View of The Contribution of Personality, Work Motivation Toward Organizational Commitment and Performance of the Academic Staff

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JKBM

(JURNAL KONSEP BISNIS DAN MANAJEMEN)

ISSN 2407-2648 (Print) 2407-263X (Online), DOI 10.31289/jkbm.v9i2.8958 Available online http://ojs.uma.ac.id/index.php/bisman

The Contribution of Personality, Work Motivation toward Organizational Commitment and Performance of the

Academic Staff

Ni Kadek Ani Widiani^1)*, Nengah Landra¹⁾, Anik Yuesti¹⁾, Putu Kepramareni¹⁾

1)Universitas Mahasaraswati Denpasar, Denpasar, Indonesia

Submitted : 26-01-2023; Reviewed : 29-05-2023; Accepted : 29-05-2023

*Coresponding Email: [email protected] Abstract

This research aims at measuring the contribution of personality, work motivation toward organi-zational commitment and performance among academic staff of a private higher education institution at Uni- versitas Mahasaraswati Denpasar (Unmas Denpasar). This research uses observational analytic approach, the sampling technique used is saturated sampling by taking all the population as the research sample which is 140 respondents. The analysis technique is using Structural Equation Modeling (SEM) based on Partial Least Square (PLS). The result of the research shows that the personality of the academic staff at Unmas Denpasar does not affect the organizational commitment. The high level of motivation might improve organizational commitment, in addition, personality score and high motivation may improve performance of the academic staff at Unmas Denpasar. Nevertheless, organizational commitment of the academic staff does not influence performance. The test of indirect influence shows that the variable of organization commitment does not mediate the effect of personality and motivation toward performance.

Keywords: Performance; Commitment; Motivation; Personality.

How to Cite: Widiani, N.K.A., Landra, N., Yuesti, A. & Kepramareni, P. (2023). The Contribution of Personality, Work Motivation Toward Organizational Commitment and Performance of the Academic Staff. JKBM (Jurnal Konsep Bisnis dan Manajemen). 9 (2): 175-187

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INTRODUCTION

Human resources are one of the important elements in an organization to bear the dynamic changes taking place, like the changes due to the globalization and technology adv- ancement. Human resources with a good quality performance are needed to encounter those changes, in order to achieve the organization goal. Performance is an accomplishment or achievement related to work or duties given to a worker (Marwansyah, 2019).

There are several factors that influence performance namely personality, motivation, as well as organizational commitment. Based on Gibson theory, personality is one of psychological variables that affect the employees’ performance. The better personality they have, the better performance they show. The theory of The Big Five Personality which covers five dimensions (Extraversion, Agreeableness, Conscientiousness, Neuroticism and Openness to New Experience) commonly used as an indicator to know someone’s personality (Robbins & Judge, 2012). Researches from (Arifin et al., 2019) , (Virgana, 2021), (Octavia, 2020), find out that personality has a positive and significant contribution toward employees’ performance. A different result came from research by (Ajayi et al., 2017) and (Daud et al., 2021) who figured out that personality has nothing to do with performance.

Theory from Gibson stated that motivation is another psychological variable that affects employees’ performance. Motivation is the concept used to indicate the will power of every individual that moves and direct behavior (Gibson, 2011). Research by (R. Y. A. A.

P. S. Hayati, 2020), (Goni, et. al, 2021), Asmawiyah et. al. (2020), (Kristianti et al., 2021), (Virgana, 2021) find out that there is a positive and significant contribution among motivation and performance. Nonetheless, research from (Febrianti et al., 2020), (Sarwani et al., 2019), (Hasyim et al., 2020) find out that motivation does not affect the employees’ performance.

Robbins and Judge define organizational commitment as a state where the employee stands for the company and its goals, also intended to stay and nurture his membership (Robbins & Judge, 2012). According to Organizational Behavior Theory by Gibson, organizational commitment belongs to the individual aspects that contribute to the performance.

Research from (N. Hayati & Purwanto, 2020), (Loan, 2020), (Febrianti et al., 2020), (Aslami, 2021) report that between organizational commitment and performance there is a positive and significant contribution. Different result derived from other researches by (Setiawan &

Gunawan, 2018), (Hidayati & Rahmawati, 2016) who found out that there is no significant contribution among organizational commitment and employees’ performance.

