and comes with a measure of success for the evaluation of program success. in the intalasi stage, the bureaucratic reform program has been complemented by guidelines for implementation, adequate resources, has a work program, and is equipped with a monitoring and evaluation plan of program implementation. implementation phase of all work programs has been well run including organizational structuring, government management, structuring human resource management system, synchronizing legislation, strengthening supervision, performance accountability, public service, mindset and work culture. implementation of bureaucratic reform in bkn gives the international journal of human capital management, vol. 1 (2), desember 2017 145 expected result which is expected to increase the quality of clean bureaucracy and free of kkn, increasing the quality of public service, and increasing capacity and accountability of bkn performance. this achievement ultimately gives positive things in improving the governance of bkn, public trust, bkn image and apparatus performance in bkn environment. based on the results of this evaluation, it is recommended that the implementation of bureaucratic reform in bkn should be continued with several important things, namely to optimize working groups in bkn to oversee the implementation of bureaucracy reformation in bkn, prioritizing reform on work program of human resource management that will give impact on other aspects, and strive for an organizational structure that meets the principle of saving a rich function structure. in addition, the implementation of the bureaucracy reform work program needs to be prioritized and carried out gradually so that the implementation of reform is more focused and focused. areas of change that can be prioritized are organizational structuring, management of government management, human resources, management systems and supervision. performance accountability, public service, mindset and work culture of the apparatus should not be included in the work program, as it is the impact of other areas of change. 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(2009).public policy and program evaluation.new jersey: transaction publishers. international journal of human capital management e-issn 2580-9164 vol. 1, no.2 , december2017, p 81-94 available online at http://journal.unj.ac.id/unj/index.php/ijhcm 81 copyright © 2017, pps unj publisher influence of competence, transformational leadership, social capital and performance on employee careers nia kusuma wardhani mercubuana university nia.wardhani77@gmail.com abstract every employee would expect a career enhancement in his job. there are many factors that affect employee careers. this study aims to examine the influence of competence, transformational leadership, social capital and performance to career employees of mercu buana university, is a quantitative research with path analysis method. this research was conducted at mercu buana university in west jakarta area, the research sample was 185 employees using simple random sampling method. associated with the performance of employees, the results showed that there is an influence of competence on performance, there is the influence of transformational leadership on performance, there is the influence of social capital on performance. in the case of employee career, the result of research indicate that there is influence of competence to career of employee, there is influence of employee career performance, there is influence of social capital to career of employee. the result of path analysis gives a structural equation y = 0,258x1 + 0,213x2 + 0,229x3 + 0,416x4 + 0,36. thus it can be explained that the most direct influence on employee career is a performance variable of 41.6%, while the competence variable of 25.8% and social capital variable of 22.9%. keywords:competence,transformational leadership, social capital, performance,careers as the organization grows and develops in the dynamics of globalization, the need for quality human resources increases. employee is a valuable asset for the university of mercu buana, so should be increased competence and productivity in order to perform well. in addition, it is necessary to support management to improve employee career. ivancevich and konopaske define human resource management as an organizational function that facilitates employees to achieve individual goals and organizational goals. dessler defines human resource management as a policy and practice that an employee requires through employee recruitment, selection / screening, training, rewards / rewards, and job appraisal. as an individual, employees are social beings who have a network of friends both internal and external organizations, this is the social capital owned by employees and has the potential to improve performance and career because it has a link to build communication and cooperation among employees who contribute in building the organization. success or failure of the organization to achieve its objectives is determined by the ability of the leadership to move the members of the organization. the ability and leadership skills to direct is an important factor in managers effectiveness. in striving the organization to achieve its goals with high work productivity, leaders motivate subordinates to improve coordination so that inter-unit cooperation is established by considering the effective aspects and work efficiency. transformational leadership is a leadership style applied at the university of mercu buana to quickly respond to change, oriented improvement in everything field, achievement and dynamic and flexible in the face of competition so that can grow rapidly improve the quality of service to its stakeholders in the era of globalization. this is evidenced by the accreditation of institutional institutions of higher education with the predicate a. based on the results of observations of researchers and interviews to employees, found problems in employee careers. employees also lack the information about career. sometimes even if there is an empty position, filled from the path of acceptance of new employees so that employees mailto:nia.wardhani77@gmail.com international journal of human capital management, vol. 1 (2), december2017 82 who have the potential and experience are not placed in that position. no employee rotation is applied periodically resulting in boredom and even job saturation because employees do the same job for long periods of time. while the training provided to employees tend to be internal only and the process of dissemination of training results in terms of knowledge and know how was not entirely running smoothly as expected. given that the importance of employee competence as an organizational asset, the role of the leader responsive to the dynamics of the organizational environment and employee social capital that can support employee performance it is appropriate that the organization gives attention to the employee's career so that employees are more motivated to work better.maka researchers want to research more far about the employee's career variables are influenced by the competence of employees, performance and social capital and how the influence of competence, leadership style transformational, and social capital of employees to their performance. thus can be determined independent variables in this study are competence, transformational leadership and social capital, while the dependent variable in this study is the performance and career of employees. 1. employee career (y) noe believes that those who succeed in careers are those who continue to perform well. the willingness to sacrifice for the company is also needed (such as accepting new tasks or moving to different areas). good oral and written communication skills, ease in interpersonal relationships, and talent for leadership are essential. cascio argues that the word career can be viewed from two different perspectives, among others from an objective and subjective perspective. viewed from an objective perspective, a career is a sequence of positions occupied by a person during his life, while from a subjective perspective, a career is a change in values, attitudes, and motivations that occur because someone becomes older. according to sutanto, there are three factors that are considered important for career success, among others, can put themselves in a precise condition, without sacrificing the principle of life; dare to face the risks and challenges with full responsibility; and able to communicate seamlessly with various parties. moeheriono explains the notion of a career is a process a person during work, there are ways and pathways to develop it. in general, qualified companies always strive to create a clear career ladder in accordance with the capacity, quality and dedication of employees for the contribution and excellent performance. a career is part of one's journey and purpose. according to tohardi, a career is the level of position (occupation) that had been held by someone during the person working in the organization or company. there are five factors that affect whether or not an employee's career, namely: attitude of boss and co-worker, experience, education, achievement and fate factors. bernardin dan russel (2013), berpendapat bahwa “career is an individually perceived sequence of attitudes and behaviours associated with work-related activities an experiences over the span of person’s life.” according to greenhaus, "a career is a pattern of work-related experiences and activities over the spen of the persons work life." career is a perception of attitudes and behavior regarding the order of positions or occupations occupied during one's working life, as a pattern of systematic progress and there is a pathway to develop it. career is a need that must be grown in an employee, so as to encourage his willingness to work. one's career can be developed through the interaction between individual abilities and organizational needs. this is done by creating conditions and career development opportunities as well as adjusting to the needs of the organization through personal mutations (rotation). international journal of human capital management, vol. 1 (2), december2017 83 according to ruky, career advancement is often the obsession of many people who work and often more into their minds than the leadership of the company / organization. career development is also the responsibility of both parties (organizational and employee management). those who have the vision and ambition to develop a career should always take the initiative and action that will help develop his career the human resources department should seek management support, provide feedback to employees and build a cohesive work environment to enhance employees' abilities and desires in carrying out career development. feedback has the purpose of ensuring non-promoted employees that they are still valuable and will be considered for further promotions if they are qualified. it can be synthesized that careers are essentially a number of work positions held by a person based on work experience and the results of his education and activities throughout the course of a person's working life. the significant indicators of career are interest promoted, can adapt, known (exposure), can communicate well 2. competence (x1) consideration of competency needs includes future demand in relation to the organization's strategic and operational plans and objectives; anticipate the need for change of management and employees; changes to processes and technology and organizational equipment; evaluation of the competence of employees in carrying out the activities and processes established. competence analysis is largely devoted to career development, but determining the level of competence is required to determine the expected effectiveness of the performance level.competence lies in the inner part of every human being and forever exists in the personality of a person who can predict behavior and performance extensively on all work situations and tasks. according wibowo, competence is an ability to perform or perform a job or task based on skills and knowledge and supported by the work attitude demanded by the job. according to spencer in moeheriono, competence is defined as the underlying characteristic of a person with regard to the effectiveness of the performance of an individual who has a causal relationship or as a cause-effect that is used as a benchmark, effective and superior performance in the workplace or in certain situationsthe indicators are motive, trait, self concept, skill and knowledge.. mangkunegara defines the competence of human resources is the competence associated with knowledge, skills, abilities and personality characteristics that directly affect the performance. at the university of mercu buana, employees must also have special competencies such as the ability of the field of computers in order to use information systems academic-based information technology. in terms of personality characteristics, employees must be able to adapt to the dynamics of their working environment and establish good relationships with other employees, lecturers and students. according to scale, competence comes from the word competence which means skill, ability and authority. furthermore boulter, dalziel and hill, argued competence is a basic characteristic of a person who allows it to deliver superior performance in a particular job, role or situation. hutapea and thoha argue that people who have competence are people who have better performance than their colleagues, able to interact and adapt to the work environment or business environment, able to face the challenges of work and have consistency in achievement. according to spencer, the main component of the formation of competence is knowledge, skill and attitude.sedangkan self concept, trait and motive are more likely to affect one's behavior. wibowo also argues that the strata of competence include: core competencies, managerial competencies, and functional competencies. in terms of developing competence, it is necessary to anticipate and overcome various obstacles faced. michael zwell mentioned the factors that can be used to improve competence, international journal of human capital management, vol. 1 (2), december2017 84 namely: admitting incompetence, raising expectations, identifying barriers, including support mechanism from management. based on the opinions of the experts above, it is synthesized that competence is the ability of a person to perform the work supported by the skills, knowledge, and working attitude needed to achieve success in his work. thus, the competency indicator is: knowledge, skill, attitude, self control, self confidence, flexibility, building relationship. 3. transformational leadership (x2) to realize the goals of the organization required a reliable leader, able to bring the organization in achieving its vision and mission. according moeheriono, this also requires the organization always open up to adjust to changes in both internal and external environment. this means the organization must be able to formulate strategies and policies that quickly, accurately and effectively to overcome any such changes. in the results of his research mukhtar et al explains that the style of leadership is the way leaders in directing subordinates where it also affects the career development of employees. so 'likes and dislikes' is an unavoidable factor and should be an individual concern if you want to succeed in his career. the process of leadership in the organization occurs because of the elements of leaders and subordinates as people / groups that led. according to drucker, states that "leaders are individuals who make things happen. it is what makes something into something itself. make the organization into a real organization ". according to david wilkins and greg carolin, "leadership is rooted in the ability to think critically, instill such practices in others, and engage the entire organization in critical and aligned thinking in the areas of strategy, innovation and implementation". leadership is rooted in the ability to think critically, apply it to others, and engage the entire organization in critical ways and align its thinking in terms of strategy, innovation and implementation. meanwhile, according to hughes, ginnet, curphy: leadership is a complex phenomenon involving leaders, followers and situations. some researchers on leadership focus on the personality, physical character or behavior of the leader. transformational leadership comes from the transform word which means to transform something into a different form. a transformational leader must be able to transform (change) optimally the organizational resources in order to achieve meaningful goals in accordance with predetermined targets. these resources can be employees, facilities, funds, and external factors organization. transformational leadership is particularly concerned with the idea of improvement in all fields. it was later asserted by burns that transformational leadership must be able to define, communicate and articulate the vision and mission of the organization. avolioet al proposes that transformational leaders behave in a way that achieves superior results by emphasizing one or more of the four dimensions of transformational leadership. first, leadership is idealized as followers seek to identify with their leaders and imitate them. second, leadership inspires followers with challenges and persuasion that give meaning and understanding. third, intellectual leadership stimulates, expands the use of followers from their abilities. yukl argues that transfomational leadership involves internalization because inspirational motivation involves the pronunciation of an intriguing vision that links the task objective to the values and idealism of followers reflected in the organizational culture. its inaugurators are leaders trying to transform and motivate their subordinates by making them more aware of the importance of work results, encouraging them to put more importance on the organization or team rather than selfinterest, and activating their needs on a higher level. international journal of human capital management, vol. 1 (2), december2017 85 a leader is said to be transformational when it can change the situation, change what is commonly done, talk about a lofty goal, have a reference to the value of freedom, justice and equality. the transformational leader will make the subordinate see that the goal to be achieved is more than just his personal interests. to raise the consciousness of his subordinates in order to work better, the transformational leadership style is always related to subordinates by emphasizing moral values. the transformational leader always seeks to motivate his subordinates to do more than the expected standard of output. leaders will set higher targets with the goal of achieving high performance in a better way. this is in line with the opinion of esther et al that the concept of transformational leadership consists of charisma (ideal influence), inspirational motivation, intellectual stimulation, and individual considerations. bass states that transformational leadership provides a vision and a sense of mission, instilling pride and profit, respect and trust. it can be synthesized that transformational leadership is a process of interaction involving all organizations where charismatic leaders seek to influence, motivate employees and apply critical thinking through intellectual stimulation, individual considerations and moral values so that employees improve their performance and optimize all organizational resources to achieve goals with results that exceed the standards / expectations (breakthrough result). the significant indicators of transformational leadership are ideal influence, inspirational, individual considerations, intellectual stimulation 4. social capital (x3) social capital is a resource that can be viewed as an investment to acquire new resources. social capital exists in relationships where trusts, norms (shared values and behaviors) link the network of its members (network), which creates cooperation. according to tb.sjafri mangkunegara, social capital in the organization is characterized by mutual social interaction between employees and management. the form of interaction is based on the sense of trust among employees who are rooted in an organizational culture and social ethics. because there is a sense of trust then arise an employee entity who have togetherness about the values of honesty, discipline, togetherness, and the importance of hard work-savvy. transformational leadership in top management tends to stimulate its employees to accelerate the social capital structure in the form of developing a shared vision. in addition, such leadership affects the formation of mutual trust among employees. thus the harmonious relationship among employees becomes a very important social capital in building an effective working team and able to improve the performance of employees and organizations.social relations between employees formed by employees both within the organization and outside the organization between employees with social environment is believed to be able to create social capital for employees individually. because organizations can invest strategically on employees as members of the organization, and communicate a message that affects their desire to jointly contribute to building the organization grow and develop. putnam's definition of social capital in 1996 stated that social capital is part of the social lifenetwork, norms and beliefs-that encourage participants to act more effectively together to achieve common goals. according to field, network membership and shared values are at the heart of the concept of social capital. the core idea of social capital theory is that social networks have value, social contacts affect individual and group productivity.according to fujiwara and kawachi, social capital is the resources accessed by individuals and groups within a social structure, facilitating cooperation, collective action, and maintaining norms. international journal of human capital management, vol. 1 (2), december2017 86 another dimension related to social capital is the typology of social capital. social capital can be in the form of bonding or bridging.putnam termed society with socialcapital bonding as the characteristic of sacred society, that is society which is dominated and survive with totalitarian, hierarchical, and closed society structure by certain dogma. while social capital in the form of bridging is inclusive and outward looking. this social capital turning leads to the search for answers together to solve the problems faced by the group by utilizing the network owned by individuals in the group. social capital can also have the potential to eliminate conflicts social.modal social is cumulative and self-increment (self-reinforcing).there are three parameters of social capital, namely trust, norms and networks. furthermore, putnam added that social networks are also a channel of information useful for the achievement of individual or group goals. social capital also has a positive impact on mental health because the social networks owned by individuals are a protector of life's problems. social capital can maintain social norms within a community and reduce the tendency of selfish behavior among group members. according to hasbullah, there are six main elements in social capital based on various existing social capital understanding: participation in network, reciprocity, trust, social norm, values and proactive actions. it can therefore be synthesized that social capital is a part of social life that affects individual productivity, facilitates cooperation and maintains normas that encourages participants to act together more effectively to achieve common goals. the significant indicators of social capital are: 1) dimension of trust (trust); the indicators are: honesty and integrity 2) social normal dimension; the indicators are: rules and reciprocity 3) network dimensions; the indicators are: personal contacts and social clicks. 