Analysis Of Planning, Governance and Integrity Strategies Through Mediation of Work Health Towards Progress Governing Organizations
Sitti Nurbaya
Universitas Muhammadiyah Makassar Email: sitti.nurbaya@unismuh.ac.id
1. Introduction
Organizations become modern when they achieve their goals (Corkindale, 2022). The goal that directs the entire member structure in it improves the performance of the organization (Meier, 2019). Clear and sustainable direction and goals in work health to synergize the achievement of organizational performance (Marucheck, 2020). Encouraging planning strategies, in accordance with good governance and trusted integrity towards work health and achieving organizational performance (Daniel & Micaela, 2020).
In developed and modern countries such as America and Europe, organizational performance is a priority (Bruce, 2020). Management and organizational experts consider work health to determine organizational performance (Pei-Lee et al, 2021). Actualization realizes work health and organizational performance by conducting environmental analysis starting from determining planning strategies, governance and integrity (Bruce, 2020). Assessing a healthy and advanced organization or not, it is reflected that overall the goals of that organization are achieved or vice versa (Rodney, 2021). Organizational performance is equal to overall organizational achievement according to organizational work health (Jacobs & Chase, 2020).
The reality is that organizational performance is still low in the face of increasingly competitive work dynamics (Keng-Boom et al, 2021). Organizational activity and its dynamics are also indicated to be unhealthy (Jacobs & Chase, 2020). Work health is a constructive assumption that A R T I C L E I N F O A B S T R A C T
Article history Received 12 Sep 2022 Revised 25 Okt 2022 Accepted 03 Nov 2022
The objectives of the study analyzed planning, governance and integrity strategies directly and indirectly affecting the work and organizational performance of the South Sulawesi Provincial Government. This type of survey research approaches quantitative data sources from respondents and secondary from observation agencies. Data collection techniques use quisioner instruments. The study population of all employees was 11,067 and the random purposive sampling method was 5% as many as 386 respondents (Slovin formula). Data analysis using SEM analysis with the help of AMOS and SPSS computer programs.
The results of the research directly and indirectly planning, governance and integrity strategies have a positive and significant effect on the health of work and organizational performance. Work health has a positive and significant effect on organizational performance. The better the planning strategy the easier it is to realize governance in the integration of work health into the performance of modern government organizations.
This is an open access article under the CC–BY-SA license.
Keywords
Planning Strategy, Governance, Integrity, Work Restructuring and Organizational
Performance.
demands to be corrected preventively and curatively through promotive efforts (Daniel & Micaela, 2020). In fact, it seems that the planning strategy is less unified. Governance contributes less to work improvement. Work integrity has not been trusted in work development (Devika, 2020). Work health efforts are still less actualized in improving organizational performance. (Hatane & Joni, 2019).
Understanding this, there is a gap in the paradigm shift in governance from government to governance and a top down development approach to a bottom-up approach (Angel & Micaela, 2020). Placing community participation is an important prerequisite in planning strategies, creating good governance and sustainability integrity (Michaeel, 2020). The weakness and fragility of government activities due to work health does not concentrate on achieving organizational performance (Rodney & Alam, 2021).
Facts and observational data show that the organization's performance has not been realized to achieve reasonable targets from the optimization data for the last five years of the achievement index from 2018 -2022, which averages 83.3 to 87.2 percent. Work health measures are still lacking, especially the 30.5 percent work risk reduction action in five years. The data on planning strategies carried out in five years 67.8 percent focused on physical development planning, and very little proportion to human and community development strategies. Governance is also still oriented towards improving the structuring and actualization of work ranging from 50.7 to 65.9 percent over five years. This includes strengthening work integirity which decreased from 80.7 to 50.8 percent before and after the pandemic and endemic to COVID-19 (Makalasa, 2022).
Pei-Lee et al (2021) organizations must demonstrate planning strategies that are in accordance with governance and work integrity towards work health in improving organizational performance.
