13
TRANSFORMATIONAL LEADERSHIP, ORGANIZATIONAL CULTURE, WORK MOTIVATION ON EMPLOYEE PERFORMANCE
IN KAPANEWON PENGASIH, KULON PROGO, YOGYAKARTA
Karisa Salsabila1 Kusmaryati Rahayu 2*)
Management Study Program Faculty of Economics and Business Janabadra University, Yogyakarta
[email protected]; [email protected]
Abstract
This study tries to ascertain how the Organizational Culture, Employee Motivation, and Leadership style of Kapanewon Pengasih Kulonprogo personnel affect their Performance. A Likert scale of five questionnaires collected samples from 100 individuals. The data were examined using Multiple Linear Regression. The study's findings demonstrate that Transformational Leadership, Organizational Culture, and Motivation significantly improve worker Performance.
Keywords: Transformational Leadership, Organizational Culture, Motivation, Performance.
Intisari
Penelitian ini bertujuan mengetahui pengaruh Kepemimpinan Transformasional, Budaya Organisasi, Motivasi kerja terhadap Kinerja pegawai Kapanewon Pengasih Kulonprogo, Yogyakarta.
Penelitian ini menggunakan Likert skala 5 untuk mengumpulkan datadari 100 responden. Data dianalisis menggunakan Analisis Regresi Linier Berganda. Hasil penelitian menunjukkan bahwa gaya kepemimpinan Transformasional, Budaya Organisasi dan Motivasi berpengaruh positif signifikan terhadap Kinerja pegawai Kapanewon Pengasih Kulonprogo, Yogyakarta.
Kata Kunci: kepemimpinan Transformasional, Budaya Organisasi, Motivasi, Kinerja
14 Introduction
The Kapanewon Pengasih Office is part of the organizational structure, inseparable from the Kulon Progo Regency. Kapanewon, as the spearhead of the local government closest to the community, could have been more optimal in serving the community's needs to meet government needs. The main problem faced is the not yet optimal Performance of civil servants in the reform era, especially in the Kapanewon environment. Leaders need to know why employees behave this way. How are the leader's efforts to influence subordinates to follow his directions and work according to his job description? Leadership style has a significant impact on this (Humaidi et al., 2019) (Rahmawati et al., 2019) it made sense that Transformational Leadership is what happens when the supporters/subordinates of a Transformational leader feel trust, esteem, dependability, and regard for the pioneer. They are motivated to exceed expectations. (Hamali, 2018) says that work contributes to the economy and strongly connects to the organization's strategic goals, customer satisfaction, and Performance.
Literature Review and Hypotheses Employee Performance
Employee performance is regarded (Sinambela, 2018) as their capacity to fulfill particular tasks. According to some professionals, Performance is a collection of outcomes that pertain to completing and carrying out the specified task. (Sutrisno, 2016) lists the following six performance indicators:
Work results include the quantity and quality of output, knowledge related to job responsibilities, initiative when carrying out tasks and problem-solving skills, mental dexterity, level of ability, and speed in processing work instructions, attitude—
precisely, a willingness to work hard and a positive attitude when carrying out tasks—and time management skills—specifically, punctuality and attendance.
Transformational Leadership and Employee Performance
The organization considers Leadership very important because leaders can influence a group toward achieving a set vision or goal (Robbins, 2015) According to Robbins indicators of a transformational leader include a. Charisma, namely: the leader has a personal charm and charm that contributes to an extraordinary ability to get others to support his activities; b—inspirational Motivation, namely passionate leaders in communicating the future;
c. Intellectual Stimulation, leaders can encourage employees to solve problems; d.
Individualized Care: Leaders give each employee their attention. The Performance of employees is improved when transformational Leadership is in place. The research findings (Aditia, Yanuar Chandra; Yuniawan, 2015) supported this theory and (Gita & Yuniawan, 2016) on BPD employees at the Senopati branch in Yogyakarta (K. D. Rahayu & Cahya, 2022) to 130 Jember Plantation Company employees (Ujang Tri Cahyono, Mohamad Syamsyul Maarif, 2014).The following hypotheses can be derived from the theoretical and empirical research in this study:
H1: Transformational Leadership has a positive impact on Performance.