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University is an important organization to improve the quality of Human Resources through education. The role of academic staff in a higher education institution is not less important than the Faculty and Lecturers. Therefore, it is crucial to do research regarding to performance of the academic staffs in university. Universitas Mahasaraswati Denpasar (Unmas Denpasar) is one of private universities in Bali. Based on the staffing data, the average recapitulation of employee performance in May 2019 until April 2020 showed that the average evaluation of work achievement there are 36.15% under the category of ‘good’, whereas 30,12% under the category ‘adequate’ and 6.03% under the category of ‘deficient’

(Table 1).

Table 1. Recapitulation of Employee Performance Assessment

Period Indicator Very Good Good Enough Not

Enough Not Good (4,51-

5,00) (3,51-

3,50) (2,51-

3,50) (1,51-

2,50) (1,00- 1,50)

May-August 2019

Organitation

Commitment 29,71 34,66 28,72 6,94 0

Personality 24,76 34,66 35,65 4,96 0

Seriousness of work 29,71 24,76 40,6 4,96 0

Knowledge and

Ability 27,73 35,65 32,68 3,97 0

September- December 2019

Organitation

Commitment 28,72 39,61 24,76 6,94 0

Personality 29,71 37,63 23,77 8,92 0

Knowledge and

Ability 29,71 37,63 27,73 4,96 0

January-April 2020

Organitation

Commitment 29,71 31,69 30,7 9,91 0

Personality 30,7 34,66 27,73 6,94 0

Knowledge and

Ability 26,74 37,63 31,69 3,97 0

Average (%) 29,22 34,83 30,12 6,03 0,00

Table 1 shows that based on the average recapitulation of organizational commitment factors, there are 35.99% of employees who have a commitment below the good category. The average percentage of employee personality indicators in the sufficient category is 29.05% and the less category is 6.94%. Seriousness of work can describe the motivation of an employee, the average percentage of indicators of the seriousness of work of employees in the sufficient category is 32.68% and the less category is 4.96%.

Based on the results of interviews with the Human Resources (HR) section of Unmas explained that research related to performance needs to be carried out on education staff at Unmas. Evaluation/assessment of the performance of Unmas education staff is usually

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carried out based on monitoring from the unit head of each employee. Thus, it is necessary to conduct research directly related to the performance of each education staff at Unmas.

Performance appraisal is important in every organization, including in tertiary institutions, because performance greatly influences the success of an organization.

Based on the phenomenon gap and the research gap related to the correlation between personality variable and work motivation toward organizational commitment and performance, therefore, the researcher is interested in doing a research entitled “The Contribution of Personality, Work Motivation toward Organizational Commitment and Performance of the Academic Staff at Private University (A Study at Universitas Mahasa- raswati Denpasar)”.

RESEARCH METHODS

This research uses observational analytic approach to know the contribution among variables personality and work motivation toward organizational commitment and performance of the academic staff at Universitas Mahasaraswati Denpasar. The sampling technique used is saturated sampling technique by taking all the population as sample which is 140 respondents. The analysis technique used is Structural Equation Modeling (SEM) based on Partial Least Square (PLS). The research instrument used is questionnaire which has been tested its validity and reliability. The questionnaire items were graded on a 5 point Likert scale, with strongly disagreeing on point 1, disagreeing on point 2, quite agree on point 3, agreeing on point 4, and strongly agreeing on point 5.

There are five indicators used to measure performance in this study, namely:

quantity, quality, accuracy, attendance, ability to work together (Mathis, 2011). A person's commitment can be seen from three indicators according to (Allen & Meyer, 1990), namely: affective commitment, continuance commitment, normative commitment. There are five personality dimensions known as the five personalities or the Big Five Per- sonalities according to Goldberg, namely: Neuroticism, extraversion, openness to experience, agreeableness and Conscientiousness. The dimensions of motivation can be seen from motivation theory Hierarchy of human needs according to Maslow, namely:

physiological needs, safety needs and social needs (Feist, 2009).