Organizational performance assessment includes work results according to quantity, quality, accuracy, speed and minimization of conflicts (Keng Boon et al, 2021). The quantity of completing authorized tasks by lot. Quality in the form of satisfactory work results (Samuel, 2019). Efficient punctuality and speed produce reliable work output (Mehmet & Nevzat, 2020). Minimization of conflicts by producing integrated work solutions in organizations (Marucheck, 2020).
Organization as a system that has work dynamics is inseparable from symptoms of incompatibility or disputes that cause conflicts and cause organizational diseases (Michaeel, 2020).
Pathology in organizations can hinder or even shut down organizations (Rodney & Alan, 2021).
Every organization has the potential to experience organizational pathology (Huang & Lin, 2020).
In order for the organization not to be hampered, it is necessary to make efforts to heal the pathology that attacks the organization (Angel & Micaela, 2019). Work health by providing solutions, improvements and problem solving plays an important role in improving organizational performance. Devika (2020) that work health in the organizational environment can be done through organizational restructuring according to the division of duties and authorities of organizational members, increasing HR competence, providing motivation and enforcing work discipline (.
Work health and organizational performance will be carried out because it is influenced by planning, governance and integrity strategies implemented in the organization (Arifin, 2019).
Planning is the beginning in starting various goals, limitations to implement policies and their achievements (Chee & Joan, 2021). Planning as one of the first and also most important managerial functions in organizational management (Jacobs, 2020). Thomas (2018) planning strategies are focused on how organizations identify appropriate alternative actions and decide on various action plans to realize a healthy and performing organization (Micaela, 2019). Planning strategies are determined by inputs, processes, outputs, outcomes and impacts (Chee & Joan, 2021). Strategy input in this case the organization must be able to plan the right input to realize a healthy and performing organization (Devika, 2020). Planned strategy process according to activity (Michael, 2020).
Realizing strategic outputs that are in accordance with the results to be achieved (Hatane, 2019).
Every outcome strategy decision or policy that has been made provides benefits (Bruce, 2020).
Impact strategies have an impact on minimizing organizational work risks and conflicts (Chee Lie &
Joan, 2021). A good planning strategy realizes work health and improves organizational performance (Pun & Hui, 2021).
Governance plays a role in promoting work health and performance improvement. (Mehmet
& Nevzat, 2020). Organizational governance that is less than optimal, causes the main tasks and functions not to be actualized, so it is necessary to apply the principles of governance (Daniel, 2020).
Meier (2019) that governance is built on eight principles to achieve organizational goals. These
principles are fairness, transparency, accountability, responsibility, independence, accuracy, effectiveness and efficiency (Alan, 2021). Good governance realizes work health and organizational performance (Petcharaporn, 2019).
Work health and organizational performance are inseparable from the integrity shown by members of the organization in carrying out their duties and authorities (Addink, 2017). Integrity is related to the nature and character of the individual in carrying out and completing his work (Ribstein, 2020). Integrity demonstrates good moral and ethical principles (Wisdom, 2019). Integrity in work is needed because it is the foundation for building trust (KF Pun and IK Hui, 2021). A person with integrity is always self-aware to be responsible and always honest in every action (Jacobs & Chase, 2020). Roudkitson (2019) explained that integrity is a form of character development and traits in a person who shows honesty, works wholeheartedly, benefits the organization, is consistent and complies with applicable provisions in the organization where he works. This integrity has an impact on work health and organizational performance (Samuel, 2019).
2. Method
South Sulawesi Provincial Government as a research site. Observation variables in the form of planning strategies, governance and integrity, work health and organizational performance. Types of survey research with a quantitative approach. The primary data source of the respondent and the secondary data are in the form of data on the respondent's image and observed variables. . Data collection techniques use direct observation instruments and questionnaire dissemination. The population of all employees was 11,067 and the sampling using the Slovin formula was 5% of 386 respondents. Inferesial data analysis techniques used descriptive statistics and computer-aided Structural Equation Modeling (SEM) analysis use the AMOS 5.0 and SPSS version 20.0 program packages to test hypotheses.