5. performance (x4) according wibowo, performance is about doing the job and the results achieved from the job. performance is about what to do and how to do it. performance is determined by the objectives to be achieved and to do so required the motive. but performance requires the support of facilities, competencies, opportunities, standards and feedback.sedarmayanti argues that performance is defined as a record of the outcomes generated from a particular activity, over a period of time. rivai explains that performance is a real behavior that everyone displays as work performance generated by employees in accordance with its role in the company. performance appraisal is a formal and structured system used to measure, assess and influence the properties related to work, behavior and results, including absenteeism.according to harvard business essentials, performance appraisal is a formal method for measuring how well individual workers do the work in relation to the goals given. armstrong explained that assessment is an opportunity to see thoroughly the content of work, load and volume, reconsider what is achieved during the reporting period and agree on the next objective. a.a.anwar prabu mangkunegara states the term performance is derived from the words job performance or actual performance (actual performance or achievement achieved by someone). performance (work performance) is the work of quality and quantity achieved by an employee in performing their duties in accordance with the responsibilities given to him. factors that affect the achievement of performance is a factor of ability (ability) and motivation factor (motivation). rivai also explained that the usefulness of performance appraisal is viewed from various perspective of organizational development, especially human resource management, namely: bargaining position, performance improvement, compensation adjustment, placement decision, training and development, career planning and development, staffing process evaluation, to overcome external challenges.it can be synthesized that the definition of performance is about doing work and results achieved by employees in doing their work as performance in a certain period of time in quality and quantity according to its role in the organization in an effort to achieve organizational international journal of human capital management, vol. 1 (2), december2017 87 goals. the indicators used in the assessment of employee performance are as follows: the work, loyalty (loyalty), responsibility, and discipline. method this research is a quantitative research with unit analysis of mercu buana university, using path analysis method, with a population of 344 employees. this research uses slovin formula to determine the number of samples, as follows: n = 𝑁 1 + 𝑁𝑒² description: n = sample size n= population size e = leniency due to intolerable sampling error. the limit of this tolerable error for the population is 5%. so the sample size is 185. the data in this study include data from competence (x1), transformational leadership (x2), social capital (x3), performance (x4) and career employee (x3) y). for analytical purposes, quantified data in the form of numbers or scores with likert scale will be answered by the respondent to test the hypothesis. the sampling technique used is simple random sampling. result and discussion validity and reliability at the trial stage the instrument was taken 30 (thirty) respondents. test the validity of research instrument instrument aims to see the description of the validity of each research instrument instrument using pearson product moment correlation test. empirically in the test of this instrument, the level of significance is set at = 0.05, with the sample number 30 then the degrees of freedom are 28. referring to these two reference numbers, the valid limit of a item in the list of reference tables (table r) is 0.361. if a item has a value of r>> r table, it is declared valid, and vice versa if r arithmetic <r table, it is declared invalid, so the invalid item is dropped or is considered void. table 4.1. validity and reliability test results variable validity test results reliability test results valid questions invalid question alpha cronbach value assumption of reliability competence 19 1 0.904 perfect transformational leadership 15 1 0.934 perfect social capital 17 2 0,751 high performance 13 1 0.900 perfect employee career 12 0 0.856 perfect based on table 4.1, it can be seen that all variables have a value of cronbach's alpha> rtable, so all variables is declared reliable and can be forwarded for data collection. galat normality test international journal of human capital management, vol. 1 (2), december2017 88 in this research, galat normality test using liliefors method. a normality test is used to determine whether sample data has been drawn from a normally distributed population if lcount maximum< ltable. the standard error normality test results in this study are summarized in the following table: table 4.2. recapitulation of test result of estimated normality error no regression estimate error n l.table l.count description a = 5% a =1% 1 x4 on x1 185 0,054 0,065 0,076 normal 2 x4 on x2 185 0,049 0,065 0,076 normal 3 x4 on x3 185 0,061 0,065 0,076 normal 4 y on x1 185 0,059 0,065 0,076 normal 5 y on x3 185 0,047 0,065 0,076 normal 6 y on x4 185 0,050 0,065 0,076 normal linierity and significant test linearity test and regression significance is done by using spss software version 21. from spss output. the constants and coefficients of the linear regression equation are obtained from column b in the coefficients table. and positive influence seen from table anova in column f where fhitung> ftabel and value of significance p-value <0,05. the linearity test of the regression equation is determined based on the anova table where the relationship between variables meets the linear assumption if the deviation from linierity value fcount <ftable and the value of p-value> 0.05 then the regression equation is linear. table 4.3. linierity test results and regression significance variable linearity test linierity result significance test significant result f count f table sig. f hitung f table x1 to y 1,507 1,62 0,81 > 0,05 linier 178,703 3,89 significant x4 to y 1,146 1,65 0,31 > 0,05 linier 212,961 3,89 significant x3 to y 1,328 1,60 0,157>0,05 linier 155,823 3,89 significant x1 to x4 1,081 1,62 0,374>0,05 linier 150,560 3,89 significant x2 to x4 1,176 1,64 0,281>0,05 linier 94,362 3,89 significant x3 to x4 1,078 1,60 0,375>0,05 linier 121,392 3,89 significant research result there are 2 models of influence structure tested in this research, that is: a). substructure 1 : y on x1 x3 x4 (y.134) table 4.4coefficient sub structure 1 coefficients a model unstandardized coefficients standardized coefficients t sig. b std. error beta 1 (constant) -3,521 2,561 -1,375 ,171 x1 ,172 ,047 ,258 3,650 ,000 x3 ,158 ,047 ,229 3,391 ,001 x4 ,354 ,053 ,416 6,636 ,000 a. dependent variable: y α = 0.05 and the value of t table = 1.97, then the test results of all paths in sub-structure 1 is significant. table 4.5.model summary sub structure 1 international journal of human capital management, vol. 1 (2), december2017 89 based on the calculation of spss in table 4.5, it appears that the coefficient of determination sub structure 1 (r2y.134) = 0.641, so that ɛy = 1 r2 = 1 0.641 = 0.36. figure 2. emprical model sub structure 1 b). substructure 2 : x4on x1 x2 x3 (x4.123) table 4.6. coefficient sub structure 2 coefficients a model unstandardized coefficients standardized coefficients t sig. b std. error beta 1 (constant) 6,081 3,540 1,718 ,088 x1 ,297 ,062 ,378 4,825 ,000 x2 ,200 ,065 ,213 3,100 ,002 x3 ,183 ,064 ,226 2,860 ,005 a. dependent variable: x4 at α = 0.05 and the value of t table = 1.97, then the test results of all paths on sub-structure 2 is significant. tabel 4.7. model summary sub structure 2 based on the calculation of spss in table 4:37, it appears that the coefficient of determination sub structure 2 (r2x4.123) = 0,521, so that ɛx4 = 1 r2 =1 0.521 = 0.48. p y1 = 0,258 ry1= 0,703 (y) karir karyawan (x4) kinerja (x1) kompetensi r13 = 0,725 py4 = 0,416 r y4 = 0,733 py3 = 0,229 r y3 = 0,678 (x3) modal sosial ɛy = 0,36 international journal of human capital management, vol. 1 (2), december2017 90 figure 3. emprical model sub structure 2 furthermore, the path analysis yields a structural equation as follows: y = pyx1 + px4x2 + pyx3 + pyx4 + ɛy y = 0,258x1 + 0,213x2 + 0,229x3 + 0,416x4 + 0,36. based on the above structural model can be explained that the most direct influence on employee career is a performance variable of 41.6%, while the variable competence of 25.8% and social capital variable of 22.9%. the independent variable that has the strongest influence on the performance is a competence variable of 37.8% while the transformational leadership variable of 21.3% and social capital variable of 22.6%. conclussion the conclusion of the results of this study is: competence has a direct positive effect on the employee career.employees pro-active need to improve their competence by doing self-development and skills.because of the educational level it is a condition for getting promoted in their work. employees need to be flexible to the dynamics of work and quickly adapt in order to get the job done properly. performance has a direct positive effect on the employee career.employees need to show high performance, loyalty and responsible in their work as an effort to improve their career. social capital has a direct positive effect on the employee career.if the employee wants to have a good career at mercu buana university then the employee can maximize the relationship of his social network or social capital to get information about matters related to experience in solving problems in the job as well as information about work operations and opportunities in the work both internally and external organizations, making it easier for employees in completing their work and able to compete according to the required qualifications. competence has a positive direct effect on performance.if the employee wants to have high performance then it is necessary to improve the competency both hardskill and softskill. transformational leadership has a direct positive effect on performance.the leaders of the university of mercu buana sometimes present challenges to motivate their employees more creatively in accomplishing their work and performing high but not deviating from the prevailing rules. leaders regularly evaluate existing procedures and even internal audit per 3 months as a management controlling function. social capital has a direct positive effect on performance.if employees want to have good performance then employees need to build their social capital. employees can utilize the social capital they have to share their knowledge through personal interaction and teamwork by building positive communication. 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(2) technological challenges of digital business design, technology utilization for competitive advantage, customizing technology to customer needs; (3) the challenges of globalization: market characteristics, industry trends, competition intelligence, market domination and leadership, multicultural issues, and becoming world-class companies; (4) customer challenges, namely contact with customers, product offerings that meet customer needs, and customer satisfaction levels; (5) financial challenges with reduced operating costs, continuous improvement on profitability, shared value; (6) communication challenges such as industrial relations, ineffective communication, communication networks (existence and effectiveness); (7) ethical and business challenges. pt bank syariahmandiri addresses the above challenges by preparing human resources as a priority through enhancing leadership skills for its employees. in this research will be studied more deeply about transformational leadership and factors influencing transformational leadership such as knowledge of management, information system knowledge and assertiveness so it is expected to be a model that can be applied in coaching and leadership development in pt bank syariahmandiri especially in transformational leadership. 165 management according to robbin and coulter, (2013: 36), management is involves coordinating and overseeing the work activities of others so that they are completed efficiently and efficiently. jones and george, (2013: 471) define that management is the planning, organizing, leading, & controlling of human and other resources to achieve organizational goals efficiently and effectively. according to fahmi, (2011: 11) management is the process of planning, organizing, and controlling the efforts of members of the organization and the use of all organizational resources to achieve the stated objectives. some management definitions have similarities that essentially are the effort of achieving the organization's goals through others by utilizing all other resources within the organization. management is needed at least to achieve goals, maintain a balance between conflicting goals, and to achieve efficiency and effectiveness. according to sudaryono, (2014:10) management is the process of finishing activities efficiently with or through others. in management activities there are functions consisting of planning, organizing, implementing (direction and guidance), communication and coordination, leading and controlling, budgeting and supervision furthermore ridhotulloh, (2015: 2) define, management is a process of planning, organizing, coordinating, and controlling human resources to achieve effective and efficient targets. in line with the previous opinion, that management is the process of planning, decision making, leadership, human resources management, finance, physical and information in order to achieve company goals efficiently and effectively. in this sense can be emphasized about the management of resources which in principle is limited, so managers must also have the art of balancing and differentiating interests in the utilization of resources to be more effective and efficient. based on these concepts and definitions, it can be synthesized that knowledge of management is the cognitive ability (memorize, understand, apply, analyze, synthesize, and evaluate) owned by the leader in planning, organizing, delegating, directing and supervising to achieve corporate goals effectively and efficient, with indicators: (1) conceptual knowledge; (2) technical knowledge; (3) interpersonal knowledge, combined with indicators of management processes, namely: (1) planning; (2) organizing; (3) coordinating; (4) supervision, to measure the level of depth of knowledge combined with cognitive level indicators, namely: (1) understanding; (2) application; (3) analysis, (4) evaluation knowledge of information systems knowledge is the perception of a person over an object or fact, which is absorbed in the mind as the result of the absorption of the senses in an empirically or intuitively obtained way. empirical means consciously known process, intuitive means unconsciously unknown process. according to bertrand russell, (1984: 428) knowledge is divided into two, namely: knowledge of facts (knowledge of facts) and knowledge of the general relationship between facts (knowledge of law or general connection between facts). muluk(2008:23) defines that knowledge is structured information, which reveals the relevance, insight and generalization, which is not possessed by simple information. torrington et.al, (2005: 250) definesthat knowledge is an abstraction of objective truths that can easily be recorded and manipulated by someone. this sense has the same meaning as rusell and muluk that knowledge derives from the recording and absorption of information by the human senses, the results of sensing are manipulated and processed into something meaningful and useful. armstrong (2009:21) defines that knowledge iswhat people understand about things, concepts, ideas, theories, procedures, practices and 'the way we do things around here.it can be described as'know-how'or, when it is specific,expertise'. according to chuck williams, (2007: 652) knowledge is 166 define as follows: "knowledge is the understanding that one gains from information". knowledge is the notion of something derived from the information received. furthermore lussier and achua associate knowledge with the organization, with the following definition: knowledge is the possessed by an individual about the content companies such as products, services, systems and processes. peter f. drucker, (1990: 251) explains that knowledge is the result of information processing so that it can lead to perform an action or something that can make a person perform different actions more effectively. similar to peter f. drucker, steven l. mcshane and mary ann von glinow mention, knowledge acquisition includes the process of extracting information and ideas from the external environment as well as through insight. benjamin bloom, (1984:7), any effort involving brain activity is included in the cognitive domain. cognitive domain is related to the ability to think, including the ability to memorize, understand, apply, analyze, synthesize, and the ability to evaluate. in the real of cognitive, that there are six aspects or levels of thinking process, ranging from the lowest level to the highest level. the six levels or aspects are: (1) knowledge, recalling factors that have been studied; (2) comprehension, including understanding of existing information; (3) application, including the skills of applying the learned information or knowledge to the new situation; (4) analysis, including sorting information into sections or researching and trying to understand the structure of information; (5) synthesis, including applying existing knowledge and skills to combine elements into a pattern that did not exist before; (6) evaluation, including decision-making or concluding based on the criteria that there are usually questions using the word: consider, how the conclusion. laudon and laudon (2013:605) define that information systems is interrelated components working together to collect, process, store and disseminate information to support decision making, coordination, control, analysis, and visualization in an organization. in line with laudon's opinion, valacich (2012:51) defines that information system is a combination of telecommunications hardware, software, and networks as well as people who build and use to collect, create, and distribute useful data for the benefit of the organization. the opinions of the two experts have in common that the information system is a combination of hardware, software and communication networks and the people who build, manage and use it for the benefit of the organization. valacich further mentioned that the importance of information systems for the benefit of human life as a foundation for forming a knowledge society. knowledge will be a valuable resource, much more valuable than other assets such as land, labor and capital. robbins and coulter (2013:525) argues thatthe information system is system used to provide managers with needed information on a regular basis. according mcleod (1993:426), management information system (mis) is a computer based system that is made available to user with similar need. the user usually comprise a formal organizational entity the firm or a subsidiary subunit. this understanding focuses more on how managers need information regardless of how the information is obtained and how it is processed. limitations of information will affect the quality of decisions made by managers. o'brien (1996:6) mentioned that information system is an organize combination of people, hardware, software, communications networks, and data resources that collects, transforms, and disseminates information in an organization. furthermore according haag et. al. (2004:4) define that management information system (mis) is the deals with the planning for, development, management, and use of information technology tools to help people perform all tasks related to information processing and management. from this those point of view it has been asserted by the o’brien and haag as a complement to the previous definition that explains more clearly what information systems and what management information systems are. 167 lucas (1997:7) looked at the information system from a technical point of view, with the following definition, information technology refers to all forms of technology applied to processing, sorting and transmitting information in electronic forms. then, burch (1996:4) defines that information is the result of modeling, formatting, organizing , or converting data in a way that increases the level of knowledge for its recipient.lucas and burch uses the term information technology which means it has similarities to the term information system. in this case lucas views from a technical point of view how the information is processed, sorted and delivered electronically to the user. some information systems books emphasize technical management in the scope of information technology, and many view from the benefits of enterprise management such as accounting and business processes. furthermore, based on the concepts, definitions and characteristics of information system knowledge it can be synthesized that knowledge of information systems is the ability of cognitive (memorize, understand, apply, analyze, synthesize, and evaluate) owned by the leader in utilizing the application of information systems with indicators: (1 ) strategy of competitive advantage (competitive advantage); (2) supply chain management and cash management system; (3) management and dissemination of information; (4) knowledge management; (5) operational support, decision making, control & monitoring, combined with measurement of cognitive depth with indicators: (1) knowledge; (2) understanding, and (3) application. assertiveness assertiveness is a style of communication that is not just the extent to which others understand something that has been said, but it is hoped that others should also understand what is desired. some people or individuals are not easy at solving problems or negotiating because they are not aware that they do not understand each other. foss, (2009: 46) defines that assertiveness is consider a constructive trait because it involves verbal and non verbal symbolic to exert control obtain justified, reward, and stand up for one's right. paterson, (2000: 57) defines that assertiveness is a style of communication that can be used in all of these situations. but it is only one of four such styles. the other three are the passive style, the aggressive style, and the passive-aggressive style. assertiveness is a communication style that can be used in all situations, the other three styles are passive style, aggressive style, and passive-aggressive style. everyone has all three elements of that style, unconsciously one of the styles will become dominant formed due to the habits, needs and character of the person concerned. it can also be formed because of the environment that causes a person to have the dominance of a particular style. potts, (2013: 224-225) definesthat assertiveness is a way to communicate feelings and needs while respecting the rights of others. what took me years to learn was how to respect my own rights.according cawood, (1997: 13), assertiveness as an expression of mind, feeling, need, or right of right without an unreasonable anxiety directly, honestly and in its place.eshelman, (2008: 9) mentions, assertiveness is personality trait, it is thought that some people have it, and some people did not, just like extraversion or stinginess. the expression intended in this assertiveness here is the presence of elements of skill in giving opinion, point of view and expressed hope. conversely also skills to receive information as a reflection of the contents of the message delivered, such as receiving criticism, praise and perhaps anger. an assertive person will remain graciously receiving feedback in any form without experiencing anxiety. assertiveness behavior is a personality trait that is not always shared by everyone as well as extraversion or stinginess. assertiveness is a discipline that has long existed because basically the behavior attached to a person. 168 based on the concepts and definitions of such assertiveness, it can be synthesized that assertiveness is the ability to behave to express the knowledge and creativity that exist in theirthoughts and feelings to others firmly, openly and maintain and evaluate the rights and feelings of others, 1) communicate explicitly; (2) communicating openly; (3) communicating with other parties. transformational leadership amstrong, (2009: 376) define that leadership is the process of inspiring people to do their best to achieve the desire result. it also can be define as ability to persuade others willingly to behave differently. similarly, kreitner and kinicki, (2011: 468) define that leadership is a process whereby an individual influences other to achieve a common goal". according to kreitner and kinicki leadership is the process by which individuals influence others to achieve company goals. can be described that leadership is a process of interaction between leaders and followers that involve influence in order to achieve goals, and occurs at all levels in the organization both individual level and group level. individual influences include mentoring, coaching, inspiring and motivating, leaders also form teams or groups in order to shape the culture and make changes at the organizational level. the nature of a leader is a physical or personality trait that can be used to differentiate leaders from followers. while hughes, ginnett and curpy, (2012: 5) suggests that in order to subordinate to behave according to his wishes, then the boss alwaysgive encouragement to subordinates. furthermore kottter (1997: 1617) classifies leadership into two basic things: (1) a process of movement of a group or several groups of people in the same direction without coercion, and (2) referring people who play a role in context a process. john c. maxwell, (2013: 9-13) points out that a leadership process indicates how subordinates work in an effective way. this process is illustrated in a frame work on how subordinates are motivated to work effectively and on the basis of what encouragement they can work with passion and work with the heart. based on the concepts and definitions of experts can be synthesized that leadership is the process of influencing, directing, and coordinate all the activities of the organization or group to achieve goals method the approach used in the research is quantitative approach, using survey method with technical path analysis. the research variables consist of exogenous variable: knowledge management (x1), knowledge of information system (x2), as well as variable of assertiveness (x3) as intermediate endogenous variable, and leadership transformational (y) as main endogen variable. the analysis begins with a test of analysis requirements through validity and reliability tests for instrument items. then, a descriptive analysis test that includes percentage, average, maximum and minimum values, standard deviation, mode, and median. next, the error normality test, significance test and linearity test, before performing hypothesis test. results summary normality test results no estimated error n lhit ltab description 1 y on x1 60 0,105 0,1144 normal 2 y on x2 60 0,075 0,1144 normal 3 y on x3 60 0,053 0,1144 normal 169 4 x 3 on x1 60 0,081 0,1144 normal 5 x 3 on x2 60 0,056 0,1144 normal 1. significance and linearity test of transformational leadership regression model(y) on knowledge management (x1) after the calculation and analysis of the transformational leadership regression equationon knowledge management (x1), the following is, anava test significance and test regression linearity between y with x1, y = 96.3573 + 0.815 x1 source of varians degree of freedo m some of squares mean squares f count f table 0,05 total 60 751.177,00 coefficient (a) 1 745.266,15 coefficient (b/a) 1 610,54 610,540 6,68** 4,01 rest 58 5.300,31 suitable tuna 15 1.501,71 100,114 1,13 1,98 error 43 3.798,60 88,339 valuef_count obtained by 6, 68 while f_table with df numerator 1 and df denominator 58 at significance level α = 0,05 equal to 4,01, it appears that value f_count>f_table. this shows that the regression coefficient of y over x1 is very significant at α = 0,05. the value of f tuna matches 0.50 while the value f_table with df numerator 24 and df denominator 34 at significant level α = 0.05 of 1.13, it appears that the value f_count<f_table, it can be concluded that the form of regression y over x1 is linear. 2. significance and linearity test of transformational leadership regression model(y) on knowledge of information system (x2) after the calculation and analysis of the transformational leadership (y) regression equation upon knowledge of information system (x2), the following is anava test significance and test regression linearity between y with x2, y = 96.23 + 0.74 x2 source of varians degree of freedom some of squares mean squares f count f table 0,05 total 60 751.177,00 coefficient (a) 1 745.266,15 coefficient (b/a) 1 733,64 733,64 8,22 4,01 rest 58 5.177,21 170 suitable tuna 16 1.502,07 93,879 1,07 1,90 error 42 3.675,15 87,503 f_count value obtained by 8.22 while f_table with dfnumerator 1 and df denominator 58 at significance level α = 0.05 of 4.01, it appears that the value f_count>f_table, thus the coefficient of regression direction y over x1 is very significant at the level α = 0.05. the value of f tuna suitable obtained by 1.07 while the value f_table with dfnumerator 16 and df denominator 42 at the significance level α = 0.05 of 1.90 it appears that the value f_count<f_table, thus it can be concluded that the form of regression y over x2 is linear. 