The Effect of Personality on Organizational Commitment

According to (Robbins & Judge, 2012) Personality is a dynamic organization of psychological systems within individuals that determine their unique adjustments to the

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environment. There is a relationship between personality and organizational commitment, this is supported by several research results. Research by (Yildiz, 2018), (Widodo &

Damayanti, 2020) found that personality has a significant direct effect on organizational commitment. Also supported by the research results of (Thiruvarasi & M. Kamaraj, 2017), that the Big Five Personality has a significant influence on organizational commitment.

Based on the theoretical study and the results of previous research, the hypothesis can be formulated as follows:

H1: Personality has a positive effect on organizational commitment The Effect of Work Motivation on Organizational Commitment

According to (Gibson, 2011) motivation is a concept used to describe the strength of each individual's action that drives and directs behavior. Based on several studies, it shows that the level of employee motivation influences organizational commitment. Research by (Balushi & Syed Aulia, 2019) and (Hawa et al., 2019) found that motivation has a positive effect on organizational commitment. Based on the theoretical study and the results of previous research, the hypothesis can be formulated as follows:

H2: Work motivation has a positive effect on organizational commitment The Effect of Personality on Performance

Based on the theory of Gibson personality is one of the psychological variables that affect employee performance. So to improve employee performance, management needs to understand the personality of its employees. The Big Five Personality theory which consists of five personality dimensions, namely extraversion, agreeableness, conscientiousness, neuroticism, and openness to new experiences, is often used as an indicator to determine one's personality. Research (L. A. Sari et al., 2020), (Delima, 2022), (N. Hayati &

Purwanto, 2020) found that personality has a positive effect on performance. Based on the theoretical study and the results of previous research, the hypothesis can be formulated as follows:

H3: Personality has a positive effect on performance The Effect of Work Motivation on Performance

Motivation are factors that can move and direct a person's behavior to fulfill certain goals (Tewal et al., 2017). Gibson's theory states that motivation is a psychological variable that influences employee performance. Thus, motivation can affect one's work or performance, this is supported by the results of several previous studies. (Hamid et al., 2019), (Hawa et al., 2019) found that motivation influences employee performance. Based on the

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theoretical study and the results of previous research, the hypothesis can be formulated as follows:

H4: Work motivation has a positive effect on performance

Performance Effect of Organizational Commitment on Performance

Organizational commitment shows an attitude that reflects employee loyalty to the organization and an ongoing process for organizational members to focus on the organization and success and sustainable progress. Organizational commitment is positively related to high employee performance, low employee turnover rates and low employee absen- teeism rates (Lubis & Jaya, 2019). This is supported by several previous research results.

Research (Ajayi et al., 2017), (Suharto et al., 2019), (Latief et al., 2019), (Hawa et al., 2019) found that organizational commitment affects employee performance. Based on the theoretical study and the results of previous research, the hypothesis can be formulated as follows:

H5: Organizational commitment has a positive effect on performance

Figure 1. Conceptual Framework.

Description:

: variable direct effect : variable indirect effect

RESULTS AND DISCUSSION

Characteristics of respondents provide an overview of the frequency and percentage of gender, age group, education level and tenure of education staff at Mahasaraswati Uni- versity Denpasar. The characteristics of research respondents are presented in Table 2.

Table 2. Characteristics of Respondents Characteristics Frequency Percentage

Gender

Man 60 42.86%

Woman 80 57.14%

Commitment Personality

Motivation

Performance

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Total 140 100%

Age group

17-25 Years 16 11.4%

26-35 Years 52 37%

36-45 Years 50 35.7%

46-55 Years 20 14.3%

56-65 Years 2 1.4%

Total 140 100%

Level of education

Elementary School 1 0.7%

Senior High School 29 20.7%

College 110 78.6%

Total 140 100%

Work Period

< 6 Years 56 40%

6 – 10 Years 34 24.3%

>10 Years 50 35.7%

Total 140 100%

Table 2 shows that most of the respondents are women (57.14%). Age groups are categorized into five, 17-25 years (late adolescence), 26-35 years (early adulthood), 36-45 years (late adulthood), 46-55 years (early elderly), 56-65 years (late elderly). Based on the age group, most of the respondents are in the 26-35 years category (37%) and 36-45 years category (35.7%). Based on the education level, most of the respondents are university graduates (78.6%). The working period is categorized into three, < 6 years (new work period), 6-10 years (medium tenure), and > 10 years (old tenure). Most of the respondents have a working period of < 6 years (40%) and > 10 years (35.7%).