Culture and Performance of Employees in an Organization
As indicated by (Robbins, Stephen;
Judge, 2017) Organizational Culture addresses a typical view of individuals from the association. According to (Kreitner, 2014), indicators of organizational Culture include:
Innovation, risk-taking spirit, attention to detail, focus on results, people, teamwork, aggressiveness, and stability. According to experts, an organization with a solid organizational culture also positively impacts employee performance. This theory is consistent with some studies' findings, including Research (Nugroho, 2019) on 98 Project Contract Employees and Research (Amanda et al., 2017) on 284 PDAM Employees in Banten Province Research (Yani
15 Employees of UIN Sunan Kalijaga, Yogyakarta
Research (Kosasih, 2018)) on the Performance of Employees at PDAM Tirta Taman Sari, City of Madiun Performance of Employees at PDAM Tirta Taman Sari, City of Madiun This study has the potential to propose a hypothesis based on theoretical and empirical studies, H2: Organizational Culture has a positive impact on Performance.
Motivation at Work and Employee Performance
Human needs are categorized into five levels, according to Abraham Maslow: Physiological Needs, Social Needs, Needs for Safety, Needs for Self-Esteem and Needs for Self- Actualization Needs that actually should be met will persuade individuals to satisfy them.
Employees with unmet needs will be motivated to put in much effort to meet them. The empirical results of several researchers support this theory, including research (K. Rahayu &
Mulyani, 2021) on 108 employees of the Kapanewon Temon Health Center, Kulon Progo Special Region of Yogyakarta, Research (Sutedjo & Mangkunegara, 2018) on 155 employees at PT. Inti Kebun Sejahtera, research (Sutanto & Ariyanto, 2019) on 119 employees of PT Fluid Indonesia. This study has the potential to propose a hypothesis based on theoretical and empirical studies,
H3: Motivation has a positive impact on Performance.
Methods of Research Scope and Research Object
Quantitative and descriptive data are used in this study. The subject of the investigation is Kapanewon Pengasih, located in Kulonprogo, Yogyakarta, and has 134 employees in total.
100 individual were selected from stratified sampling for the samples. Information was gathered utilizing a survey with a Likert Scale score of 1-5. Answers 1 and 5 indicate strong disagreement and agreement. The information investigation instrument utilized is Various Straight Relapses. Employee Performance is the dependent variable in this study, and
The three independent variables are transformational leadership, organizational culture, and work motivation.
The following is a description of the research framework based on the assumptions above:
Figure 1. Research framework
Results
Respondent Identification
60% men and 40% women made up the sample's 100 respondents from Kapanewon Pengasih Employees, Kulonprogo Yogyakarta.
Regarding age, 40% in the age scope of 41 to 50 years, 35% in the age scope of 30 to 40 years, and 20% in the age range > 50 years. Therefore, most of them are over 40 years old, which is the productive age of employees. When it comes to education, fifty percent hold both undergraduate and graduate degrees. At Kapanewon, 50% of employees have worked there for more than 15 years, 45% for less than 15 years, and 5% for less than five years.
Instrument Test Results Validity and Reliability Validity test.
The results of calculating the validity test of the questionnaire items on Transformational
Transformati onal Leadership,
Organizatio
nal Culture Employee
Performan ce
Motivation
H1
H2
H3
16 Leadership, Organizational Culture,
Motivation, and Employee Performance >
0.166, indicating that all questions are declared eligible to measure all variables, are obtained with a sample of 100 (df = 100 – 3), with a significance level of 5%, one tail, and an r table value of 0.166.
Reliability Test Results
While the consequences of the Reliability test showed that the Cronbach alpha coefficient of the variable Transformational Leadership was 0.91, Organizational Culture was 0.96, Work Motivativation was 0.95, and Employee performance was 0.93. as displayed in Table 1.
Table 1. Reliability Test Results
Variable Cronbach's
Alpha Employee
performance
0.936 Transformational
Leadership
0.909 Organizational
Culture
0.962
Motivation 0.950
Classical Assumption Test Results
The Normality test's results are presented in Table 2. A significance value of 0.200 is more significant than 0.05 when using the Kolmogorov-Smirnov Statistical test tool.