3. significance and linearity test of the transformational leadership regression model (y) over the assertiveness (x3) the calculation and analysis of the transformational leadership (y) regression equation over the resilience (x3) has been performed, the results obtained as described in the following table. table anava test significance and test regression linearity between y with x3, y = 16.05 + 1.03 x3 source of varians degree of freedom some of squares mean squares f count f table 0,05 total 60 751.177,0 0 coefficient (a) 1 745.266,1 5 coefficient(b/a) 1 3.181,88 3.181,877 67,63 4,01 rest 58 2.728,97 suitable tuna 24 713,842 29,743 0,50 2 1,83 error 34 2.015,13 59,269 value f_count obtained equal to 67,63 while f_table with dfnumerator 1 and df denominator 58 at significance level α = 0,05 equal 4,01, it appears that value of f_count>f_table.dengan so coefficient of direction of regresi y over x3 very significant at level α =0.05. the value of f tuna suitable obtained by 0,502 while the value f_table with df numerator 24 and df denominator 34 at the significance level α = 0.05 of 1.83 it appears that the value f_count <f_table. thus it can be concluded that the regression form y over x3 is linear. 171 4. significance and linearity test of resilience regression model (x3) on knowledge of management (x1) as with other regression equations, calculations and analyzes of the equalization regression equation (x3) on knowledge of management (x1) have been performed, the following is anava test significance and test regression linearity between x3 with x1, x3 = 80,744 + 0,642 x1 source of varians degree of freedom some of squares mean squares f count f table 0,05 total 60 518.43,000 coefficient (a) 1 515.041,35 0 coefficient (b/a) 1 379,880 379,880 8,40 4,01 rest 58 2.621,770 suitable tuna 15 1.015,589 67,71 1, 8 1 1,92 error 43 1.606,181 37,35 value f_countobtained by 8.40 while f_table with dfnumerator 1 and df denominator 58 at significance level α = 0.05 of 4.01, it appears that the value f_count>f_table.dengan so the coefficient of regression direction y over x1 is very significant at the level α = 0.05.f_count value obtained by 1.81 while the value f_table with dfnumerator 15 and df denominator 43 at the level of significance α = 0.05 of 1.92 it appears that the value f_count<f_table. thus it can be concluded that the form of x3 regression over x1 is linear. 5. significance and linearity test of comparative regression model (x3) on knowledge of information system (x2) the calculation and analysis of the equalization regression equation (x3) on knowledge of information system (x2) has been done, the following is anava test significance and test regression linearity between x3 with x2, x3 = 80,60 + 0.59 x2 source of varians degree of freedom some of squares mean squares f count f table 0,05 total 60 518.043, 000 coefficient (a) 1 515.041, 350 coefficient (b/a) 1 459,937 459,937 10,50 4,01 rest 58 2.541,71 3 172 suitable tuna 16 692,584 43,29 0,98 1,91 error 42 1.849,12 9 44,03 f_count value obtained by 10.50 while f_table with dfnumerator 1 and df denominator 58 at significance level α = 0.05 of 4.01, it appears that the value f_count>f_table. so the regression coefficient y over x1 is very significant at the level of α = 0 , 05.valuef_count obtained by 0.98 while the value f_table with dfnumerator 15 and df denominator 43 at the level of significance α = 0.05 of 1.91 it appears that the value f_count<f_table. thus it can be concluded that the regression form x3 over x2 is linear.value to know for the next calculation is a simple correlation coefficient matrix between variables as follows: transform ational leadership knowledge managemen t knowledg e of informatio n systems assertivenes s pearson correlation 1 .321 * .352 ** .734 ** leadership sig. (2-tailed) .012 .006 .000 n 60 60 60 60 pearson correlation .321 * 1 .567 ** .356 ** knowledge of management sig. (2-tailed) .012 .000 .005 n 60 60 60 60 pearson correlation .352 ** .567 ** 1 .391 ** sig. (2-tailed) .006 .000 .002 knowledge of information systems n 60 60 60 60 pearson correlation .734 ** .356 ** .391 ** 1 sig. (2-tailed) .000 .005 .002 assertivenes s n 60 60 60 60 *. correlation is significant at the 0.05 level (2-tailed). **. correlation is significant at the 0.01 level (2-tailed). then the path structural model and the result of path analysis calculation along with its correlation value (number in brackets) like the picture follow: 173 figure 1 structural relationship model among variables result of calculation of path analysis from the above path analysis diagram, obtained five (5) path coefficients, namely: β_y1, β_y2, β_y3, β_31, β_y32 which is divided into 2 sub-structural models, namely:. model sub structure 1 sub structure 1 consists of knowledge of management variables (x1), knowledge of information systems (x2), assertiveness (x3) and transformational leadership (y). the equation model of structure is: y = pyx_1 = pyx_2 + pyx_3 knowledge of management (x1), knowledge of information systems (x2) and assertiveness (x3) together have an influence on transformational leadership (y). source of variance degree of freedo m some of squares mean squares f count f table 0,05 total 59 5.910,850 regression 3 3.218,244 1.72,748 22,311** 2,76 residual 56 2.692,606 48,082 ** very significant, fcount (22,311) >ftable (2,76) at α=0,05, then h0 rejected and h1 accepted. 174 knowledge of management (x1), knowledge of information system (x2) and assertiveness (x3) partially have influence to transformational leadership (y) to see the magnitude of the effect of variables used t test, whereas to see the magnitude of influence used the number β or standardized coefficients below: coefficients model unstandardized coefficients standardized coefficients t sig. b std. error beta 1 (constant) 13.778 16.579 .831 .409 knowledge of management .824 .287 .306 2.876 .006 knowledge of information system .633 .272 .252 2.328 .024 assertiveness .749 .179 .419 4.177 .000 a. dependent variable: leadershiptransformational based on the output of spss obtained t_count knowledge of management of 2.876 and t_table (> 1.671) with a significance level below 0.05 of 0.006. and t_count information system knowledge of 2.328 and t_table (> 1.671) with a significance level below 0.05 is 0.024. and t_countassertivness equal to 4,177 and t_table (> 1,671) with significance level below 0,05 that is 0.000 direct effect path coefficient value and its significance for structure 1 path path coefficient 𝐭𝐜𝐨𝐮𝐧𝐭 ttable ( α=0,05) information 𝛽𝑦1 0,306 2,876 1,67 coefficient significance β𝑦2 0,252 2,328 1,67 coefficient significance β𝑦3 0,419 4,177 1,67 coefficient significance after analyzing the causal structural model, the result is used to test the hypothesis and measure the percentage of direct or indirect influence between variables. the conclusion of the proposed hypothesis is then drawn based on the calculation of path coefficients and significance for each path under study. the decision result on the hypothesis in sub-structure 1 is proposed as follows. hypothesis 1: knowledge of management (x1) has a direct positive effect on transformational leadership (y) the tested hypothesis was h_0: β_y1 ≤ 0 and h_1: β_y1> 0. from the calculation result, the coefficient value of path β_y1 = 0,306 with t_ (count) = 2.876 and t_table = 1.67 at α = 0,05 because t_ (count) >t_table, then reject h_0, and accept h_ (1) thus there is a positive direct effect of knowledge management (x1) on transformational (y). hypothesis 2: knowledge of information system (x2) has a direct positive effect on transformational leadership (y) the tested hypothesis is: h_0: βy2 ≤ 0 and h_1: βy2> 0. from the calculation result, the coefficient of path βy2 = 0,252 with t_ (count) = 2,328 and t_table = 1.67 at α = 0,05 because t_ (count 175 )>t_table, then reject h_0, and accept h_1, thus there is a positive direct effect of knowledge of information system (x2) on transformational (y). hypothesis 3: assertiveness (x3) have a direct positive effect on transformational leadership (y) the tested hypothesis is: h_0: β_y3 ≤ 0 and h_1: β_y3> 0. from the calculation results obtained coefficient of path β_y3 = 0,419 with t_ (count) = 4.177 and t_table = 1.67 on α = 0.05 because t_ (count )>t_table, then reject h_ (0), and accept h_1, thus there is a positive direct effect of assertiveness (x1) on transformational (y). model sub structure 2 sub-structure 2 consists of knowledge of management (x1), knowledge of information system (x2), and assertiveness (x3), with equation model as follows: x_3 = p x_3 x_1 + p x_3 x_2 knowledge of management (x1) and knowledge of information system (x2) combined have influence toward assertiveness (x3). from the calculation obtained table as follows: source of variance degree of freedom some of squares mean squares f count f table 0,05 total 59 3.001,650 regression 2 2.462,674 269,488 6,237 3,15 residual 58 603,661 43,205 ** very significance whereasfcount (6,237) >ftable (3,15) with at α=0,05, thenh0 rejected and h1 accepted knowledge of management (x1) and knowledge of information system (x2) have partial influence toward assertiveness (x3). to see the magnitude of variable influence between knowledge of management (x1) and knowledge of information system (x2) individually or partially to assertiveness (x3) used t test, while to see the magnitude of influence used the number β or standardized coefficients below: coefficients ’ model unstandardized coefficients standardized coefficients t sig. b std. error beta 1 (constant) 74.924 4.364 17.168 .000 176 knowledge of management .411 .171 .283 2.402 .020 knowledge of information system .520 .178 .344 2.923 .005 a. dependent variable: assertiveness based on the output of spss obtained t_count management knowledge 2.402 and t_table (> 1.671) with a significance level below 0.05 of 0.020. and t_count information system knowledge 2,923 and t_table (> 1,671) with significance level below 0.05 is 0.05 direct effect path coefficient value and its significance to structure 2 path path coefficient 𝐭𝐜𝐨𝐮𝐧𝐭 ttable ( α=0,05) information 𝛽31 0,283 2,402 1,67 coefficient significance 𝛽32 0,344 2,923 1,67 coefficient significance the decision result on the hypothesis in sub-structure 2 is proposed as follows. hypothesis 4: knowledge of management (x1) has a direct positive effect on the assertiveness (x3) the tested hypothesis is: h_0: β_31 ≤ 0 and h_1: β_31> 0. from the calculation result obtained coefficient of path p_31 = 0,283 with t_ (count) = 2,402 and t_table = 1,67 at α = 0,05 because t_ (count )>t_table, then reject h_ (0), and accept h_1 thus there is a direct positive effect of assertiveness (x1) against the membership (x3). hypothesis 5: knowledge of information system (x2) has a direct positive effect on assertiveness (x3) the tested hypothesis is h_0: β_32 ≤ 0 and h_1: β_32> 0. from the calculation result, the coefficient value of path p_32 = 0,344 with t_ (count) = 2,923 and t_table = 1,67 at α = 0,05 because t_ (count) >t_table, then reject h_ (0), and accept h_ (1,) thus there is a direct positive influence knowledge of information system (x2) to assertiveness (x3) from the above calculation steps, the calculation of the whole structure can be summarized as follows: path path coefficient 𝐭𝐜𝐨𝐮𝐧𝐭 ttable ( α=0,05) information 𝛽𝑦1 0,306 2,876 1,67 coefficient significance β𝑦2 0,252 2,328 1,67 coefficient significance β𝑦3 0,419 4,177 1,67 coefficient significance 𝛽31 0,283 2,402 1,67 coefficient significance 𝛽32 0,344 2,923 1,67 coefficient significance 177 discussion effect of management knowledge on transformational leadership based on the results of hypothesis testing shows that management knowledge has a direct positive influence on transformational leadership. test results show t_count management knowledge of 2.876> from t_table (1.671) with a significance level below 0.05 of 0.006. so the hypothesis that there is a direct positive effect of management knowledge on transformational leadership, is accepted. while the coefficient of the path shows the results of 0.306. this suggests that management knowledge has a positive direct influence on transformational leadership. this means that higher management knowledge will be followed by higher transformational leadership. the results of this study correspond to the following theories: according to kinicki and fugate knowledge management is the knowledge and skill of a leader so as to create transformational leadership behaviors. jones and george define management as activities of planning, organizing, leading, and controlling human resources and other resources to achieve organizational goals efficiently and effectively. meanwhile, according to fahmi management is the process of planning, organizing, leadership and control efforts of members of the organization and the use of all organizational resources to achieve the goals set. according sudaryono management is a process of completing activities efficiently with or through others. meanwhile, according to ridhotulloh management is a process of planning, organizing, coordinating, and controlling human resources to achieve effective and efficient targets. furthermore, henry fayol in winardi mentions, as a result of the analysis of the opinion of the previous opinion, draws the conclusion that management is a process within the organization to achieve success consisting of technical, commercial, financial, security, accounting and managerial activities (planning, organization, command, coordination , and supervision). kotter complements that management and leadership can create changes. strong leadership can disrupt a regular planning system and ignore the management hierarchy. based on research by t. ha-vikström and j. takala, university of vaasa, vaasa, finland. the results showed that management knowledge proved to have an effect on transformational leadership. accordingly, the results of this study are in accordance with the theoretical studies and relevant research results, so it can be said that management knowledge has a direct positive effect on transformational leadership. that is, someone who has high management knowledge then the level of transformational leadership will be better. the influence of information systems knowledge on transformational leadership based on the results of hypothesis testing shows that knowledge of information systems have a direct positive influence on transformational leadership. to calculate the amount of influence, t test is used, while to see the magnitude of influence used β number or standardized coefficients. the test results show t_count knowledge of information systems of 2.328> from t_table (1.671) with a significance level below 0.05 of 0.024. so the hypothesis that there is a direct positive influence of information systems knowledge on transformational leadership, is accepted. while the correlation coefficient value shows the result of 0.352. this suggests that knowledge of information systems has a positive direct effect on transformational leadership. that is, the higher knowledge of information systems will be followed by higher transformational leadership. the results of this study are in accordance with the following theories: kinicki and fugate assert that effective leadership can be influenced by four types of leadership performances: task-oriented, relationship-oriented, passive, and transformational. according to laudon and laudon information systems are components that work together to collect, process, store and disseminate information in order to support decision making, coordination, control, problem analysis 178 and visualization within an organization. then valacich mentioned that the information system is a combination of hardware, software, and telecommunication networks as well as people who build and use to collect, create, and distribute data useful for the benefit of the organization. meanwhile, according to robbins and coulter management information system is a system used to facilitate managers in meeting the needs of information on a regular basis. next according to mcleod management information system (mis) is a computer-based system that provides information to meet user needs. o'brien complements with his theory that information systems are a combination of people, hardware, software, communication networks, and data sources organized in such a way as to gather, transform, and disseminate information within an organization. so is haag et. al. complete the definition of information systems as something related to the planning, development, management, and use of information technology tools to help people perform all tasks related to information processing and management. based on the research of c. b. crawford and c. sue strohkirch of fort hays state university, 2000. the results show that innovation has a significant relationship with transformational leadership. innovation is inseparable from the use of information systems as an infrastructure to improve the performance and competitiveness of the company. thus, the results of this study in accordance with theoretical studies and relevant research results, so it can be said that the knowledge of information systems have a direct positive effect on the leadership transformational manager because it is related to the knowledge needed in carrying out the tasks and responsibilities. influence of assertiveness toward transformational leadership based on the results of hypothesis testing shows that assertiveness has a positive direct influence on transformational leadership. to calculate the amount of influence, t test is used, while to see the magnitude of influence used β number or standardized coefficients. test results show t_count information system information of 4.177> from t_table (1.671) with a significance level below 0.05 ie 0.000. hence the hypothesis that there is a direct positive effect of assertiveness on transformational leadership is accepted. while the correlation coefficient value shows the result of 0.321. this suggests that assertiveness has a positive direct effect on transformational leadership. that is, the higher the assertiveness will be followed by the higher transformational leadership.the results of this study correspond to the following theories: according to colquitt, lepine and wesson assertiveness is one of the personality traits among several traits belonging to the extraversion group, in addition to other traits such as talkative, sociable, passionate, bold and dominant. extraversion itself is one of five domains incorporated in the "big five" taxonomy of personality, the other four domains are conscientiousness, agreeableness, neuroticism and openness. goleman stated that assertiveness is expressing concern and feeling without anger and passivity. herbert frensterhem affirmed his assertiveness as an attitude of not feeling fear and anxiety. characteristic attitudes of assertive people do not have the difficulties of behaving such as: (1) expressing thoughts and feelings through words and actions, for example: this is who i am, this is what i feel and what i want; (2) communicating with others, whether with strangers, friends, family and in the process of communicating relatively openly, honestly and properly; (3) maintaining integrity and consistency in situations, wherever and whenever will be able to always be assertive, not applying double-standard assertiveness to different situations; (4) face-to-face, hold talks, have an active view of life; (5) know what to do and be able to carry on without worrying about rejection, wrath, criticism; (6) realize that can not always win and accept limitations but try to cover up by trying to develop and always learn from the environment. then paterson says that assertiveness is a communication style that can be used in all situations, the other three are passive, aggressive, and passive-aggressive styles. 179 everyone has all three elements of that style, unconsciously one of the styles will become dominant formed due to the habits, needs and character of the person concerned. while potts said that assertiveness is a behavior to seek the achievement of mutually beneficial two parties agreement and satisfy both parties. the understanding presented by potts is more of a compromise between the two parties for the achievement of a negotiation in order to achieve the goal. virtue adds that assertiveness is a way to communicate feelings and needs while respecting the rights of others. virtue provides an understanding of the need for self-disclosure but also respects the feelings and rights of others. opinions are reinforced by eshelman who says that assertiveness is a personality trait that is not always shared by everyone as well as extraversion or stinginess. based on research by lopes corolne, j., ph.d., august 2013, the big five factors, transformational leadership, and transactional leadership, it shows that there is a significant relationship between personality and transformational leadership. thus the results of this study in accordance with theoretical studies and relevant research results, so it can be said that assertiveness have direct positive effect on transformational leadership as related to communication behavior in carrying out duties and responsibilities as a leader in order to achieve corporate goals. effect of management knowledge on the assertiveness based on the results of hypothesis testing shows that management knowledge has a direct positive influence on assertiveness. to calculate the amount of influence, t test is used, while to see the magnitude of influence used β number or standardized coefficients. the test results show t_count management knowledge of 2.402> from t_table (1.671) with a significance level below 0.05 of 0.020. hence the hypothesis that there is a direct positive effect of management knowledge on assertiveness is accepted. while the correlation coefficient value shows the result of 0.356. this suggests that management knowledge has a direct positive effect on assertiveness. this means that higher management knowledge will be followed by higher transformational leadership. the results of this study in accordance with some of the following theories: according to kinicki and fugate knowledge management is a knowledge and skills of a leader so as to create the behavior of transformational leadership. leadership behavior is also influenced by a combination of knowledge & skills, task oriented traits, interpersonal attributes and demographics. jones and george define management as activities of planning, organizing, leading, and controlling human resources and other resources to achieve organizational goals efficiently and effectively. hughes, ginnett and curphy provide theoretical support that in communicating is always based on the intention or purpose, where the intention or purpose is a reflection of the knowledge possessed. littlejohn, robbins and foss point out that assertiveness is constructive behavior by communicating verbally or nonverbally to control and retain personal rights. supported by paterson who states that assertiveness as a communication style that can be used in all situations, the other three styles are passive style, aggressive style, and passive-aggressive style. while potts said that assertiveness as a behavior to seek the achievement of mutually beneficial two parties agreement and satisfy both parties. virtue further states that assertiveness is a way to communicate feelings and needs while respecting the rights of others. cawood adds that assertiveness is an expression of mind, feeling, necessity, or rights without an unreasonable, direct, honest, and righteous anxiety. eshelman also mentions that behavior assertiveness is a personality trait that is not always owned by everyone as well as extraversion or stinginess. robbins and coulter complete the claim that the conditions occurring in certain groups of people encourage people to be tough, confrontational, decisive, and competitive rather than gentle and melancholy. furthermore littlejohn explains that assertiveness can be defined as defending their rights without disturbing the rights of others. based on the research of m.hautala (department of management, 180 university of vaasa, vaasa, finland) in 2006, about the relationship between management knowledge and assertiveness. the results showed that there is a relationship between personality with management and leadership. according to the leader (self-rating) preference, extroverted, intuitive and perceiving preferences have a positive relationship to management and leadership. in this case assertiveness is one form of behavior in the extraversion group. thus, the results of this study in accordance with theoretical studies and relevant research results, so it can be said that knowledge management can improve assertiveness. that is, knowledge management is a stimulus and reinforcement that can generate behavior assertively in leadership. effect of information system knowledge on assertiveness. based on the results of hypothesis testing shows that knowledge of information systems have a direct positive effect on assertive behavior. to calculate the magnitude of the effect, usedt test, while to see the magnitude of the influence used the number β or standardized coefficients. test results show t_count management knowledge of 2.923> from t_tabel (1.671) with a significance level below 0.05 is 0.005. hence the hypothesis that there is a direct positive influence of knowledge of information systems on assertiveness is accepted. while the correlation coefficient value shows the result of 0,567. this suggests that knowledge of information systems has a direct positive effect on assertiveness. that is, the higher knowledge of information systems will be followed by the higher assertiveness. the results of this study are consistent with the following theories: kinicki and fugate assert that effective leadership can be influenced by four types of leadership behaviors: task-oriented, relationship-oriented, passive, and transformational, in addition to situational factors that are external factors of behavior leader. colquitt also mentions that there are four factors that affect performance in the organization, namely: (1) organizational mechanisms include organizational structure and culture; (2) a group mechanism that includes leadership behaviors and styles, strengths and influence of leadership, processes and characteristics; (3) individual characteristic includes personality and cultural values and abilities; (4) individual mechanism that includes job satisfaction, stress, motivation, trust, justice, ethics, learning and decision making. kinicki and fugate assert that intellectual stimulation is a leader behavior that encourages followers to get out of the old paradigm in looking at a problem, so get a new perspective to create innovation and creativity in solving organizational problems. according to laudon and laudon information systems information systems are components that work together to collect, process, store and disseminate information in order to support decision making, coordination, control, problem analysis and visualization within an organization. in line with laudon's opinion, valacich mentioned that the information system is a combination of hardware, software, and telecommunication networks as well as people who build and use to collect, create, and distribute data useful for the benefit of the organization. meanwhile, according to robbins and coulter information system is a system used to facilitate managers in meeting the needs of information on a regular basis. this understanding focuses more on how managers need information regardless of how the information is obtained and how it is processed. furthermore, management information system according to mcleod is a computer-based system that provides information to meet user needs. affirmed by o'brien that information systems are a combination of people, hardware, software, communication networks, and data sources organized in such a way as to collect, transform, and disseminate information within an organization. further, haag et. al. states that the management information system is something related to the planning, development, management, and use of information technology tools to help people perform all tasks related to information processing and management. based on research conducted by nasiopoulos k. dimitrios, damianosp.sakas and d.s.vlachos.university of peloponnese, department of computer science and 181 technology, tripolis 22100, greece in 2012. the results show that mis implements are a modern way of having a strategic role for the competitiveness of firms. the strategic role is reflected in research and development with the help of dynamic simulation model greatly assist effectively in strategic planning and corporate management. thus, the results of this study in accordance with theoretical studies and relevant research results, so it can be said that knowledge information systems can improve managerial assertiveness. that is, knowledge of a qualified information system provides a very good stock to assertive behavior in leadership. conclusion based on data analysis and statistical calculation, the result of research indicate that: (1) there is positive direct influence of management knowledge toward transformational leadership, (2) there is positive direct influence of information system knowledgeon transformational leadership, (3)there is a positive direct influence assertiveness toward transformational leadership. 