3. Results and Discussion
The results of the study were in the form of a picture of respondents' characteristics with the percentage of variable observations and hypothesis testing results. The following is secondary data on the characteristics of respondents in the figure below:
a. Gender b. Age
c. Service Period d. Education
Figure 1
Characteristics of Respondents
53%
47%
Laki-laki Perempuan
9.60%
27.20%
40.80%
22.40%
25-35 tahun 36-45 tahun
6.40%
14.10%
38.70%
40.80%
1-5 tahun 6-10 tahun 11-15 tahun >15 tahun
16.00%
67.20%
3.70%
11.50%
1.60%
S2 S1 Diploma SMA SMP
The mean value of the respondent's response to the observed variable is shown in the figure as follows:
Figure 2
The Mean Value of Respondents' Responses to Research Variables
The results of this study test the hypothesis of the problem of observing exogenous variable and endogenous variable models. Included in the group of exogenous variables in the form of planning strategies, governance and integrity, while endogenous variables are work health and organizational performance.
The latent construction model of the initial stage results of the SEM analysis as shown in the following figure:
4 4.1 4.2 4.3 4.4
1 2 3 4 5
4.12 4.33
4.28 4.29 4.36
Strategi Perencanaan (X1)
4.3 4.4 4.5 4.6 4.7 4.8
1 2 3 4 5 6 7 8
4.664.69
4.47 4.46 4.6
4.73
4.61 4.63
Tata Kelola (X2)
0.0 2.0 4.0 6.0
1 2 3 4 5
3.55 4.38 4.39 4.13 3.39
Integritas (X3)
0.0 1.0 2.0 3.0 4.0 5.0
1 2 3 4
3.31
4.36 3.95
3.48
Penyehatan Kerja (Y)
3.9 4.0 4.1 4.2 4.3 4.4 4.5
1 2 3 4 5
4.44
4.22 4.38
4.31 4.13
Kinerja Organisasi (Z)
Measurement of Early-Stage Variable Relationship Models
The evaluation of the model of the eight goodness of fit indices criteria shows that the chi- square value is still large and the overall criteria do not match the specified cut off value, so that further model modifications are carried out to see the relationship and influence between variables, variables with latent indicators and between indicators according to modification indices. The results of the analysis after the final model obtained are as follows:
Measurement of Late-Stage Variable Relationship Models
The model test results presented in the figure above are evaluated based on the goodness of fit indices overall model in Table 2 along with presented the model criteria as well as its critical values that have data suitability.
Table 2
Evaluasi kriteria Goodness of Fit Indices Overall Model Goodness
of Fit index
Cut-off Value
Model Results Initial
Stage
Ket. Model Results
Final Stage Ket.
Chi_Square Expected to be
small 602.814 Marginal 310.496 < (0.05 : 288 =
328.580) Good
Probability ≥ 0.05 0.000 Marginal 0.175 Good
CMIN/DF ≤ 2.00 1.920 Marginal 1.078 Good
RMSEA ≤ 0.08 0.085 Marginal 0.025 Good
GFI ≥ 0.90 0.740 Marginal 0.855 Marginal
AGFI ≥ 0.90 0.687 Marginal 0.810 Marginal
TLI ≥ 0.94 0.765 Marginal 0.980 Good
CFI ≥ 0.94 0.790 Marginal 0.984 Good
Df 314 288
Source : Data after processing
The results of the model evaluation for the initial stage showed that of the eight goodness of fit indices criteria, none of them met the cut off value criteria, so further model modifications were carried out according to modification indice. The final stage shows that there are six criteria for meeting the cut off value, and two are marginal, but the model can be said to have met the goodness of fit indices criteria for analysis.