Discriminant Validity and Composite Reliability

Discriminant validity test is carried out by looking at the average variance extracted (AVE) value, it is recommended that the measurement value must be greater than 0.5.

Meanwhile, the accepted limit value for the composite reliability level is 0.7. The results of discriminant validity and composite reliability are presented in Table 3.

Table 3. Discriminant Validity Check

Variable AVE Composite Reliability Personality (X1) 0.681 0.914

Performance (Y2) 0.741 0.934 Commitment (Y1) 0.736 0.893 Motivation (X2) 0.601 0.882

Table 3 shows that all research variables have AVE value is above 0.50 and the composite reliability value is above 0.7. So thus, it means that all indicators are valid and relia- ble.

The profile of research variables

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Analysis toward variables profile is done to explore the variables under research based on the value of out loading and mean. The exogen and endogen variable profile can be seen in Table 4.

Table 4. Out Loading and Mean

Variable Indicator Out Loading Mean

Personality

Extraversion 0,818 3.85

Agreeableness 0,819 4.13

Conscientiousness 0,886 4.06 Emotional Stability 0,796 3.76

Openness 0,804 3.81

Motivation

Phisiological needs 0,737 3.82

Safety needs 0,818 4.20

Social needs 0,837 4.17

Esteem needs 0,678 3.73

Self actualization needs 0,796 4.09 Organizational Commitment Affective commitment 0,862 4.05 Continuous commitment 0,788 3.67 Normative commitment 0,918 3.92

Performance

Quantity 0,885 4.14

Quality 0,915 4.07

Accuracy 0,9 4.06

Presence 0,815 4.00

Cooperation 0,781 4.31

Table 4 shows that conscientiousness indicator on variable personality get the highest weigh factor by 0.886. This shows that conscientiousness is an important indicator in measuring level of personality. However, seen from the mean score, the indicator level of agreeableness is owned more by the academic staff at Unmas Denpasar with the mean score 4.13. The indicator of social needs on motivation variable gets the highest factor weight by 0.837. This shows that social needs are essential indicator in affecting and increasing motivation. Yet, seen from the mean score, the level of safety needs is chosen more by the academic staff at Unmas Denpasar with the value 4.20.

The indicator of normative commitment on organizational commitment variable gets the highest weigh factor. This indicates that normative commitment is an important indicator in affecting and boosting organizational commitment. Nevertheless, seen from the mean score, the affective commitment was chosen by more of the Unmas Denpasar’

academic staff with the average score of 4.05. The indicator of quality on performance variable gained the highest weight factor that is 0.837. This indicates that quality is an important factor in affecting and enhancing the performance of academic staff. However, seen from the mean score, the level of cooperation was chosen by more academic staffs at Unmas Denpasar with the average of 4.31.

Hypothesis testing of Direct Influence

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Hypothesis testing was done with resampling bootstrapping method. This research is using 95% degree of freedom and standard error (α) of 5% with the t-table value at 1.96.

The hypothesis testing was done by comparing the result of path coefficient seen from the value of T-statistic toward T-table. The recapitulation of path coefficient validity test on each path for a direct effect can be seen on Table 5.

Table 5. Hypothesis testing of Direct Influence Variable Original Sample

(O) T Statistics

(|O/STDEV|) P

Values Description

Personality -> Performance 0,365 3,906 0 Significan

Personality ->

Commitment 0,152 1,179 0,239 Non

Significan Commitment ->

Performance -0,104 1,271 0,204 Non

Significan

Motivation -> Performance 0,514 4,846 0 Significan

Motivation -> Commitment 0,444 3,645 0 Significan

Hypothesis 1 is rejected where the level of good personality does not ensure im- provement of organizational commitment of academic staffs at Unmas Denpasar. The reason for this is that not all dimensions of the Big 5 personality able to influence organizational commitment. The high level of organizational commitment can be influenced by other factors, such as the motivation levels of academic staffs at Unmas Denpasar. The result of this research supports the research result from (Ziapour et al., 2017) who found out that there is no significant correlation observed among personality characteristics and continuous commitment. Research from (Njoku et al., 2017) shows that personality dimensions (Conscientiousness, Extraversion, Agreeableness, dan Neuroticism) have insigni- ficant contribution toward organizational commitment.