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http://journal.unj.ac.id/unj/index.php/ijhcm 69 organisation culture of saka bahari scout movement syahbudi 1 , hamidah 2 , yetti supriyati 3 indonesian naval doctrine development, education and training command state university of jakarta syahhas8896@gmail.com hamidahsam@gmail.com y_supriyati@yahoo.com abstract this research aims to acknowledge and describe the research in order to obtain a depth understanding on the focus of research namely organisation culture of saka bahari scout movement and sub-focus of the research, namely: 1. norms, values, and beliefs of saka bahari scout movement; 2. application of norms, values, and beliefs of saka bahari scout movement; 3. traditions to be the main characteristic of saka bahari scout movement; 4. symbol of saka bahari scout movement; 5. implication of application of organisation culture of saka bahari scout movement. this research used qualitative approach, with phenomenology methodology research as the basis to describe the research result conducted by observation, interview, and documentation, to subsequently carry out triangulation test. the result of research was made a discussing theme from each subfocus namely: 1. saka bahari scout movement as a forming forum of maritime character nation; 2. the method of nation character forming of saka bahari scout movement; 3. tradition of saka bahari scout movement in forming maritime national character; 4. symbol of scout movement and saka bahari as the forum to build the identity of maritime nation character; 5. application on the implication of organisation culture of saka bahari scout movement. keywords: organisation culture, nation character building and human resource development. indonesia is the largest archipelago country in the world with not less than 17,506 islands and the sea area reaches 5.8 millions km² and coast line of 81,000 km² length. if compared between the sea and ground area, 2/3 area of indonesia is large ocean that has abundant biological and nonbiological resources. by those condition above, it is very unfortunately if the condition is not maximally managed and empowered. even though indonesia is a maritime country, but it cannot be denied that the mindset of the indonesia nation is an agrarian society. therefore to be able to manage and empower the maritime resources which is owned by indonesia optimally, it needs to develop the society’s mindset as agrarian and also maritime one. that is certainly not easy and requires hard efforts. one effort to realise the maritime mindset of indonesia is through the activities of saka bahari scout movement, pursuant to law of the republic of indonesia number 12 year 2010, scout maritime aims to form each scout to have personality which is faithful, pious, noble, patriotic spirit, law-abiding, self-discipline, uphold the noble values of the nations, and have a life skill as nation cadre in maintining and developing the unitary state of the republic of indonesia, practicing pancasila, to preserve environment as well. to achieve those purposes in the implementation of scouting activities, besides the education and technical scouting trainings, it is also to conduct skill education and practice which is adjusted with the talent and interest of scout members through the activities satuan karya pramuka (saka), which is one of them is saka bahari. according to metroprawiro, saka bahari is especially established and organised to instill maritime spirit and development in the field of maritime and sea farming. mailto:syahhas8896@gmail.com mailto:hamidahsam@gmail.com mailto:y_supriyati@yahoo.com international journal of human capital management, vol. 2 (1), july 2018 70 however it is very unfortunately, to actualise the noble purpose above, saka bahari scout movement must work harder, due to the lack of facilities and infrastructures as well as inadequate budgets. with all of those limitation above, since the establishment of saka bahari scout movement until today, it continues to be existed even there is a fluctuation to grow the maritime mindset. all cannot be separated from the spirit embedded in every coach, tutor and the member of saka bahari scout movement. that spirit is based on norms, values, and beliefs as well as tradition that lead behavior strongly which is held by each saka bahari scout member namely satya pramuka and darma pramuka that become the organization culture of saka bahari. organisation culture of saka bahari scout movement is the nation culture of indonesia which is applied to pancasila philosophy, since the pancasila philosophy contains religious nobel values of indonesian nation and has the attitude of solidarity, kinship and brotherhood as well as uphold humanity and justice that can be the foundation for the nation development particularly development of maritime spirited youth character. the concept and theory were used as the foundation in this research focuses on the aspects of organisation culture and sub-focus namely: norms, values, and traditions as well as symbol. the background of the research was saka bahari scout movement. from the aspect of focus, quite many theories concerning organisation culture, among other things, according to wibowo, asri laksmi riani, brent d. ruben and lea p. stewart, as well as robbins and judge, hodgetts, etc. moorhead and griffin, edgar h. schein, as well as fred luthans, which basically state that organisation culture is the philosophy of organisation basis contains norms, values, beliefs, traditions and symbol, that become the core characteristic on how to be conducted in organisation, norms, values, beliefs, tradition and symbol the guidance for all human resources and organisation in carrying out the work. from the theory, it can be concluded that organisation culture is norms, values, tradition and beliefs as well as symbols to be a collective guidance of all organisation members in managing and running an organisation. in the research context of organisation culture of saka bahari scout movement, the definition of organization culture is norms, values, beliefs and traditions as well as symbols that become the guidance of all organization members of saka bahari scout movement in managing and running the organization of saka bahari scout movement. from the aspect of sub-focus; 1. norms, from several opinions and theories, it can be concluded that the definition of norm is the guidance of behavior in group applicable for each individual in the group to have social interaction. in saka bahari scout movement, this norm is available in satya pramuka and darma pramuka, which is the explanation of pancasila that becomes the foundation of each activity and behavior in saka bahari scout movement; 2. value, there are several definitions concerning value that can be concluded that value is basic belief, principals and measure that is deemed appropriate, correct and valuable to be achieved by group or organisation members. in the organization of saka bahari scout movement, the organisation values are scouting value; 3. belief, quite many opinions and definitions of belief, from several definitions of belief, averagely contain elements, attitude, opinion, expectation, belief, something right and real, from those several elements, it can be concluded that the definition of belief is attitude, opinion, belief to accept something given or taught to him is something right and real. if youth has belief to be the member of saka bahari scout movement is to become youths which have nationality characteristic with patriotism spirit and high martial spirit, and have a high maritime spirit, it means that they have patriotic attitude which is ready to fight in defending nkri and have attitude to improve skills and knowledges to be able to exploitate and explore maritime potentials for the sake of society and the nations’s welfare in maritime sector; 4. tradition, there are many definitions and opinions on tradition, several definitions of tradition are activities which are believed good and have to be customs as well as carried out repeatedly and hereditary. the context in saka bahari scout movement, that becomes tradition is to negotiate every time taking decision and camping activities; 5. symbol, international journal of human capital management, vol. 2 (1), july 2018 71 several definitions on symbol are generally an image or form or item used to represent an idea or particular character. example in saka bahari scout movement, the symbol is anchor image that means maritime; 6. scout movement, pursuant to law of the republic of indonesia number 12 year 2010 regarding scout movement, pursuant to article 1 paragraph (1), paragraph (2) and paragraph (3) as well as paragraph (4) may be concluded that scout movement pursuant to the law, is organization that become forum for scout to organize scouting education to form personality, life skill, and nobel mental of scout through appreciation and practice of scouting values as well as practice satya pramuka and darma pramuka; 7. saka bahari, pursuant to the resolution of the national quarter of scout movement number : 158 year 2011 regarding instruction of organization of bahari scout creation unit, definition of scout creation unit or abbreviated as saka is scouting education organiser unit for learners as young member to increase knowledge, skill and coaching in particular field. definition of maritime is sea, but in the relation with the activity of scout creation unit, maritime means all activities related to sea and waters ecosystem. the definition of nautica scout creation unit or abbreviated as saka bahari or development forum for penegak scout and pandega scout to improve knowledge and practical skills in the field of maritime that is useful for personal, family, and environment as well as can be provision in developing work field. the research aims to describe a deep understanding regarding the research focus and subfocus of organisation culture of saka bahari scout movement. depth knowledge of norms, values, beliefs and traditions as well as symbol that constitute organisation culture of saka bahari scout movement, is expected to be disseminated to youth and society. therefore, youth and society can understand the benefits and the importance of saka bahari scout movement for nation and country as youth development forum to realise indonesian human who have high spirit of faith and piety to the god almight, has high patriotism spirit and nationalism as well as willing to maintain the integrity of nkri, and has love to homeland and maritime. method it is flown from the theory of goman and clayton that qualitative research is to process data search overview of direct event contexts, as the efforts to describe an event as exactly as the facts are, which means to make various events such as involving participative perspective (researcher) in various events, as well as uses induction in explaining the phenomenon description observed. the selection of this method was based on the consideration that the research to be done is to seek for explaining deeply regarding organisation culture of saka bahari scout movement. the research procedure is as described below; the research implementation is initiated by the initial study to determine the focus, by carrying out theoretic study and field study, as well as make analysis over the result of theoretic study in the form of theories regarding organization culture and field stury, in the form of implementation of organization culture. the analysis result becomes the theme or focus of research, which is described to be several sub-focuses and problem formulation which are made to each sub-focus in the form of principal questions and they will be explored in depth, subsequently research instruments are made such as: interview guide, observation guide, recording tool, document, etc. the instrument of research by searching of informant to result raw data. raw data were interpreted then the result were coded, code is data / interpretation over the information received is the same, and the code is made in sub-category; from the same sub-categories are made into one category, and from the same category is made theme to be discussed on the research result. the data source in the research which include primary data are respondents of official and or former officials, administrators and or former administrators of saka bahari scout movement, observers of saka bahari scout movement and member of saka bahari scout movement, as well as other personnels who have capability and understanding regarding the organisation culture of saka bahari scout movement , while the secondary data sources are report, manual books, journals, international journal of human capital management, vol. 2 (1), july 2018 72 magazines or books, information or news from media, either printings or electronic media, including internet. even though the secondary data have the shortage due to the level of obsolence is quite high compared to the primary data, but to save time and cost, secondary data remains needed in this research. figure 1 research procedure data collecting technique in the research is adjusted to the focus and the research purpose, namely; 1) documentation study; 2) interview is carried out to several interviewees on the research location; 3) observation is carried out to object insentively to obtain accurate information and data in connection with organisation culture of scout movement. the data analysis procedure by using the qualitative analysis. according to bungin, qualitative analysis tends to use inductive logical approach, where silogism is built based on the particular matters or data on the field and boils down to the general conclusions. this approach uses similiar logical thinking to sit pyramid. the procedure flow of qualitative data analysis used in this research is in accordance with the figure 2. the explanation is as follows: first step, carries out analysis since on the field, when conducting data collection by observation, documentation and interview, and seeks to observe and record various research objects as well as analysis; second step, carries out identification to the data have been collected on the field, then they are transcriped in code category and theme; third step, carries out data classification into code, category and theme in accordance with the research focus; fourth step the data has been classified into category and theme initial study theoretic study field study focus & subfocus problem formulation protocol research triangulation category theme/concept/pater documentation interview observation raw data reduce&interpelati on research report source method coding international journal of human capital management, vol. 2 (1), july 2018 73 are being analyzed in depth; fifth step, the data analysis result in depth is tested by re-confirm to interviewees and research supervisor; sixth step, report of research result is made after testing. figure 2 flow of analysis procedure to check the data validity, it needs testing and reliability of qualitative research, including credibility, transferability, dependability and confirmability tests. credibility test, is carried out by conducting the trangulation test on data source by checking the data have been obtained through several sources and triangulation tests of data collection technique are carried out by checking the data to the same source in different technique. transferability test, transferability in qualitative research is usability level of the research result to be applied in new situation (other places) with new people. in order the degree of usability of this research result can be reached that possibly this research result be applied, the researcher will make the report of research result by giving details, clear, systematic and trustable description, so readers or users can decide whether or not able to apply the result of this research in other places. dependability test, is carried out by auditing the overall research processes through copromotor and promotor at coaching process and consultation, by carrying out the audit to all activities and research results ranging from determination of theme and title, research focus and problem formulation, activities on the field, determine data source, carry out data analysis, checking on data validity up to make report of research result, discussion of research result and conclusion. confirmability test, also called as the objectivity test of research. in order that this research is classified into objective, confirmability test is jointly done with dependability test. result and discussion the research result of each sub-focus is being tested its credibility through triabulation test, namely to triangulation test to the data source and the triangulation test of the technique and method of the data collection. from the result of triangulation test to each sub-focus, can be made conclusion, and from the conclusion it can determine theme to be discussed on the chapter of discussion of research result. the conclusion of research results of each sub-focus are: the research result of norms, values and beliefs of saka bahari scout movement are norms and values of saka bahari scount movement analysis on field observation data interview data documentation data transcription data focused analysis in depth analysis result confirmation report of research result international journal of human capital management, vol. 2 (1), july 2018 74 is a unity, just as two sides of coin, where the norms of saka bahari scout movement consisting of pancasila, satya pramuka and darma pramuka are the foundation of thinking, acting and behaving for all members of saka bahari scout movement, while the values of scout movement is the implementation of norms of the scout movement, which are taught in the scouting education curriculum. scouting education activity is an effort to establish character and development of nationality values with maritime insight. by the scouting education, it is believed will bring benefits for life both personal and family, community, nation and state. with the result, the discussion theme is “saka bahari scout movement as the establishment forum of national character and maritime spirit”. the research result of application of norms, values and beliefs of saka bahari scout movement are: the research result of application sub-focus of norms, values, and belief of saka bahari scout movement are; 1) application of norms, valued and beliefs of saka bahari scout movement by education and training, and are not taught; 2) the application method is by interactive and progressive learning; 3) the method is coaching system, namely: to be role model, to motivate, and to support; 4) the technique used are: learning while playing, learning while doing, learning while teaching, learning to have income, income for living, and learning to live in society, as well as live to filial and learning to be characterised; 5) the application strategy is by improving scout image through: development of scouting activity according to interest and talent, development and improve the program, quality, curriculum and facility and infrastructure, as well as organization concolidation, management system, and resources. from those results, the theme taken for discussion is: “method and strategy of national character building with the spirit of maritime nation to saka bahari scout movement”. the research result of saka bahari scount movement tradition is tradition is a part to practice darma pramuka, namely; negotiation and camping. negotiation is used as tradition in a forum of decision making process either at national or branch level. tradition is based on the existence of saka bahari scout movement which is joint organization of saka bahari scout, so all decisions must be taken jointly by the scout members. in that negotiation, saka bahari is always looking for organization solution not for the interest of individual, or group. camping is used as tradition, because, scouting education activity is carried out by interactive and progressive learning methods, through conducting activities outdoor, grouping and learning by doing. by camping those elements are easily fulfilled. sor it will not be completed and not attractive if scout activity is done without camping. from the research result, the discussion theme taken is: “tradition of saka bahari scout movement in developing the spirit of maritime character”. the research result of symbol of saka bahari scout movement is that the symbol of scout movement namely coconut shoot which copyright has been registered and the symbol of saka bahari is pentagon which there are two coconut shoots flanking the anchor image and below there is saka bahari writing. from the research result, the theme of discussion regarding symbol of saka bahari scout movement is: “symbol of scout movement and saka bahari as the identity of establishment forum of maritime nation character spirit”. the research result of implication of organization culture application of saka bahari scout movement is, that the application of organization culture of saka bahari scout movement implies to the establishment of saka bahari scout movement member as successor of a characteristic nation based on pancasila, maritime insightful, love maritime, has indonesia personality, virtuous, independent. from the research result, the discussion theme to sub-focus of application implication of organization culture of scout movement is “the implication of organisation culture implementation of saka bahari scout movement”. international journal of human capital management, vol. 2 (1), july 2018 75 discussion 1. organisation culture of saka bahari scout movement establishes maritime spirited nation character: about organizational culture, according to hodgetts (2006:154), organizational culture as the shared values and beliefs that enable members to understand their roles and the normas of the organization, schein (2010:18) while argue a pattern of shared basic assumptions learned by a group as it solved its problems of external adaptation and internal integration, which has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems. character is an inner nature that affects all thoughts, attitudes, manners, and character possessed by humans or other living beings (kbbi), chotib, dkk.,(2016:5-6) while the nation is a group of people who have the same character because of the similarities of fate and experience of cultural history that grows along with the growth of the nation the indonesian nation has the same fate and historical experience, an important factor of the formation of the indonesian nation is; equations of ethnic origin; equality of cultural patterns; residential equations called typical homeland; historical equations; and equality of ideals. while the unifying factor of the indonesian nation is; pancasila; the 1945 constitution; red and white national flag; indonesian national anthem; indonesian; one territory of indonesia; a state government organizational culture the saka bahari scout movement is the norm, values, beliefs and traditions and symbols adopted from the values of pancasila, while the pancasila values are the crystallization of the noble values of the indonesian nation. scouting activity based on satya and darma pramuka is the scout code of honor taken from the values of pancasila that must be practiced by all members of the scout movement. the scout code of honor is the core value of the scout movement. through scouting education every member of the saka bahari scout movement was formed to have the character of the nation and the maritime character. the character of the nation formed in the form of piety to god almighty, has noble character, possesses nationalism, and patriotism based on pancasila, has a spirit of unity and unity and determination to maintain the unity of the unitary state of the republic of indonesia, while the maritime character is the nature or soul someone who is impartial, visionary, and innovative in managing, utilizing, making the sea as a means to lift the dignity and dignity of the nation's life. organisation culture of saka bahari scout movement establishes maritime spirited nation character some reviewed; first. if reviwed from the development history aspect of saka bahari scout movement, the scout movement organization was established by youth leaders and scout in that period to rise the spirit of unity as well as patriotism spirit to seise and defend the independence based on beliefs and resignations to the god almighty, spirit of patriotism, unity and love maritime. the spirit continues to be waged by scout coaches of saka bahari until now. viewed from the aspect of the theory of establishment process of organisation culture, the organisation culture of saka bahari scout movement is established by the organisation founders which is embedded to the organization members pertaining the way they think and give example of how personality and organization culture will be applied by the founders as well as ancourage and internalize their belief, value, and assumption. at the time the organization is established, the personality of the founders becomes embeded in the organisation culture. the organization culture of scout movement, by the founder of scout movement in indonesia such as mangkunegara vii, kiai haji agus salim, kiai haji ahmad dahlan and others, are the idea to grow patriotism spirit to realise independence, and the independence struggle would not be reached if there was no unity. therefore, organization vision and mission is built to the effort to realize and grow patriotism spirit, unity based on the belief to the one and the only god. this vision and mission are developed, socialised and embedded to each member of saka bahari scout movement by uproaring patriotism spirit, developing unit by not discriminating tribes, religions, rases and ethnics, because unity will grow strength and instilling maritime spirit. international journal of human capital management, vol. 2 (1), july 2018 76 considering the religious indonesian people, all efforts and struggles are always based on the god’s will and power, therefore it requires strong belief and resolute submission to the god almighty. the vision and mission brought by the founders of scouting organization in the period before independence continued to be inherited by the next generation, that become organization culture of saka bahari scout movement. the core of indonesian culture which are cristalised in pancasila philosophy, by scout figures in that era is described into the honor code of scout that becomes the core value of organization culture of scout movement which there are satya pramuka and darma pramuka inside, as the foundation and guidance for every scout member to think, show attitude, act, and behave. viewed from the aspect theory of the function of organisation culture, the organisation culture of saka bahari scout movement with its core value not only as not only as the identity and differentiator with other organisations, and also not only just to facilitate collective commitment of organisation members, and also not only to increase the social system stability and behavior formation of organization member as a forum to build and develop the youth character of pancasila whch has spirit to defend country, and love the homeland. second. the purpose to build youth nation character which is carried out by saka bahari scout movement is to establish personality and life skills. personality formed is religious values, noble moral as well as has spirit to love homeland, love maritime, and spirit of bhinneka tunggal ika as well as spirit to defend the country and defend the republic of indonesia and life skill formed in saka bahari is skill in accordance the activities available in saka bahari in accordance with interest and talent of each member of saka bahari. third. the nation character building in scouting education refers to the honor code of scout which is the core value of organisation culture of saka bahari scout movement. the nation character through education and practice of darma pramuka forms each member of saka bahari scout to be indonesia human with pancasila view of life, as darma pramuka is one form of explanation and practice of pancasila. scouting education in saka bahari scout movement is the effort to form nation character based on the effort to realize pancasila values in the life of each scout member. 