Testing of hypotheses proposed through testing path coefficients on models of structural equations. Table 3 is hypothesis testing by looking at the value of the p value, smaller 0.05 significant or greater equal to 0.05 insignificant. It also describes the direct positive or negative effects directly between the variables, the indirect positive or negative effects indirectly between the variables, and the total accumulated effects of direct and indirect influences. The test results are presented in the following table:
Table 3
Pengujian Hipotesis Direct Effect, Indirect Effect and Total Effect
HIP
Exogenous Variables
(They depend)
Intervening Variables
Endogenous Variables (Independent)
Standardized p-
Value
Direct Effect
Indirect Effect
Total
Effect Information
1
Planning Strategy
(X1)
- Work Health
(Y) 0.001 0.330 - 0.330 (+)
Significant 2 Governance
(X2) - Work Health
(Y) 0.042 0.198 - 0.198 (+)
Significant 3 Integrity
(X3) - Work Health
(Y) 0.037 0.203 - 0.203 (+)
Significant 4
Planning Strategy
(X1)
- Organizational
performance (Z) 0.000 0.295 - 0.295 (+) Significant 5 Governance
(X2) - Organizational
performance (Z) 0.000 0.275 - 0.275 (+) Significant 6 Integrity
(X3) - Organizational
performance (Z) 0.038 0.239 - 0.239 (+) Significant 7 Work Health
(And) - Organizational
performance (Z) 0.000 0.591 - 0.591 (+) Significant 8
Planning Strategy
(X1)
Work Health (Y)
Organizational
performance (Z) - 0.295 0.195 0.490 (+) Significant 9 Governance
(X2)
Work Health (Y)
Organizational
performance (Z) - 0.275 0.117 0.392 (+) Significant 10 Integrity
(X3)
Work Health (Y)
Organizational
performance (Z) - 0.239 0.122 0.361 (+) Significant Source: Data after processing
The overall model exerts a positive and significant influence. Interpretations from Table 3 for direct effect, inderct effect and total effect can be explained. Positive and significant planning strategies towards work health 0.330 and organizational performance 0.295 and indirectly through
work health towards organizational performance 0.490. Proving the theory of planning strategies that every process in the organization is planned as a strategy to realize work health and organizational performance (Bryson, 2017). The theory of organizational improvement that improves the course of organizational work dynamics results in the organization being healthy in realizing organizational goals (Ivancevich, 2018). The concept of structuring states that organizations perform in accordance with the stability of work dynamics that run according to the planning strategy (Corkindale, 2022).
Positive and significant governance towards work health 0.198 and organizational performance 0.275 and indirectly through work health to organizational performance 0.392. Proving governance theory that every structuring and management has an impact on health and achievement of performance (Addink, 2017). The theory of stability dynamics that an organization is healthy or not is determined by performance-oriented governance (Ayibiouwu, 2018). The concept of goodwill states that a good will in organizing the organization results in work health in improving organizational performance (Ribstein, 2020).
Positive and significant integrity towards work health 0.203 and organizational performance 0.361 and not directly through nourishment of organizational performance 0.361. Proving the theory of agreement states that integrated trust builds work health and the achievement of organizational goals. The theory of positive assumptions states that integration is an important argument in performance-oriented work health. The concept of integrated argumentation states that work health and organizational performance become integrated in one work integrity.
Positive and significant work health to organizational performance 0.591. Proving the preventive theory of work states that professional handling of work is the cause of work health manifested in the achievement of organizational performance. The theory of results states that the maximum work result comes from healthy work dynamics. The concept of conformity that healthy work dynamics are hope-oriented. The expectation in question is the achievement of organizational goals in accordance with the achievement of performance.
4. Conclusion
It is concluded that planning, governance and integration strategies directly have a positive and significant effect on work health and organizational performance, indirectly through work health on positive and significant organizational performance means proven hypotheses. Work health has a positive and significant effect on the performance of proven organizations. The renewal of the findings is that the better the planning strategy, the easier it is to realize governance in the integration of work health into the performance of modern government organizations.
ACKNOLEDGMENTS
This study has been supported and funded by LPPM Universitas Muhammadiyah Makassar.
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