Hypothesis 2 is accepted where the higher motivation level of the academic staffs at Unmas Denpasar, the higher organizational commitment they have. Together when the whole motivation dimension is fulfilled then it will increase the organizational commitment of the academic staffs at Unmas Denpasar. The result of this research supports the research result from (Balushi & Syed Aulia, 2019), (Hawa et al., 2019) who figured out that motivation has a positive contribution toward organizational commitment.

Hypothesis 3 is accepted where the higher level of personality, the higher performance that the academic staffs at Unmas Denpasar have. The level of personality is directly proportional to the performance of the academic staffs at Unmas Denpasar. This result supports the research result of (Arifin et al., 2019) and research from (Gani & Tewal,

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2018) who found out that personality has a positive and significant contribution toward employees’ performance.

Hypothesis 4 is accepted where the higher the level of motivation the higher performance of the academic staffs at Unmas Denpasar. This research result supports another research result from (N. Hayati & Purwanto, 2020), (Santoso, 2022), (Permatasari &

Rohwiyati, 2022), (Nuryaningsih, 2023), (Rahayu Putri et al., 2023) (N. M. Y. Sari et al., 2022) who found out that there is a positive and significant correlation between motivation and performance.

Hypothesis 5 is rejected, that the level of organizational commitment does not affect performance or the level of commitment possessed is not able to improve the performance of the Unmas educational staff. Based on in-depth interviews with educational staff at Unmas stated that, the level of organizational commitment that does not contribute to performance can be caused by several factors, such as direct or indirect job evaluation and the existence of organizational regulations that result in sanctions for violating these regulations, can be reasons for Unmas educational staff to improve their performance, regard- less of the level of organizational commitment they have. This research result supports the result of a research from Setia and (Setiawan & Gunawan, 2018) as well as (Hidayati &

Rahmawati, 2016) and (Santoso, 2022), (Handik Imanudin et al., 2023) who figured out that among organizational commitment and employee performance there is no significant correlation.

The test of indirect influence

The recapitulation result of path coefficient validation on each of path for indirect contribution can be seen on Table 6.

Tabel 6. The test of indirect influence Variable Original Sample

(O) T Statistics

(|O/STDEV|) P

Values Descriptio n Motivation -> Commitment ->

Significan Personality -> Commitment ->

Significan

Table 6 shows that the variable of organization commitment does not mediate the effect of personality and motivation toward performance. It is shown from each coefficient value which are -0.016 and -0.046 with the value of t-statistics of 0.669 and 1.221. That t- statistics value is above the value if 1.96 and the significant value >0.50. These results indicate that, organizational commitment not as an intermediate mediating variable

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personality and motivation on performance. As a result, high levels of organizational commitment can not strengthen relationships between personality and motivation on performance. The high level of performance of Unmas education staff can be influenced by other factors such as personality and motivation.

CONCLUSION

The high level of motivation on the academic staffs at Unmas Denpasar can increase the organizational commitment. The higher score of personality and level of motivation on the academic staffs at Unmas Denpasar may increase performance. Level of personality on the academic staffs at Unmas Denpasar does not correlate toward organizational commitment. In addition, organizational commitment of the academic staffs at Unmas Denpasar does not correlate to performace.

The future researcher with similar topic is advised to do analysis partially and simultaneously. It is hoped that Universitas Mahasaraswati Denpasar pay attention to and improve the level of conscientiousness on personality, social needs on motivation level, normative commitment on organizational commitment and work quality on the level of performance of the academic staffs at Unmas Denpasar. It is because those indicators are important indicator that influence and boost the level of personality, motivation, organizational commitment and performance.

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