2. method and strategy to form maritime spirited character in saka bahari scout movement: the discussion result of saka bahari scout movement method in the nation character formation is carried out through scouting education, to form each saka bahari scout to be a person with maritime and nation character. implementation of scouting education is carried out through learning activity with interaction between learners and coach, which is realized in 8 (eight) interaction methods. those eight methods are one complementary unity, as one and another methods are related to each other and interconnected as well as support each other. therefore, in the implementation of character formation in saka bahari scout movement can use several methods simultaneously, which leads to filial life pursuant to the motto of saka bahari scout movement, satyaku kudarmakan, darmaku kubaktikan. grand strategy of saka bahari in scouting education is human resource empowerment program for young members and adult members of saka bahari scout movement, planned and programmed by utilizing facility and infrastructure in economical and appropriately as optimum as possible. the program is implemented at least in two main program, namely: 1) education and training program; 2) camping programmes consisting of, coast camp, sailling camp and archipelago circumference camping and sailing (pelantara). one and another education and training by camping programme, are synergic to each other, but they also can run individually, in accordance with situation and condition. the skill taught and trained in saka bahari scout movement are in accordance with four activities of saka bahari. meanwhile, the attitude, personality and behavior formed are nation’s character pursuant to pancasila, so as to have the attitude that beliefs in the only and the one god, unity, love homeland with the spirit to defend nkri, and maritime character by inculcating the spirit to love maritime. international journal of human capital management, vol. 2 (1), july 2018 77 the education and training directed to the purpose of saka bahari scout movement organization to capacity building and nation character building both individual and group is life skill so it can be the bridge in working (to find job) and in living in a better life later. so the life is useful for family, society, nation and state. 3. the tradition of saka bahari scout movement in building maritime spirited nation character: according to funk and wagnalls in muhaimin (2011:11), traditions in meaning as knowledge, doctrine, customs, practices and others are understood as knowledge which has been handed down from generation to generation including the method of transmitting such doctrine and practice, ccording to the big indonesian dictionary (kbbi) there are two meanings, first sense, tradition is a downward habit (of ancestors) that is still practiced in society; second sense, tradition is the assessment or assumption that the ways that have been there is the best and the right, according to chaplin (2011:331), tradition (tradition); practices or customs inherited from previous generations. it can be concluded that tradition is something that is believed to be good activity and has become a habit and has been done repeatedly for generations. the context in the saka bahari scout movement, which became a tradition among them was deliberation in every decision and camp activities. by having the tradition to negotiate, it makes a saka bahari scout has good nation character, and forms a faithful and pious personality to the god almighty, noble moral, patriotic spirit that has love to maritime and homeland, unity spirit, spirit to defend the country of the republik of indonesia, which in daily life, both in family and community, country and state, is always reflected in the practice of honor code of scout and essential the values of pancasila. the camping tradition will be useful to obtain benefits: 1) to increase faithful and pious to the god almighty; 2) to grow love to nature and brotherhood; 3) to train tenacity and creativity; 4) to grow attitude of togetherness, brotherhood, and unity; 5) to instill love to homeland; 6) to train simplicity and independence; 7) to train skill and dexterity; 8) to improve self confidence. that are parts of scouting education that build nation character of each saka bahari scout. so, it can be said that camping tradition of saka bahari scout movement is one facility to build nation character of each saka bahari scout. 4. symbol of scout movement and saka bahari as the identity of forum of maritime spirited character building: some notions of symbols are, as follows; a. according to ruben and stewart (2013:347), symbols are one of the most important elements of organizational culture. trademarks, buildings, office furniture, and uniforms are examples of symbols that are often seen as facts of organizational culture, according to chaplin, symbol (symbol); 1) any object representing other objects; 2) in writing, print, or musical notation, is any sign, character, or diagram that replaces words or is used to denote a single operation. it can be concluded that the symbol is a figure of images or shapes or objects used represent a certain idea or idea or character. example in the saka bahari scout movement is a picture of anchor meaningful kebaharian. the symbol of scout movement that reflects each scout is the successor of the nation who is able to adapt in any kind of condition, has high idealism and hold on to rules and strong basic namely pancasila and honor code of scout, as well as to devote himself to the nation and country, with motto satyaku kudarmakan darmaku kubaktikan. the symbol of scout movement is not only an organization identity, but also reflects organization culture of scout movement in the form of norms, values and belief. the application of scout movement symbol embodied in honor code of scout is to be the core value of scout movement organization culture. meanwhile the symbol of saka bahari may be interpreted to live and practice pancasila in daily life, a saka bahari member aware upon his responsibility as the nation buds of hope, so seeks to improve science, skill, proficiency and ability to manage and preserve the maritime potential for the nkri glory. international journal of human capital management, vol. 2 (1), july 2018 78 5. the implication of organisation culture implementation of saka bahari scout movement explicitly, the implication of organisation culture implementation of saka bahari scout movement to the unitary state of the republic of indonesia is expressed on the purpose of scout movement, pursuant to the article 4 of law of scout movement. the manifestation of the purpose achievement explicitly is that saka bahari scout movement has; 1) high solidity and solidarity; 2) independence; 3) spirit to maintain unity; 4) high integrity over the intact of the nkri, and; 5) strong identity and personality of the nation. conclusion the organisation culture of saka bahari scout movement consisting of pancasila and honor core of scout that include satya pramuka and darma pramuka is a foundation of thinking, acting and behaving for all members of saka bahari scout movement, which is taught in scouting education curriculums. scouting education aims to build each saka bahari scout to be a characterised person and has maritime spirit. the implementation of scouting education is conducted through learning activity by the interaction between learners and coaches. the skill taught and trained in saka bahari scout movement is in accordance with four activities of saka bahari. meanwhile attitude, personality and behavior built is nation character pursuant to pancasila, in order to have attitude that is magnificent cunning, unity, love the homeland and spirit to defend the nkri, and maritime character by instilling spirit to love maritime. the method applied in scouting education is interactive and progressive learning, carried out by using accompaniment system; the education technique used is: learning while playing, learning while doing, learning while teaching, learning to have income, income for living, and learn to live in social life, as well as live to devote, learn too have character. the primary tradition applicable within saka bahari scout movement is negotiation which reflects at all times in the practice of honor code of scout and essential values of pancasila as well as camping tradition, are one facility to build the nation character and maritime spirit of each saka bahari scout. the symbol implementation of scout movement is accommodated in the honor code of scout that becomes the core value of scout movement organisation culture while the symbol of saka bahari can be interpreted by living and practicing pancasila in daily life, a member of saka bahari seeks to improve science, proficiency, skill and ability to manage and preserve the maritime potential for the nkri glory. the application of organization culture of saka bahari scout movement is implied to the attitude building in each scout of saka bahari; a. high solidity and solidarity; b. independence; c. spirit to maintain the unity; d. high integrity over the intact of the nkri, and; e. strong identity and personality of the nation. refrences bungin, burhan. 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(2013). organizational culture: a necessity to improve performance. jakarta: raja grafindo persada. international journal of human capital management, vol. 2 (2), december 2018 international journal of human capital management, vol. 7 (1), june 2023 1 | p a g e international journal of human capital available online at management http://journal.unj.ac.id/unj/index.php/ijhcm e-issn 2580-9164 vol. 7, no. 1, june 2023, p 1-27 electronic audit (e-audit), audit judgement, corruption detection and audit quality: bpk ri luqman hakim universitas muhammadiyah jakarta email: luqman.hakim@umj.ac.id raymond pardomuan universitas muhammadiyah jakarta email: raymond.pardomuan@gmail.com mitsalina tantri universitas muhammadiyah jakarta email: mitsalina.tantri@live.com abstract this research is based on the phenomenon that occurred related to the existence of several limitations faced by the supreme audit agency of the republic of indonesia in carrying out audits of financial statements in public sector entities. this condition risks affecting audit quality, resulting in the emergence of information gaps between bpk ri, the public and related stakeholders. the purpose of this study was to examine and analyze whether the effect of each independent variable (x1, x2 and x3), including electronic audit (e-audit), audit judgment and the detection of corruption affecting audit quality as the dependent variable (y ). the research method used is a quantitative method. this study examines the effect of eaudit, audit judgment and corruption detection on audit quality. this study uses primary and secondary data with a research instrument in the form of a questionnaire. the object of this study is the ib auditorate as a work unit equivalent to echelon ii under the main auditorate of state finance i at the head office of the supreme audit agency of the republic of indonesia. the number of respondents in this study were 40 auditors/examiners in the ib auditorate. the type of analysis in this study was statistical descriptive analysis. the statistical analysis tools used are the spss and eviews applications. the results of the empirical study revealed that each of the independent variables (x1, x2, and x3), including e-audit, audit judgment and detection of corruption, had a positive and significant effect on audit quality as the dependent variable (y). future research is needed to develop with other indicators besides the quality of electronic audit (e-audit), audit judgement, corruption detection and audit quality. keywords: e-audits, audit judgment, corruption detection, audit quality. http://journal.unj.ac.id/unj/index.php/ international journal of human capital management, vol. 7 (1), june 2023 2 | p a g e received: 15 february 2023 accepted: 28 february 2023 publish: june 2023 how to cite: hakim., et.al. (2023). electronic audit (e-audit), audit judgement, corruption detection and audit quality: bpk ri. international journal of human capital management, 7 (1), 1-27. https://doi.org/10.21009/ijhcm.07.01.1 introduction in addition to the limited time that has been set constitutionally, financial audits at the bpk ri also have their own challenges related to the lack of availability of human resources (hr) for auditors (examiners). some of the limitations above have the potential to affect audit quality at bpk ri, whose reports are submitted to the public/stakeholders (pradita, 2014), (rachmadia, 2015) and (tri cahyono & siswantoro, 2016). this condition also gave rise to a phenomenon known as the perception gap. there is a perception gap between the public's expectations, especially lk users and the independent audit function by bpk ri which is inseparable from the link with the quality of the audit itself. (boyd, boyd & boyd, 2001 in tampubolon & tobing, 2019) and (auliyana, 2017). the opinion sheet published in the bpk ri inspection report (lhp) states that lk has been presented fairly according to standards, but the facts still contain serious problems. in several cases it is known that there are central/regional government entities with the best lk predicate, namely unqualified (wtp) which does not necessarily guarantee freedom from the occurrence of irregular practices, especially criminal acts of corruption, thus affecting the emergence of reputational r isk in the form of reduced public trust (warkini et al. al. 2020), (layli & arifin, 2020), (algam, 2018), (tehupuring, 2018) and (gunarwanto, 2017 in utomo et al. 2018). these problems are as contained in table 1 below: table 1 corruption cases in the central/regional government and opinion status of bpk ri no defendant's position corruption case case year bpk ri opinion in case year 1 governor of riau archipelago (an nb) reclamation permit corruption case on kep. riau 2019 wtp 2 regent of purbalingga (an t) corruption case in the construction of an islamic center in purbalingga regency 2018 wtp mayor of blitar (an msa) corruption case in the construction of a junior high school in blitar city 2018 wtp international journal of human capital management, vol. 7 (1), june 2023 3 | p a g e no defendant's position corruption case case year bpk ri opinion in case year 3 inspector general of the ministry of village pdtt (an sgt) giving bribes in order to influence the results of examination of lk 2017 wtp 4 minister of religion (an sa) implementation of hajj and misuse of ministerial operational funds 20112014 2011: wtp dpp 2012: wtp dpp 2013: wtp dpp 2014: wtp dpp 5 minister of energy and mineral resources (an jw) misusing the minister's operational funds (dom) and receiving gratuities 20112013 2011: wtp 2012: wtp 2013: wtp source: bpk ri and kpk: processed even worse, in several cases related to the quality of bpk ri audits, there is a risk of irregularities that also involve internal parties (bpk ri auditors), so that it indirectly constitutes a lie to the public regarding audit opinions (layli & arifin, 2020). as explained in the following data: table 2 corruption cases involving bpk ri auditors no . corruption case value of bribery/gratification 1 the bribery case of one former bpk ri auditor related to an examination at bumn pt jasa marga purbaleunyi branch in 2017 one former bpk ri auditor was proven to have received a harley davidson motorbike worth idr 115 million from the former gm jasa marga purbaleunyi branch 2 the bribery case of two former bpk ri auditors related to the opinion on the audit result report (lhp) on the financial statements of the ministry of villages, development of disadvantaged regions and transmigration (kemendes pdt) for the 2016 fiscal year two former bpk ri auditors were proven to have received rp. 240 million in stages from the former inspector general of the ministry of village pdt 3. the bribery case of two former bpk ri auditors related to the opinion on the examination report (lhp) on the two former bpk ri auditors were proven to have received rp. 400 million from former international journal of human capital management, vol. 7 (1), june 2023 4 | p a g e bekasi city government's financial statements for the 2009 fiscal year bekasi city government officials 4. the bribery case of two former bpk ri auditors related to the opinion on the audit result report (lhp) on the regional financial statements of tomohon city, north sulawesi in the 2007 fiscal year two former bpk ri auditors accepted a bribe of rp. 600 million given by the mayor of tomohon, to provide a wtp opinion on lk. in addition to receiving facilitation for giving opinions, the two people also received hotel facilities and vehicle rentals taken from tomohon city government funds in the amount of idr 7.5 million. from audit quality issues, it can also lead to legal risk vulnerability through lawsuits/lawsuits from auditees who do not accept/objection to bpk ri's audit quality. the data on the number of lawsuits and subpoenas against audits conducted by the bpk ri as of 2019 are presented in the figure below (bpk ri, 2019): ‘ figure 1. number of claims from the examined party to bpk source of the 2019 bpk ri annual report from the description of the data and facts above, herawati & selfia (2019) and francis (2014) in algam (2018) explain the correlation related to the emergence of gaps in terms of the audit function, that this is due to an audit failure which is most likely to occur. on low audit quality. bpk ri needs to improve audit quality according to the mandate, fulfill stakeholder requests and audits that pay attention to public issues in a strategic, anticipatory and responsive manner. in this study, efforts to measure audit quality refer to public sector audit practices carried out by the bpk ri. as stated in article 9 of law number 15 of 2006 concerning bpk ri, this can be interpreted that in carrying out its duties the bpk has the authority to determine, among other things: the object of inspection; planning and carrying out inspections; determine the time and method of inspection; determine the type of documents, data and information; set inspection standards; and establishing a code of auditing ethics. with this authority, bpk ri seeks to narrow the level of gap (expectation gap), so as to be able to reduce the risks that hinder the achievement of a quality audit process. international journal of human capital management, vol. 7 (1), june 2023 5 | p a g e research from supriadi et al. (2019), rufaedah (2017), amerthajaya & aryani m (2016) and darono (2014) explain that in order to achieve good audit quality, it is necessary to carry out an electronic-based inspection (e-audit) or known as a computer-assisted audit technique (hereinafter abbreviated as tabk). given the scope of inspection (central/regional government entities and the complexity of existing transactions is not comparable to the availability of human resources and sufficient time, e-audit can be considered capable of producing quality audits if errors are caused by human negligence/accidents and the time required in the process). audits can be minimized. besides having to implement e-audit, other factors to achieve high audit quality, research from sulistyawati et al. (2019), wijaksana & krisna dewi (2019), fitriana et al. (2014) in sulistyawati et al. (2019), gasendi et al. (2017), hasanah & rosini (2016) and yendrawati & mukti (2015) that auditors are required to have an attitude of professional judgment in carrying out audit procedures or audit judgments. the results of research by sukmawati & faisal (2015) show that the audit quality of the auditors can be influenced by audit judgment competence. in forming audit judgment, it is influenced by several aspects, including professional audit expert ise, accountability pressure, and task complexity. as an important part of ensuring the quality of state financial audits, the spkn reveals that the ri bpk auditors also consider the ability to detect fraud risks, especially corruption in carrying out their procedures (bpk ri, 2017). this is very much needed, because corruption is a serious problem that has an impact on state financial losses (aksa, 2018). research from sihombing et al. (2019) and umar et al. (2019) explained that the auditor has a high role and responsibility in being able to detect corruption in the lk he audits, then the auditor can communicate to stakeholders, if he finds indications of fraud in the lk. based on the phenomenon, the literature used and the results of previous research that was stated earlier, this research will focus on the research objects of e-audit, audit judgment and corruption detection and audit quality. this research was conducted on auditors/investigators in the ib auditorate environment at bpk ri. so the title of this study is the effect of e-audit, audit judgment and corruption detection on audit quality (empirical study on bpk ri's ib auditorate). literature review agency theory (grand theory) in agency theory (agency theory), agency relationships arise when one or more people (principal) hire another person (agent) to provide a service and then delegate decision-making authority to the agent. agency theory is a theory used by companies to base their business practices. jensen and meckling (1976) describe the agency relationship as:“agency relationship as a contract under which one or more persons (the principals) engage another person (the agent) to perform some service on their behalf which involves delegating some decisions making authority to the agent”. agency theory is also known as contractual theory which views a company as a contractual agreement between company members. they also state that the agency relationship is as a contract between one or more parties who employ other parties to perform a service for their benefit which includes delegating some decision-making powers to these other parties. thus, this theory indicates that there is an interest in every party in the company to achieve goals (godfrey et al. 2010) and (hoesada, 2020). nandari & latrini (2018) and messier et al. (2011) in atiqoh & riduwan (2016) explains that there are differences (conflicts) of interests that can arise between principals (owners) and agents (management). management has a tendency to compile lk to appear to be good, so that the owner (principal) perceives their performance as good. rosiana et al. (2019), sugiarmini & international journal of human capital management, vol. 7 (1), june 2023 6 | p a g e datrini (2017) and nandari & latrini (2015) explain that as an effort to reduce deviations by management in preparing lk, an evaluation or test is required by an independent party, namely the auditor. the role of the auditor is needed to mediate conflicts that occur between management and stakeholders/owners. meanwhile, the relevance between agency theory and audit quality in the public sector according to research by isnadiva & haryanto (2021), saleh & ratmono (2017) and sugiarmini & datrini (2017) can be illustrated that the correlation between the public and the government is like the principal and agent. the public (society) as the principal and the government (executive, legislative and judicial institutions) as the agent. the public gives regulatory authority to the government and provides resources (budget). as a manifestation of accountability for the authority given, the government publishes accountability reports. electronic audit (e-audit) according to setiady (2016) that electronic-based audits or e-audits are not much different from audits in general. it's just that in e-audits, procedures for collecting, verifying and validating evidence are carried out with computer aids, so as to improve audit quality effectively and efficiently. the evidence collected for evaluation has begun to leave the hard copy form but has taken the form of a computer data archive file (adk) or soft copy format. suhartini et al. (2021) and nindyastuti & kiswara (2014) explain that e-audit is carried out by preparing software tools by the auditor that are customized to form a database synergy that stores financial information from the entity (auditee) to test accounts and transactions contained in lk. in the context of public sector finance, according to florida, e-audit, is a computer-assisted audit that utilizes electronic records in completing all or part of the audit procedure. public sector e-audits are carried out by preparing customized software to form a database that stores various information and the financial performance of public sector entities. supriadi et al. (2019), rufaedah (2017), atmaja (2016) and darono (2014), explain that the e-audit developed by bpk ri is included in the auditing around the computer category, namely audit techniques using audit software or tabk. in this approach, testing is applied only to input and output quality, not testing the system. this approach is more appropriate and relevant to accommodate the needs of bpk ri's auditing duties on financial data and information processed by public sector agencies digitally. the electronic data required in the audit process is first prepared by the entity and then sent (transferred) via internet access which is connected in synergy with the bpk e-audit portal. audit judgment wijaksana & krisna dewi (2019), gasendi et al. (2017), pektra and kurnia, (2015) in gracea et al (2017), hasanah & rosini (2016) and yendrawati & mukti (2015) explain that the definition of audit judgment is a perspective, policy or consideration in responding to information that affects documentation evidence as well as the auditor's decision maker's opinion on an entity's lk. judgment can be determined from an auditor's individual perception/assessment regarding the risks and conditions that exist in the field. as for fitriana, et al (2014) in sulistyawati et al. (2019) explains that at each stage of the audit, audit judgment is required in the fi audit process, starting from audit plans, testing to audit reports. audit judgment is a judgment that influences audit documentation and opinion decisions made by the auditor. audit judgment is needed in the audit process because the audit is not carried out on all evidence of transactions within the organization, but only an adequate sample. based on this sample of evidence, the auditor will provide an opinion on the entity's audited lk, so that it can be said that audit judgment greatly determines the outcome of the audit. international journal of human capital management, vol. 7 (1), june 2023 7 | p a g e in the public sector audit conception, the term audit judgment is also known as professional judgment. this has received special attention in bpk ri regulation no. 1 of 2017 concerning state financial audit standards (spkn) which explains that: the examiner must prioritize the principle of professional judgment. professional judgment is the application of the examiner's collective knowledge, skills and experience to the audit process. professional judgments are made by auditors who are trained, have knowledge and experience so as to have the competence necessary to make reasonable judgments. furthermore, based on the spkn it can be seen that the bpk ri examiner (auditor) must use professional judgment to determine matters related to the examination (audit) carried out, both in financial audits, performance audits, and audits with a specific purpose. these professional judgments are related to interference with independence, considerations about the results of previous audits and follow-up on recommendations relating to the objectives of the audits carried out, professional considerations regarding audit procedures designed to assess material misstatements and consider the internal control of the entity being audited (bpk ri, 2017). corruption detection tuannakota in a book entitled forensic accounting and investigative audit, second edition (2010) explains that corruption is a problem related to the economic and institutional system. economic and institutional systems determine the scope of corruption and the incentives to engage in corruption. economic and institutional systems that increase the benefits or "advantages" of corruption tend to have four characteristics: (a) individual officials have abso lute power (substantial monopoly power) on decision making; (b) the official concerned has leniency in authority (discretion) the big one; (c) they don't need to be held accountable (noaccountable) to their actions, and (d) they operate in a low-disclosure environment (an environment of low transparency). these four characteristics give birth to the following formula or equation: where: c = corruption(corruption) pm = monopoly power (absolute power) d = direction (relaxing authority) a = accountability(accountability) tdm = transparency of decision making (openness in decision making) the development of the factors that lead to the occurrence of fraud from the development of the theory from time to time can be briefly described in the following table: table 3 fraud types no approach (theory) causative factor researcher (initiator) 1. fraud triangle 1. pressure 2. opportunity 3. rationalization donald r. cressey (1950) 2. frauddiamond 1. incentives 2. opportunity 3. rationalization wolfe & hermanson (2004) international journal of human capital management, vol. 7 (1), june 2023 8 | p a g e 4. capabilities 3. pentagon fraud 1. arrogance 2. competence 3. opportunity 4. rationalization 5. pressure crowe (2011) 4. fraud star 1. incentives 2. opportunity 3. pressure 4. rationalization 5. capabilities 6. lack of integrity haryono umar (2016) source: processed data the acfe (association of certified fraud examiners; 2000) as quoted by ristianingsih (2017) explains that corruption is one part of the three typologies of acts or acts of fraud (fraud) apart from asset misappropriation and fraudulent statements. statements). according to acfe corruption is divided into: conflict of interest (conflict of interest), bribe (brinerry), illegal giving (illegal gravity), economic blackmail (economic extortion). corruption is the most difficult type of fraud to detect because it involves cooperation with other parties such as bribery or collusion. however, in a more in-depth study, this occurs due to detrimental cooperation, including abuse of authority/conflict of interest, bribery, illegal gratuities, and economic extortion. economic extortion) ristianingsih (2017). according to umar (2020) and wulandari (2019), explaining that fraud (corruption) detection is a method or process of determining and discovering through the auditor's ability to reveal illegal acts/actions caused by intentional misstatement of lk. information: y = indication of corruption (corruption indication) x1 = pressure (pressure) x2 = opportunity x3 = justification (rationalization) x4 = ability (capabililty) x5 = loss of integrity (lack of integrity) constant (a) = this means that if all independent variables have a value of zero (0), then the dependent variable is -2.106. audit quality audit is a process of collecting and evaluating evidence about information to determine and report the level of conformity between information and established criteria, auditing must be carried out by competent and independent people (arens, alvin a, randal j. elder, mark s. beasley, 2017). audit is used to reduce the information gap that exists between management and stakeholders through the use of services from external auditors. duff (2004) in dunakhir (2017) and knechel, w. robert (2012) in supriadi (2019) explained that although research on audit quality has been carried out widely, there is no agreed definition regarding audit quality. according to hay & as quoted in the book audit quality and corruption detection by purba & umar (2021), several accounting researchers have identified various definitions of audit quality. there are four definitions of audit quality, namely: definition by de angelo (1981), audit quality is the probability of the market value that the financial statements contain material errors international journal of human capital management, vol. 7 (1), june 2023 9 | p a g e and the auditor finds and reports these material errors. audit quality is the probability that an auditor finds and reports a violation in his client's accounting system. a large public accounting firm (kap) will try to present a higher audit quality compared to a small kap. definition by lee, liu and wang (1999), according to them, audit quality is the probability that the auditor will not report an audit report with an unqualified opinion for financial statements that contain material errors. definition by titman and trueman (1986), beatty (1986), krinsky and rotenberg (1989), and davidson and neu (1993), audit quality is measured by the accuracy of information reported by the auditor. definition by wallace (1987), audit quality is determined from the audit ability to reduce noise and bias and increase the purity (fineness) of accounting data. to be able to meet good audit quality, the auditor in carrying out his profession as an examiner must be guided by the accountant's code of ethics, professional standards and financial accounting standards that apply in indonesia. the government accountability office (gao) defines audit quality as adherence to professional standards and contractual ties while carrying out audits auditing standards serve as guidance and a measure of the quality of auditor performance (messier, glover, & prawitt, 2016 and lowensohn et al. 2005 in purba & umar, 2021). within the scope of public sector audits, regulation of the minister of state for administrative reform number per/05/m.pan/03/2008 concerning standards for auditing government internal supervisory apparatuses explains that audit quality measurement of lk must refer to the state financial audit standards/spkn (purba & omar, 2021). according to djamil (2007) in landarica & arizqi (2020), that steps that can be taken to improve audit quality are: the need to continue professional education for an audit team, in relation to audit assignments, in carrying out audits and preparing reports, planning work audit as well as possible and if an assistant is used, supervision is carried out properly. methodology the research object is 4 (four) variables, namely the influence of e-audit, audit judgment and corruption detection on audit quality. the selected method is a statistical descriptive analysis method with a quantitative approach. while the research design is causality. the data used in this study are primary data such as answers from respondents' questionnaires, and secondary data support such as literature/references containing an overview, strategic plans, organizational structure, employee lists (bezetting), operating standards. procedures, internal documentation/reports as well as the results of similar previous studies. the location of the analysis unit in this study is at the umar wirahadikusumah building – floor vi bpk ri head office jalan jenderal gatot subroto kav 31 central jakarta, dki jakarta province. with a research implementation period from december 2021 to january 2022. the population in this study were ib auditorate employees at bpk ri with pns status (auditors/auditors) as of august 2 2021 (employee bezzeting) of 55 people consisting of 11 intermediate expert examiners / middle, 31 junior / junior expert examiners, and 13 first / first expert examiners. respondents were selected using purposive sampling, namely as many as 40 people based on auditor position criteria. collecting research data using survey methods and documentation studies. data analysis used descriptive statistical methods, tested data quality, tested classical assumptions, and tested the research hypothesis b in bpk ri with the status of civil servants (auditors/auditors) as of august 2 2021 (bezzeting employees) as many as 55 people consisting of 11 intermediate/middle expert examiners, 31 junior/junior expert examiners, and 13 first/first expert examiners. respondents were selected using purposive sampling, namely as many as 40 people based on auditor position criteria. collecting research data using survey methods and documentation studies. data analysis used descriptive statistical methods, tested data quality, tested classical assumptions, and tested the research hypothesis b in bpk ri with the status of civil servants (auditors/auditors) as of august 2, 2021 (bezzeting employees) as many as 55 people consisting international journal of human capital management, vol. 7 (1), june 2023 10 | p a g e of 11 intermediate/middle expert examiners, 31 junior/junior expert examiners, and 13 first/first expert examiners. respondents were selected using purposive sampling, namely as many as 40 people based on auditor position criteria. collecting research data using survey methods and documentation studies. data analysis used descriptive statistical methods, tested data quality, tested classical assumptions, and tested the research hypothesis ie as many as 40 people based on the criteria for auditor position levels. collecting research data using survey methods and documentation studies. data analysis used descriptive statistical methods, tested data quality, tested classical assumptions, and tested the research hypothesis ie as many as 40 people based on the criteria for auditor position levels. collecting research data using survey methods and documentation studies. data analysis used descriptive statistical methods, tested data quality, tested classical assumptions, and tested the research hypothesis. result and discussion results of data collection out of a total of 55 active status examiner/auditor employees, the number of valid questionnaires used in this study was 40 questionnaires with details of position levels as shown in the following table: table 4 comparison between population and respondents (sample) in research no position level populat ion respondents (sample) % 1 intermediate/madya expert examiner 11 6 54, 54 2 young/young expert examiner 31 24 77, 41 3 first/first expert examiner 13 10 76, 92 amount 55 40 72, 72 source: processed data table 5 respondent demographics in research information number of people) percentage gender man 33 82.50% woman 7 17.50% age < 35 years 12 30.00% 35 50 years 25 62.50% > 50 years 3 7.50% years of service < 10 years 10 25.00% 10 15 years 8 20.00% 15 20 years 17 42.50% > 20 years 5 12.50% last education bachelor degree (s-1) 31 77.50% international journal of human capital management, vol. 7 (1), june 2023 11 | p a g e master degree (s-2) 9 22.50% explanation of descriptive statistics for each variable is as follows: table 7 descriptive statistics for x1 variable data (e-audit) variable min max means standard deviation mode median x1 (e-audt) 1 4 3,050 0.604 3 3 data processing sources the table above presents that the statements in variable x1 have a minimum value of 1 and a maximum of 4. the most answers are at value 3 (agree), with the standard deviation value being 0.604. the mode and median values are at value 3. this means that all statements that in variable x1 the average answer is "agree". table 8 descriptive statistics for x2 variable data (audit judgment) variable min max means standard deviation mode median x2 (audit judgment) 2 4 3,364 0.531 3 3 data processing sources table above presents that the statements in variable x2 have a minimum value of 1 and a maximum of 4. the most answers are at value 3 (agree), with the standard deviation value being 0.531. the mode and median values are at value 3. this means that all statements that in variable x2 the average answer is "agree". table 9 descriptive statistics for x3 variable data (corruption detection) variable min max means standard deviation mode median x3 1 4 3,214 0.570 3 3 data processing sources the table above presents that the statements in variable x3 have a minimum value of 1 and a maximum of 4. the most answers are at value 3 (agree), with the standard deviation value being 0.570. the mode and median values are at value 3. this means that all statements that in variable x3 the average answer is "agree". international journal of human capital management, vol. 7 (1), june 2023 12 | p a g e table 10 y data descriptive statistics (audit quality) variable min max means standard deviation mode median y 2 4 3,392 0.500 3 3 data processing sources the table above presents that the statements in variable y have a minimum value of 1 and a maximum of 4. the most answers are at value 3 (agree), with the standard deviation value being 0.500. the mode and median values are at value 3. this means that all statements that in variable y the average answer is "agree". data quality test results data validity test validity testing was carried out using the pearson product moment correlation test. the test is carried out by correlating the scores of respondents' answers from each question item. the results of validity testing are as follows: table 11 validity test results variable question items r count r table ket e-audits 1. e-audit is easy to learn or there are no serious obstacles/obstacles in understanding and applying e-audit in the audit work being carried out. 0.834 0.312 valid 2. as an auditor, i understand all modules, features/menus and the purpose of using the eaudit system. 0839 0.312 valid 3. in the past year, i often use the e-audit system to carry out tasks (audit process) at bpk ri. 0.787 0.312 valid 4. with the e-audit application software (consolidating agent), i can retrieve, process, and analyze data precisely and accurately. 0.777 0.312 valid 5. the device that i use is capable of storing large amounts of data (storage/size) or i have no shortage of file storage media when using the eaudit system/application. 0.798 0.312 valid 6. the availability of server infrastructure, telecommunication network/internet connection to support the e-audit application/system is adequate. 0.860 0.312 valid 7. the e-audit system produces audit results that are accurate, relevant, clear, easy to understand, and up to date. 0892 0.312 valid 8. the e-audit system makes it easier for the auditor to obtain auditee data/information before conducting a field test. 0.830 0.312 valid international journal of human capital management, vol. 7 (1), june 2023 13 | p a g e variable question items r count r table ket 9. with the e-audit system, the auditor can capture data indicating the existence of fraud or error, so that the auditor can determine the appropriate scope of the audit, and determine which parts require a more in-depth audit. 0.808 0.312 valid audit judgment 1. your previous academic education/formal educational background influences the decision making of the audit judgment. 0.772 0.312 valid 2. an understanding of procedures, guidelines (pmp), inspection standards (spkn), provisions/regulations is very necessary to achieve the objectives and expectations of the audit assignment. 0.863 0.312 valid 3. auditors need to understand generally accepted accounting principles (pabu), especially government accounting standards and related technical bulletins to support audit judgment in lk examinations. 0.836 0.312 valid 4. the ability to communicate effectively with other parties, especially the auditee, also influences the audit judgment. 0.735 0.312 valid 5. an auditor must be able to work together in a team to support judgment making. 0.741 0.312 valid 6. the auditor's ability to carry out and develop audit techniques/procedures in the field will determine the judgment regarding the evaluation of audit evidence (adequacy and appropriateness of evidence). 0.770 0.312 valid 7. the auditor's experience also influences his professional judgment in considering materiality, audit risk and assessing the fairness of the presentation of lk. 0.707 0.312 valid 8. audit assignment experience influences accuracy in analyzing a case/problem in the field. 0.806 0.312 valid 9. an auditor who has audited more entities with a variety of business processes/complexity has a better audit judgment than an auditor with minimal experience. 0.728 0.312 valid corruption detection 1. as an auditor, i have understood the differences in the 3 typologies of characteristics/types of fraud including misuse of assets, manipulation of financial statements (lk) and corruption. 0.630 0.312 valid 2. the auditor must understand the forms/types of acts of corruption in accordance with laws and regulations. 0.632 0.312 valid 3. the auditor must understand the causes/factors that encourage fraud (corruption) according to several existing theories, such as the fraud triangle, both fraud diamond, fraud pentagon, and fraud star. 0.634 0.312 valid international journal of human capital management, vol. 7 (1), june 2023 14 | p a g e variable question items r count r table ket 4. before carrying out an audit, i must understand the entity's internal control structure and business processes to identify the risks of irregularities/fraud in the examined entity. 0.598 0.312 valid 5. an auditor must be able to predict what forms of fraud (corruption) may occur. 0.574 0.312 valid 6. as an auditor, i must be able to identify parties that can commit fraud (corruption). 0.586 0.312 valid 7. ineffective audit methods and procedures can result in failure in efforts to detect fraud (corruption). 0.687 0.312 valid 8. i compare the statements and records submitted by the auditee with supporting evidence and empirical conditions to ascertain whether or not there are indications of irregular practices (corruption) in the implementation and accountability of the auditee's activities/programs. 0.560 0.312 valid 9. the auditor is responsible for being able to detect corruption in the lk he audits and can communicate to interested parties, if he finds indications of fraud in the lk. 0.449 0.312 valid audit quality 1. audit planning is one of the important stages in lk audit activities. 0.746 0.312 valid 2. the audit plan will determine the appropriate audit strategy and approach so that the audit objectives will be achieved effectively and efficiently. 0697 0.312 valid 3, audit planning includes technical preparations and inspection support according to the audit management guidelines (pmp). 0.830 0.312 valid 4. collection of relevant, competent, sufficient, and material evidence has been documented in the inspection working papers (kkp) and supports the use of e-kkp. 0.686 0.312 valid 5. preparation of inspection findings and recommendations must refer to the spkn. 0.686 0.312 valid 6. the preparation of the inspection report (lhp) complies with the format specified in the report writing guidelines. 0.717 0.312 valid 7. i follow the supervision carried out by the team leader for team members, technical controller for the audit team, quality controller/person in charge of the audit team, technical controller and deputy in charge as well as supervision at bpk ri members/leadership meetings for all assignments. 0.805 0.312 valid 8. i immediately followed up the results of the supervision and tiered review in order to ensure the conformity of the audit process carried out with the spkn. 0.653 0.312 valid international journal of human capital management, vol. 7 (1), june 2023 15 | p a g e variable question items r count r table ket 9. every process of supervising, monitoring, consulting and reviewing during the audit process needs to be written down or documented in an orderly manner. 0.747 0.312 valid the results of the correlation calculation for the validity test of measuring instruments are worth more than 0.312. items that have a value above 0.312 are categorized as valid items, while items with a value below 0.312 are categorized as invalid which will then be set aside from further analysis. from the results of the above calculations, it can be concluded that all question items for each variable are valid. reliability test the reliability test in this study used the cronbach's alpha coefficient method. the cronbach's alpha coefficient is used to describe the variation of items such as the likert scale. reliability less than 0.6 is not good, while reliability 0.7 is acceptable, and above 0.8 is good. the results of the reliability test for each variable are as follows: table 12 variable reliability test results (x1)/e-audit reliability statistics cronbach's alpha n of items 0941 9 based on the results of the calculation above, the cronbach's alpha value was 0.941 for the e-audit variable instrument (x1) because the cronbach's alpha value was above 0.9, it can be concluded that this study was very reliable. table 13 variable reliability test results (x2) auditt judgment reliability statistics cronbach's alpha n of items 0914 9 based on the results of the calculation above, the cronbach's alpha value was 0.914 for the audit judgment variable instrument (x2) because the cronbach's alpha value was above 0.9, it can be concluded that this study was very reliable. table 14 variable reliability test results (x3)/corruption detection reliability statistics cronbach's alpha n of items 0.768 9 international journal of human capital management, vol. 7 (1), june 2023 16 | p a g e based on the calculation results above, the cronbach's alpha value was 0.768 for the corruption detection variable instrument (x3) because the cronbach's alpha value was above 0.7 , it can be concluded that the study was quite reliable. table 15 variable (y)/audit quality reliability test results reliability statistics cronbach's alpha n of items 0.890 9 furthermore, calculations on the variable audit quality (y) obtained cronbach's alfa value of 0.890. this value is above 0.8, it is concluded that the research instrument is very reliable. classical assumption test results normality test in this study, researchers used the eviews version 10 program to test whether the data were normally distributed or not. observe the table below: source: eviews data processing version 10 it can be seen in the table that the sig. for standardized residual is = 0.5189 then the value of sig > 0.05 so it can be concluded that the variable data comes from a normally distributed population. multicollinearity test if multicollinearity is detected in the analysis, the estimated value of the regression coefficient obtained has a value that does not match the substance, so it can mislead interpretation. in addition, the standard error value for each regression coefficient can be infinite. to find out whether or not multicollinearity exists between the independent variables, it can be seen in the following table: international journal of human capital management, vol. 7 (1), june 2023 17 | p a g e table 16 multicollinearity test results with tol and vif methods variance inflation factors date: 01/16/22 time: 14:40 samples: 1 40 included observations: 40 coefficient uncentered centered variables variances vif vif x1 0.008291 101.9978 2.598423 x2 0.014238 210.6670 3.024194 x3 0.015663 210.7352 2.222897 c 6.354175 101.1021 na source: eviews data processing version 10 the model is said to be free from multicollinearity if the vif value is <10 or the tolerance value is getting closer to 1. from the table above it can be seen that the calculation of the variance inflation factor (vif) value shows that none of the independent variables has a vif value of more than 10, besides that neither there is a tolerance value <0.10 so it can be concluded that there is no multicollinearity between the independent variables (independent variables). heteroscedasticity test the heteroscedasticity test is used to test the regression model whether there is an inequality of variance from the residual one observation to another observation (widarjono, 2018). if the significance value is > 0.05, then the regression model is declared to have no heteroscedasticity (ghozali, 2018), which can be seen in the following table: table 17 heteroscedasticity test results heteroskedasticity test: glejser f-statistics 0.360742 prob. f (3,36) 0.7817 obs*r-squared 1.167379 prob. chi-square (3) 0.7608 scaled explained ss 1.047909 prob. chi-square (3) 0.7897 source: eviews data processing version 10 based on the table above, the results of the independent variable glejser test have a prob value of f0.7817 > 0.05, it is said that x1, x2 and x3 do not occur heteroscedasticity, meaning that there is no similarity of variance from the residual one observation to another and this research is good/feasible to use for study. research hypothesis testing multiple regression analysis multiple regression analysis is used to determine whether variable (y) can be caused by variable (x). the formula used is: y = a + b1 x1 + b2 x2 + b3 x3 international journal of human capital management, vol. 7 (1), june 2023 18 | p a g e as for making it easier to do calculations, researchers used eviews 10 software. the following is the workmanship using eviews: table 18 regression coefficient dependent variable: y method: least squares date: 01/16/22 time: 14:43 samples: 1 40 included observations: 40 variables coefficient std. error t-statistics prob. x1 0.248556 0.091054 2.729764 0.0097 x2 0.296027 0.119323 2.480890 0.0179 x3 0.344193 0.125153 2.750177 0.0093 c 4.784126 2.520749 1.897899 0.0658 source: eviews data processing version 10 based on the table above, the regression equation is y = 4.784 + 0.2485 x1 + 0.2960 x2 + 0.3441 x3 the multiple linear regression analysis equation above can be explained as follows  the constant of 4,784 states that if the value of the independent variables x1, x2 and x3 is ignored or has a value of 0, then the value of y is fixed at 4,784.  the coefficient of the regression equation (x1) of 0.2485 states that for every increase in the value of x1, 1 unit, the value of y will increase by 0.2485 units.  the coefficient of the regression equation (x2) of 0.2960 states that for every increase in the value of x2, 1 unit, the value of y will increase by 0.2960 units.  the coefficient of the regression equation (x3) of 0.3441 states that for every increase in the value of x3, 1 unit, the value of y will increase by 0.3441 units. statistical t test this test was conducted to test the significance of the coefficients of each independent variable partially to the dependent variable. namely the independent variable x to the dependent variable (y) with the hypothesis: h0: there is no significant effect of x on y h1: there is a significant influence of x on y the decision-making rules used are as follows: if sig < 0.05, then reject ho means significant if sig > 0.05, then accept ho means it is not significant the results of the t test calculations can be seen in the following table: international journal of human capital management, vol. 7 (1), june 2023 19 | p a g e table 19 t-test results dependent variable: y method: least squares date: 01/16/22 time: 14:43 samples: 1 40 included observations: 40 variables coefficient std. error t-statistics prob. x1 0.248556 0.091054 2.729764 0.0097 x2 0.296027 0.119323 2.480890 0.0179 x3 0.344193 0.125153 2.750177 0.0093 c 4.784126 2.520749 1.897899 0.0658 r-squared 0.787540 mean dependent var 30.52500 adjusted r-squared 0.769835 sd dependent var 3.304911 se of regression 1.585548 akaike info criterion 3.854377 sum squared residue 90.50269 schwarz criterion 4.023265 likelihood logs -73.08754 hannan-quinn criter. 3.915442 f-statistics 44.48120 durbin-watson stat 1.336392 prob(f-statistic) 0.000000 source: eviews data processing version 10 table 4.10 above shows the partial effect of variable x on variable y. by comparing the value of sig. to α = 0.05 it can be explained:  there is a significant influence between variable x1 and variable y due to a significance value of 0.0097 <0.05 so that h0 is rejected and h1 is accepted.  there is a significant influence between variable x2 and variable y due to a significance value of 0.0179 <0.05 so that h0 is rejected and h1 is accepted.  there is a significant influence between variable x3 and variable y due to a significance value of 0.0093 <0.05 so that h0 is rejected and h1 is accepted. statistical f test testing the significance using eviews can be seen in table 4.10 with the hypothesis: h0: there is no significant simultaneous effect of x1, x2 and x3 on y h1: there is a significant simultaneous effect of x1, x2 and x3 on y the decision-making rules used are as follows: if sig. < 0.05, then the double effect is significant. if sig. > 0.05, then the double effect is not significant. in the table above there is a sig column which is the significance value of a multiple effect between variables or the simultaneous effect of the regression model, the sig value is obtained. = 0.000. based on the calculation results, the result is that the research sig is 0.000 <0.05, thus h0 (there is no significant simultaneous effect x1, x2 and x3 on y) is rejected and h1 is accepted because there is a significant simultaneous effect x1, x2 and x3 on y . test r2 (coefficient of determination) a small r² value indicates that the ability of the independent variable to explain the dependent variable is very limited. the calculation results obtained the value of the international journal of human capital management, vol. 7 (1), june 2023 20 | p a g e coefficient of determination, it can be seen in table 4.14 it is known that the r-square number is 0.787. this figure states that 78% of the variable y is influenced by x1, x2 and x3 together, while the other 22% is determined by other variables not explained in this study. discussion e-audit has a positive effect on audit quality in the t test or partial test the e-audit variable has a significant value of prob. 0.0097 <0.05 (because it is significantly less than 0.05) so the e-audit variable has a positive and significant effect on audit quality. this means that if the e-audit is good, the audit quality will also increase. the research results of amerthajaya & aryani (2016) show that tabk (e-audit) has a positive and significant effect on audit quality at bpk ri representative for bali province. this means that the more often the auditor conducts inspections and carries out the audit process using tabk (e-audit), the better the resulting audit quality. the use of tabk (e-audit) results in precision and accuracy and saves an auditor's time compared to using the manual. audit jugement positive influence on audit quality in the t test or partial test the e-audit variable has a significant value of prob. 0.0179 < 0.05 (because it is significantly less than 0.05) then the audit judgment variable has a positive and significant effect on quality. this means that if the audit judgment is good, the audit quality will also increase. the results of this study are supported by the research of sulistyawati (2019) that audit judgment is attached to every stage in the fi audit process, starting from accepting audit engagements, planning audits, implementing audit testing and audit reporting. the results of this study are supported by the research of sulistyawati (2019) that audit judgment is attached to every stage in the fi audit process, starting from accepting audit engagements, planning audits, implementing audit testing and audit reporting. audit judgment is needed in the audit process because the audit is not carried out on all evidence of transactions within the company, but only an adequate sample. based on this sample of evidence, the auditor will provide an assessment of lk, so that it can be said that audit judgment greatly determines the quality of the audit. the results of this study are in line with the research of pektra & kurnia (2015) and liburd (2015) in gracea et al. (2017) that in making a judgment, the auditor must evaluate the evidence collected, then the evidence must be valid and relevant. so that it can be said that audit judgment greatly determines the quality of the implementation of the audit. the results of this study are in line with the research of pektra & kurnia (2015) and liburd (2015) in gracea et al. (2017) that in making a judgment, the auditor must evaluate the evidence collected, then the evidence must be valid and relevant. so that it can be said that audit judgment greatly determines the quality of the implementation of the audit. the results of this study are in line with the research of pektra & kurnia (2015) and liburd (2015) in gracea et al. (2017) that in making a judgment, the auditor must evaluate the evidence collected, then the evidence must be valid and relevant. corruption detection has a positive impact on audit quality in the t test or partial test the e-audit variable has a significant value of prob. 0.0093 < 0.05 (because it is significantly less than 0.05) then the corruption detection variable has a positive and significant effect on quality. this means that if the detection of corruption is good, the quality of the audit will also increase. the results of this study are in line with the research of alim, et al (2007) and marcellina (2009) in toufiq (2017) proving that one indication of good audit quality is if fraud (corruption) in the audit can be detected. the auditor's ability to detect fraud (corruption) will be better after fraud (corruption) is detected, the auditor is not involved in securing these fraudulent (corruption) practices. this is consistent with the research of indriyani & hakim (2021) that the ability to detect fraud (corruption) is a manifestation of the quality of an auditor. in the international journal of human capital management, vol. 7 (1), june 2023 21 | p a g e relationship between variables with audit quality as independent variables and fraud detection (corruption) as the dependent variable with research sampling on bpk ri auditors, it is known that both have a positive correlation/relationship as in the research of maryulianti (2015), purba (2021) and purba & omar (2021). this research proves that audit quality has a positive effect on fraud (corruption) detection. it is known that both of them have a positive correlation/relationship as in the research of maryulianti (2015), purba (2021) and purba & umar (2021). this research proves that audit quality has a positive effect on fraud (corruption) detection. it is known that both of them have a positive correlation/relationship as in the research of maryulianti (2015), purba (2021) and purba & umar (2021). this research proves that audit quality has a positive effect on fraud (corruption) detection. conclusion the conclusion of this study is that there is a significant influence between e-audit on audit quality. the results of the analysis also show that the regression coefficient indicates that e-audit has a positive influence on audit quality. this means that if the e-audit is getting better, it will improve audit quality. there is a significant influence between audit judgment on audit quality. the results of the analysis also show that the regression coefficient indicates that audit judgment has a positive influence on audit quality. this means that if the audit judgment is getting bet ter, it will improve audit quality. there is a significant influence between the detection of corruption on audit quality. the results of the analysis also show that the regression coefficient indicates that corruption detection has a positive influence on audit quality. this means that the better the detection of corruption, the better the quality of the audit. the practical implications of this research are to provide input to the bpk ri, so that each auditor can increase his/her ability to master the e-audit system, improve the quality of human resources through further study policies for auditors, and increase the ability and professional skepticism in detecting indications of corruption in the audit process of lk. the limitations of this study are in the scope or sample in the research and are limited to the method of distributing questionnaires (surveys) to collect data. the researcher's suggestions for future researchers are expected to broaden the scope or sample used, so that the research results can provide results with a higher/accurate level of generalization. and should not only use a questionnaire in collecting data, but accompanied by a combination of other primary research, such as observation and interviews. references acfe indonesia chapter. 2020. indonesia fraud 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(2) digital tourism destination variables (destination image, accessibility, infrastructure, and travel agency) do not directly affect digital tourism destination performance; (3) digital tourism destination variables (destination image, accessibility, infrastructure, and travel agency) through digital roles affect digital tourism destination performance. the results of the analysis show that; (1) the success of digital technology that plays a role in providing tourism information contributes to providing a platform on digital technology as a form of providing information for potential tourists, this is effective because the millennial generation relies on various popular platforms that are commonly used in finding tourism information, and have met the criteria basic needs of life before tourism activities are carried out. the ability to share and exchange information between tourism providers and prospective tourists freely has an impact on increasing the number of tourists who; (2) the role of digital is used as a promotion in attracting tourists to visit using; formation of a positive destination image opinion, the availability of good accessibility including modes of transportation; infrastructure, tourist attraction areas that have added value, good travel agency services, so that the final impact can contribute to increasing the number of tourists. the ability to share and exchange information between tourism providers and potential tourists freely has an impact on digital tourism destination performance. keywords: digital tourism destination, digital tourism destination performance, and digital role. . received: 21 march 2022 accepted: 31 march 2022 publish: june 2022 how to cite: marwan, j., utama, z.m. (2022). the role of digital tourism destination in achieving digital tourism destination performance through digital's role as intervening variables. international journal of human capital management, 6 (1), 24-37. https://doi.org/10.21009/ijhcm.06.01.3 introduction according to the kabupaten kepulauan seribu dalam angka (bps, 2019) astronomically, the kepulauan seribu regency has a population of 24,154 consisting of a male population of 12,031 and a female population of 12,123 and is located between 55°10°00° to 57°10°00 ° south latitude and 106°19°30° to 106°44°50° east longitude. the kepulauan seribu regency is a lowland area with an average height of +1 meters above sea level. the area of ​​the kepulauan seribu, based on the governor's decree no. 171 of 2007, is 888.41 km2. the kepulauan seribu region has no less than 110 islands and has 2 (two) districts and 8 (eight) sub-districts; namely the district of kepulauan seribu utara with a land area of ​​568.59 hectares consisting of three sub-district namely; pulau harapan, pulau kelapa, pulau panggang and the kepulauan seribu selatan district with a land area of ​​319.82 has 3 (three) sub-district namely; pulau pari, pulau tidung , and pulau untung jawa. the kepulauan seribu, which is located in the java sea and jakarta bay, is an area with different characteristics and natural potential from other dki jakarta areas because this area is a group of coral reef islands formed and formed by coral biota and associated biota (algae). , mollusks, foraminifera, and others) with the help of natural dynamics processes. by these characteristics and the development policy of dki jakarta, the development of the kepulauan seribu is directed primarily to; a) increasing tourism activities; b) improving the quality of life; c) fishing communities through increasing marine aquaculture; c) utilization of fishery resources; with the conservation of coral reef and mangrove ecosystems. with the promotion of the status into the kepulauan seribu regency as regulated in law number 34 of 1999 dated august 31, 1999, concerning the provincial government of the special capital region of the republic of indonesia, efforts to boost economic growth in the kepulauan seribu in all aspects are directed at efforts; tourism, environmental conservation, natural resource conservation, economy, socio-culture, and people's welfare. the thousand islands regency offers interesting and recommended tourist places to visit. this tourist area is one of the areas that has a lot of potential for marine tourism (sub-department of tourism and creative economy, 2019). the head of the tourism and creative economy sub-department stated that there are at least 15 tourist destinations in the thousand islands regency. along with this potential, tourist visits from 2014-2018 experienced a very good increase. in 2018 domestic tourists who visited reached 352,081 consisting of 337,019 domestic tourists and 15,062 foreign tourists. the tourism industry produces products and services aimed specifically at meeting the needs of tourists (zaenuri, 2012). tourism products and services are not only tourism potential, but also other elements become an integral part of tourism products. tourism products that consist of various service elements make it difficult to determine clear quality standards (suryadana and octavia, 2015). in making quality standards of a tourism product or service that has been adjusted to the standards of tourist expectations, namely to create tourist satisfaction (tourist satisfaction) payangan (2014). kozak and rimmington in huh (2002) explain that tourist satisfaction affects tourists in choosing destinations, consuming products and services, and making return visits. according to laws in naidoo et al., (2010) that the perception of tourists in consuming products and services during tourists visiting several destinations will be influenced by differences in facilities, tourist attractions, and services in each destination. this is also supported by the opinion of damanik and weber (2006) that is offering a tourism product three components need to be considered, namely attractions, accessibility, and amenities. the three components of tourism products are available in a destination to be able to satisfy the needs and desires of tourists (yoeti, 2008). this is under maslow's (1994) needs theory that; there are five levels of basic human needs. in tourism activities, the relaxation needs in this theory are representations of physiological needs, stimulation needs for security needs, friendship needs for love needs, esteem needs for esteem, and self-actualization needs, and all of that happens sequentially. pearce's view shows that there is a process to the needs needed by a person to get to the top of the ladder of self-satisfaction. in traveling, initially, a person will need activities that are entertainment which then at the final stage a person will need a need for recognition. the urge to carry out tourism activities for a person or group to find objects of interest, which are different from their daily life and work environment, cannot be separated from the digital role in bridging information on which areas are worth visiting. as the media ecology theory of marshall mcluhan and fiore (1968) that; the success of digital technology that plays a role in providing tourist attraction information contributes to providing a platform on digital technology as a form of providing information for potential tourists, this is effective because the millennial generation relies on various popular platforms that are commonly used in finding tourism information, and have met the criteria for basic needs. life before tourism activities are carried out. tourists before deciding on their tourism activities, look for information through blogs, facebook, twitter, whatsapp, and portals that are available either through advertising services or through cellphones. in addition to the information related to tourism, tourist visits are also of course inseparable from the existence of interesting tourist attractions. as stated by pitana and gayatri (2005) that tourist attraction is the main factor to make tourists visit a destination. tourist attractions supported by facilities can also increase the interest and loyalty of tourists zaenuri (2012). it is not only a tourist attraction, but there are several other factors including; destination image, good accessibility, adequate infrastructure, tourist objects that have unique values, and the role of travel agencies with good service (jubery marwan, 2020). to support this, in providing facilities it is also necessary to provide services that can provide convenience and comfort to tourists. the forms of service facilities within a destination include accommodation, transportation at the destination, restaurants, sports and activity facilities, other facilities, and retail outlets (yoeti, 2008). the formation of opinions through the image of a destination (destination image) is also a consideration for tourists in visiting a place, the image itself is defined as a set of beliefs, thoughts, and impressions that a person has about an object, a person's attitudes and actions towards an object are strongly conditioned by the image of the object ( kotler, 2009; 174). destination image is a picture of the overall impression made in the minds of tourists. this is quite important because every tourist also has his thoughts about a tourist place he has visited so the manager must also present tourist attractions that can attract tourists' desire to return there. as with heath and wall yoeti, (2008) describes the factors that determine success in the development of a tourist destination in addition to tourist attraction and convenience factors as well as accessibility. according to james j. spillane, (1997:38) that: "accessibility is the ability to achieve a certain goal, it can be easier or more difficult to reach it. in the research that has been done, it can be linked that accessibility is expressed as the level of affordability of tourists to reach between tourist attraction areas. likewise, the role of tourism infrastructure, the slope of the road, and the location of tourist objects. so based on the opinion above, accessibility is the level of affordability to a location. in the research that has been done, it can be linked that accessibility is expressed as the level of affordability of tourists to reach between tourist attraction areas. likewise the role of infrastructure in tourism. according to noor hidayah pujianti (2017), tourist facilities and infrastructure affect tourist satisfaction. "the facilities and infrastructure in question are; tourism facilities are divided into three, namely: 1) basic tourism facilities such as travel agents and tour package operators, tourist transportation, hotels, restaurants, and bars. 2) tourism complimentary facilities such as sports and recreation. 3) tourism supporting facilities such as souvenir shop, cinema building, massage parlor, and steam bath. meanwhile, tourism infrastructure is divided into two, namely: 1) public infrastructures such as power plants, clean water supply, road network, seaports, and communication facilities; 2) infrastructure for community needs, such as hospitals, pharmacies, banks, post offices, and gas stations. these infrastructures are indispensable in supporting tourism development. another factor is tourism objects, the consideration of tourists to come to tourist areas is everything that has uniqueness, beauty, and value in the form of the diversity of natural wealth, culture, and man-made products that are the target or purpose of tourist visits. this is as mandated by undang-undang nomor. 10 tahun 2009 pasal 1 ayat 5 concerning tourism. information about tourism objects should be packaged in an event or advertising service by the role of the travel agency. dennis l. foster (2000; 215) states that a travel agency is a travel company that sells a travel plan and sells other tourism products related to the trip directly to the public in addition to promoting its tourism objects. the company makes and designs various kinds of tourism products from various existing tourism services, into an attractive tour package for tourists. the tourism products contained in these packages are generally in the form of accommodation and transportation services. a company can be called a travel agency if the company's main activities are focused on planning and organizing tour trips or tour packages on its initiative and responsibility to take advantage of the travel arrangements. literature review tourism world tourism organization (wto), defines tourism as "activities of person traveling to and staying in places outside their usual environment for not more than one consecutive year for leisure, business, and other purposes". otherwise, based on indonesian’s government law number 10 of 2009 on tourism, chapter 1 and article 1 said that tourism is a variety of tourism activities and is supported by various facilities and services provided by the community, businessmen, central government, and local governments. meanwhile, tourism is defined as a travel activity carried out by a person or group of people by visiting certain places for recreational purposes, personal development, or studying the uniqueness of tourist attractions visited in a temporary period. by the main task, according to the indonesia tourism law, the role of the government is 1) as a motivator, government action is needed to motivate the development of the tourism act. the main targets are investors, community, and businessmen on tourism; 2) as a facilitator, the role of the department of culture and creative economy of kepulauan seribu regency is to provide physical and non-physical facilities; 3) as a dynamist such as; government role to provide and hold synergy between the government, community, and private business according to damanik (2006:19), tourism actors are : a) tourist, as a consumer on tourism act and got a lot of motive and background . which caused in the demand of goods and services on the tourism world; b) tourism industry; as for various forms of business in the form of services or goods supporting tourism activities, namely: (1) direct actors, such as entertainment attractions, hotels, restaurants, travel agencies; (2) indirect actors, for example, are souvenirs, books or tourist guide sheets; c) supporting tourism services, are businesses that offer tourism products and services in a non-special manner and depend on tourists as users of these services and products. examples are sales of fuel, photography services, beauty services, and sports; d) role of government/regional. digital tourism destination the concept of digital tourism is defined as tourism activities that are supported by digital technology before, during, and after tourism activities are carried out in a certain tourist area to meet needs. . referring to the united nations conference on trade and development (unctad, 2004) that; digital technology in tourism is access to digital information technology that can be used in various forms of media from mobile phones, internet channels, gps (global positioning system), digital cameras, digital radios, and digital media players. the use of digital information technology facilitates communication in tourism, especially information about how an area provides an overview of tourist interest in coming. in the concept of digital tourism destinations, the emphasis is on the overall role, carrying capacity, and resources in tourism activities, whether exploitative, naturalistic, scholastic, or autocratic. where the roles, carrying capacity, and resources complement each other. these needs are met when the resources of the tourist area can influence electronic media (digital roles) during radical views and mindsets of the community in a tourist area that will be visited. therefore, the concept of a digital tourism destination is defined as the entire tourism activity starting from the formation of the image of the destination, the availability of tourist accessibility, the provision of attractive tourist facilities and infrastructure, as well as the assistance of the role of the travel agency, in realizing the digital role so that it has an impact on the digital tourism destination performance itself. destination image according to jorgensen (2004: 15), that; destination image is defined not only as an attribute of the destination but also the overall impression displayed by the destination. destination image consists of functional characteristics concerning tangible aspects of the destination and psychological characteristics concerning intangible aspects. the destination image variable consists of several dimensions/indicators which are defined as positive places that can result in increased visits and have a major impact on tourists. the image of the destination is given the impression of “place impression” or “area perception”. according to coban (2012) in his research, he explained that the image of the destination consists of the results of a rational assessment or cognitive image and an emotional assessment or affective image of the destination itself. cognitive image according to coban (2012) explains the beliefs and information that a person has about a destination. the dimensions of the cognitive image are six, namely tourist attractions (touristy traditions), basic facilities (basic facilities), cultural attractions (cultural attractions), accessibility and tourism substructures (touristy substructures and access), natural environment (natural environment), and economic factors ( variety and economical factors). meanwhile, the effective image according to artuğer et al. (2013) is a picture of a person's emotions or feelings, namely tourists, about a destination. artuğer et al. (2013) divide the dimensions of the affective image into three, namely a lively city, an exciting city, and a pleasant city. while positive image is a picture of a person's impression of someone or impressed to visit a tourist attraction before and after the activity is carried out, the impression is appreciated for; impression of natural beauty (impression of beauty), uniqueness of nature (impression of uniqueness), natural beauty (impression of natural), sense of belonging (impression of belonging), friendliness of the population (impression of hospitality), longing for variety (impression of longing) (jubery marwan, 2020). accessibility accessibility variable is defined as the affordability of a tourism object with other tourism objects in a tourist area. this variable consists of several dimensions/indicators defined. according to spillane, james j. (2000:38) that: “accessibility is the ability to achieve a certain goal, it can be reached more easily or more difficult to reach it. accessibility can be measured by several parameters such as the slope of the road and the location of tourist objects. based on the opinion above, accessibility is the level of affordability of a location. accessibility includes; alternative roads, road conditions, travel time, distance traveled, means of transportation, travel costs, communication access. infrastructure according to noor hidayah pujianti (2017) that what is meant by facilities and infrastructure are; tourism facilities are divided into three, namely: 1) basic tourism facilities such as travel agents and tour package operators, tourist transportation, hotels, restaurants, and bars. 2) tourism complimentary facilities such as sports and recreation. 3) tourism supporting facilities such as souvenir shop, cinema building, massage parlor, and steam bath. meanwhile, tourism infrastructure is divided into two, namely: 1) public infrastructures such as power plants, clean water supply, road network, seaports, and communication facilities; 2) infrastructure for community needs, such as hospitals, pharmacies, banks, post offices, and gas stations. these infrastructures are indispensable in supporting tourism development. travel agency according to dennis l. foster (2000; 241), in his book entitled first class an introduction to travel & tourism, the travel bureau variable consists of several dimensions/indicators defined as a travel company that sells travel plans and sells other tourism products. related to the trip directly to the community. this understanding implies that the business activities that are prioritized by travel agents besides selling tourism products and promoting tourism package packages are also planning tours that are combined with other tourism business service offerings, and packaged in a tour package that is sold. directly to tourists or channeled through travel agents and if the tour packages have been sold, the travel bureau is obliged to carry out the tour to tourists, following the agreed tour itinerary. and there is also the role of a travel agency, only a mediator of an agency or individual tourism activity. digital role according to mareta puspa nagari and edriana pangestusi (2019) that current tourist destinations must-have digital capabilities. digital capabilities are cross-functional capabilities in customer processes, practices, and connections made possible by digital media and infrastructure. digital role which consists of several dimensions/indicators defined according to the united nations conference on trade and development (unctad, 2004) as access to digital information technology that can use various forms of media from mobile phones, internet channels, gps (global positioning system), digital cameras, digital radios, and digital media players. the use of digital information technology facilitates communication in tourism. there are four dimensions of using digital technology in tourism (pranita, 2018), namely: 1) provision of information about tourist destinations. the provision of this information consists of the interpretation of odtw (tourism attractions object), the provision of itineraries, and the provision of maps for the movement of tourists, accommodation, and tourist facilities; 2) ability to share information; the ability to share this information must come from two sources, namely from tourism providers as suppliers and also from tourists as consumers; 3) context-awareness, namely awareness of digital tourism culture for the community, so that attractions or facilities are available, clarity of information and instructions on tourist sites with digital technology; 4) marking ability, is the ability to mark, namely the ability to document tourism activities for tourists for sustainable tourism activities. digital tourism destination performance performance of digital tourism destination which consists of several dimensions/indicators defined according to mahsun (2013:32) that organizational performance is divided by; (1) input (input) is everything that is needed so that the implementation of activities can run to produce outputs. this indicator measures the number of resources such as budget (funds), human resources, equipment, materials, and other inputs used to carry out activities or programs. by reviewing the distribution of resources, it can be analyzed whether the allocation of owned resources is by the established strategic plan; (2) process (process) is a measure of activity, both in terms of speed, accuracy, and level of accuracy of the implementation of these activities. process, namely all system activities carried out through the process of converting inputs into outputs (outputs) in the form of products and/or services; (3) output is something that is expected to be directly achieved from an activity which can be either physical or non-physical. by comparing the outputs, it can be analyzed whether the activities carried out are by the plan. output indicators are used as the basis for assessing the progress of an activity if the benchmark is linked to well-defined and measurable activity targets. therefore, this indicator must be by the scope and nature of the agency's activities; (4) outcome is the impact of an activity program on the community. the outcome is higher in value than output because output only measures results without measuring their impact on society, while outcome measures the quality of output and the resulting impact. although the product has been successfully achieved, it is not necessarily the outcome of the activity that has been achieved. outcome describes the level of achievement of higher results that may concern the interests of many parties. with outcome indicators, agencies can find out whether the results that have been obtained in the form of outputs can indeed be used properly and provide great benefits to the community; (5) benefit is something related to the ultimate goal of implementing activities. this performance indicator describes the benefits derived from the outcome or outcome indicator. these benefits will only appear after some time, especially in the medium and long term. benefit indicators show what is expected to be achieved if the outputs can be completed and function optimally (on time, location, funds, etc.); (6). impact (impact) is the influence that is caused either positive or negative. methodology this research approach is quantitative which is included in the explanatory research. primary data sources with sampling technique using purposive sampling technique with the following considerations: a) the reach of tourist attractions from one object to another requires special means of transportation; b) the distance from the island to the inhabited island requires special transportation; c) not all tourist objects are populated; d) many tourism actors are not familiar with filling out questionnaires, they still have to be assisted by informants; e) the involvement of the surrounding community in tourism is still not maximized. the data collection method used a questionnaire distributed to respondents, namely tourism actors. using a likert scale as an alternative answer to the respondents. to test the data has been steady, reliable, and normal before analyzing the data, all instruments in the study were tested using validity, reliability and normality tests. data analysis using path analysis (path analysis). result and discussion the results of the validity test used the correlation between the score of the questions and the total score of the construct or variable. significance test by comparing the calculated r-value with r table for the degree of freedom (df) = n-4, the magnitude of alpha = 0.05. in this case, n is the number of samples (n) = 100. the magnitude of the r table is 0.199. the results of data analysis of the magnitude of all items in the statement for all indicators/variables involved in the equation of this research model can be said to be valid because all items in the variables show r count > 0.199 (r table). furthermore, to determine the extent to which the measurement results remain consistent (steady) from the time of testing to other testing times. a constructor variable is said to be reliable if it has given a cronbach alpha value > 0.70 (nunnaly, j bernstein, ih, 1994). in this study, all variables can be said to be reliable, because each variable's cronbach alpha value is above 0.70 (cronbach alpha > 0.70). table 1. reliability test statistics results reliability statistics variabel cronbach's alpha n of items destination image 0.877 15 accessibility 0.913 21 infrastructure 0.906 21 travel agency 0.891 17 digital role 0.872 13 performance of digital tourism destination 0.913 22 source: processed primary data, 2022. furthermore, the results of the data normality test of all the variables involved in the equation of the research model can be said to be normally distributed. due to the statistical value of asymp. sig. (2-tailed) all variables above the significant level (α) 0.05 (asymp.sig > 0.05), so the results can be said that all variables are normally distributed. table 2. data normality test results one-sample kolmogorov-smirnov test destination image (x1) accessibility (x2) infrastructure (x3) travel agency (x4) digital role (y) performance of digital tourism destination (z) n 100 100 100 100 100 100 normal parametersa,b mean 64.5600 88.5500 89.0400 72.3700 54.5900 93.3600 std. deviation 5.93793 8.98188 8.58225 7.03764 5.91710 9.02356 most extreme differences absolute .129 .124 .181 .113 .097 .105 positive .129 .124 .181 .113 .097 .105 negative -.091 -.100 -.083 -.070 -.088 -.071 test statistic .129 .124 .181 .113 .097 .105 asymp. sig. (2-tailed) .107c .121c .087c .063c .221c .079c a. test distribution is normal. b. calculated from data. c. lilliefors significance correction. source: processed primary data, 2022. the following is a summary of the statistical test results for each model of the path analysis equation of the independent variable coefficient on the dependent variable in each model equation. figure 1. statistical results of the path diagram of the research model equation e1 = 0,0447 digital role digital tourism destination 1.185destination image 0.150e2 = 0,105 0.008accessibility 0.552 performance of digital tourism destinations 0.013 0.092infrastructure 2.547 0.772 travel agency to find out whether a variable has an effect or not, we can compare the results of the t-count with t-table with df = n-k-1 or 100 5 1 = 94 (k is the number of independent variables). it is known that with a significance value of 0.05 degrees in the 2-sided test, the results of t table = 1.984/-1.984. in the following, the statistical results of the t-test in multiple regression analysis can be seen from the following table by interpreting each model equation. table 3. statistical results (t-test) equation model one coefficientsa model unstandardized coefficients standardized coefficients t sig. b std. error beta 1 (constant) .207 .365 .568 .571 destination image (x1) 1.181 .055 1.185 21.301 .000 accessibility (x2) .099 .030 .150 3.242 .002 infrastructure (x3) .380 .021 .552 18.378 .000 travel agency (x4) 2.141 .082 2.547 25.999 .000 a. dependent variable: digital role source: processed primary data, 2022. y1 = 0.207 + (-1.181) x1+ 0,099 x2 + (-0.380) x3+ 2.141x4 + e table 4. statistical results (t-test) of the second model equation coefficientsa model unstandardized coefficients standardized coefficients t sig. b std. error beta 2 (constant) 3.713 1.398 2.656 .009 destination image (x1) -.013 .512 -.008 -.025 .980 accessibility (x2) -.013 .123 -.013 -.104 .917 infrastructure (x3) .097 .170 .092 .571 .570 travel agency (x4) .989 .902 .772 1.097 .275 a. dependent variable: digital tourism destination performance source: processed primary data, 2022. z = 3.713 + (-0.013) x1 + (-0.013) x2 + 0.097 x3 + 0.989 x4 + e from the statistical results (t test) in all model equations and the statistical results of path analysis in this study, it can be seen that the direct and indirect effects in a model equation in this study are as follows: 1. the destination image variable has an effect on the digital role variable the results of statistical analysis show that; the destination image variable has a significant effect on the digital role variable. due to the value of t count > t table (-21,301 > -1,984) with a significance value of 0.000 < 0.05. this is reminiscent of the millennial generation as users of digital technology in almost all of their activities and has made digital technology a lifestyle (pew research center, 2010: 57). with a millennial lifestyle like this, digital roles can be used as an effort to find information in meeting basic needs such as the theory developed by maslow (1943) that; these basic needs begin with their biological and physical needs. where tourism needs are part of physical needs. tourism needs are obtained from information on users of technological/electronic goods in searching for tourist objects. this is also by the theory of marshall mcluhan and fiore (1968:11) that how electronic media is influencing people's views and mindsets radically, where this makes people very dependent on technology that uses media, even people have their views of order. the social status of a society is based solely on its ability to deal with technology. the results of this study are in line with the research of sun, et al. (2013) who concluded that tourists who develop positive perceptions get better satisfaction with their experiences. another support is the results of coban's (2012) research which proves that there is a positive influence of the destination image variable on the tourist satisfaction variable. 2. accessibility variables have a significant effect on the digital role the results of statistical analysis show that; the accessibility variable has a significant effect on the digital role variable. this is because the value of t arithmetic > t table (3,242 > 1,984) with a significance value of 0.002 < 0.05. this finding is in line with the finding of karana yankumara (2013) that; good accessibility is characterized by good road infrastructure and ease of access to tourist attractions. ease of getting to a tourist attraction, one of which is marked by the number of signposts to the location of the tourist attraction. this accessibility is also related to the distance of the tourist attraction to the center of government, where the small interaction value also indicates that the long distance from the center of government is not an obstacle to attracting many tourists to come to the tourist attraction, as well as services at tourist sites both services from officers tourism and infrastructure there so that it will directly affect the digital role. information related to good accessibility in a tourist area is caused by information from the use of information technology goods (digital technology) displayed in selecting places to be recommended for travel. this is by the theory of marshall mcluhan and fiore (1968:11) that how electronic media is influencing people's views and mindsets radically, where this makes people very dependent on technology that uses media, even people have their views on social order. a society based solely on its ability to deal with the technology.  3. infrastructure variables have an effect on the digital role this result is known after the statistical t value is greater than t table (18,378 > 1,984) with a significance value less than 0.05 (0.000 < 0.05). this finding is in line with the finding of karana yankumara (2013) that; in addition to good accessibility, infrastructure also has a very important role. with good road infrastructure and ease of access to tourist attractions. information on the existence of good infrastructure in a tourist area causes a good image opinion of potential tourists. so that potential tourists can recommend in selecting places that will be recommended for traveling. 4. the travel agency variable has a significant effect on the digital role this result after knowing the results of the calculated t value is greater than the t table value (25.999 > 1.984) with a significantly less than 0.05 degrees (0.000 < 0.05). this finding is in line with titis ariani, et all (2017) that the most effective promotion is promotion through the internet. besides being easy to make, anyone can access it easily. promotion through the internet can be easily reached to various regions along with the development of existing technology, especially promotion through websites and social media. all forms of promotion through various media can be said to be effective in informing and introducing the potential of a tourism object. by the theory of marshall mcluhan and fiore (1968:11) that; the role of electronic media is influencing people's views and mindsets radically, where it makes people very dependent on technology that uses media, even people have their views on the social order of a society which is only based on its ability to deal with the technology. this is in line with suwantoro (2004:56) that promotion will also be a medium to inform tourism products in tourist destinations (dtw). the main task and function of a travel agency (travel) are in addition to planning tour packages, it also promotes tourism objects with all their attributes using digital service advertisements such as; television, websites, newspapers, pamphlets or true, mobile applications as the medium. 5. digital tourism destination variables have no significant effect on digital tourism destination performance these results can be seen from the value of each digital tourism destination variable (destination image, accessibility, infrastructure, travel agency) in statistics which has a t-count value smaller than t-table (t-count < 1.984). based on the results of the analysis of the f test, it is known that the significance value is below 0.05 (0.000 < 0.05) and the calculated f value > f table (10.821.331 > 2.466) or with a significance of 0.000 <0.05. thus, simultaneously, the destination image, accessibility, infrastructure, and travel agency variables affect the digital role. furthermore, to find out the results of the path analysis test the indirect influence of destination image variables, accessibility, infrastructure, travel agencies on digital tourist destination performance variables through digital role variables, can be seen in the following table: table 5. summary of path analysis results in equation model no x variable influence to variable (z) through variable (y) influence value path analysis value conclusion 01 destination image (x1) digital tourism destination performance digital role 0,008 1,172 positive role 02 accessibility (x2) digital tourism destination performance digital role 0,013 0,148 positive role 03 infrastructure (x3) digital tourism destination performance digital role 0,092 0,5459 positive role 04 travel agency (x4) digital tourism destination performance digital role 0,772 2,519 positive role source : processed primary data, 2022 this finding is in line with the findings of mareta puspa nagari and edriana pangestusi, (2019); sufi abdulhaji and ibn sina h. yusuf, (2016); muhammad firdausa, hijri juliansyah, (2019); that; the provision of information about tourist attraction objects is the success of digital technology which plays a role in providing information on tourist attraction objects for potential tourists. the logic of thinking is that the provision of information about tourist attraction objects is the contribution of the digital role in providing a platform for digital technology as a form of providing special tourism information that gives a positive impression and provides its charm. the ability to share and exchange information between tourism providers and the public as tourists and potential tourists can be done freely. of course, this happens because social media is a platform that is freely accessible to the wider community, especially tourism providers, namely local communities and related parties who contribute to developing tourist villages. conclusion based on the results of the analysis that have been discussed previously, the conclusions of this study are; the digital tourism destination variables (destination image, accessibility, infrastructure, and travel agency) have a significant effect on the role of digital directly. furthermore, all digital tourism destination variables do not have a significant effect on digital tourism destination performance directly, but after being mediated by digital role variables, all-digital tourism destination variables have a significant positive role on digital tourism destination performance. the role of digital tourism destinations in realizing digital tourism destination performance requires a digital role as a liaison. this happens because the success of digital technology which plays a role in providing information to potential tourists for tourist destinations can contribute to providing a platform on digital technology as a form of providing information for potential tourists, this is effective because the millennial generation relies on various popular platforms that are commonly used in searching for information. tourist destination information. this is done by prospective tourists as a form of fulfilling the criteria for their basic needs. to attract tourists to visit, it is done by; 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