According to (Ghozali, 2018), the confounding or residual variables have a normal distribution, so the data are suitable for Multi Linear Regression analysis.
Table 2. K-S Normality Test Results Unstanda
rdized Residual
N 100
Normal Parameters,b
Mean ,0000000
Std.
Deviation
2,805766 87 Most Extreme
Differences
Absolute ,074
Positive ,053
Negative -,074
Test Statistic ,074
Asymp. Sig. (2-tailed) ,200c,d
While from Table 3 the consequences of the Multicollinearity Test show the outcomes:
The tolerance value for Transformational Leadership is 0,374, more significant than 0.1, and the VIF is 2,674, lower than ten. The tolerance value for Organizational Culture is 0.243, more significant than 0.1, and VIF Organizational Culture is 4.111 lower than ten;
the tolerance value for Motivation is 0.279 greater than 0.1, and VIF Motivation is 3.589 less than ten. Since there is no correlation between the independent variables, multiple linear regression can be used to analyze the data.
Table 3. Multicollinearity Test Results Model Collinearity Statistics
Tolerance VIF Transformational
Leadership
,374 2,674 Organizational
Culture
,243 4,111
Motivation ,279 3,589
Organizational Culture's significance is 0.216, Work Motivation's significance is 0.434, and Transformational Leadership's significance is 0.430 using the Glejser Test, as shown in Table 4. The three independent variables do not exhibit heteroscedasticity, meaning the variance between residual observations remains unchanged. The data are now ready for multiple linear regression analysis.
Table 4. Heteroscedasticity Test results Model t Sig.
(Constant ) 1.628 .107 Transformational
Leadership
.793 .430 Organizational
Culture
-1.246 .216
Motivation .786 .434
The Goodness of Fit Test Results Determinant Coefficient Test (R2)
The model's ability to explain the
variable’s variance to the dependent variable is
17 measured using the Coefficient of
Determination Test (R2). The experimental outcomes get a Changed R Square worth of 0.819 (Table 5).
Table 5. Test Results for the Coefficient of Determination
The variance of Transformational Leadership, Organizational Culture, and Motivation explains 81.9 percent of the variable Employee Performance, while factors outside the research explain 18.1 percent.
F test results (F test)
The aftereffects of measurable tests show that the determined F esteem is 149,940 (sign.
0.000) (see Table 6), and the F table = 3.091 (df
= 96, sign. 0.05). In light of the determined F esteem > F table, it may be presumed that the Transformational Leadership, Organizational Culture, and Motivation variables used in this research model fulfill the Goodness of Fit to predict Employee performance variables (Ghozali, 2018).
Table 6. F Test Results
T Test Results
The consequences of the t-test show that partially Transformational Leadership, Organizational Culture, and Work Motivation affect Employee Performance at a confidence level of 95% or alpha 5%, which should be visible from the importance level of the Transformational Leadership Variable of 0.002
< 0.05 Organizational Culture 0.000 < 0.05 and Work Motivation 0.000 < 0.05 (Table 7)
Table 7. Test Results t
The Multiple linear regression equation may be generated by using the t-test results, and it looks like this:
Performance = 7,187 + 0,260 TL + 0,249 OC + 0,441 WM Where:
TL: Transformational Leadership OC: Organizational Culture WM: Work Motivation Model Summary
Mo del R
R Squar
e
Adjusted R Square
Std. The error in
the Estimate 1 .908a .824 .819 2.849
a. Predictors: (Constant), Motivation,
Transformational leadership, Organizational Culture
ANOVAa
Model
Sum of Square
s df
Mean Square F
Si g.
1 Regress ion
3651.8 00
3 1217.2 67
149.
940 .00
0b Residu
al
779.36 0
96 8.118
Total 4431.1 60
99
Coefficients
Model
Unstandardiz ed Coefficients
Standa rdized Coeffi
cients t Sig.
B
Std.
Error Beta 1 (Consta
nt)
7.18 7
1.968 3.65
1 .000 Transfor
mational Leadersh ip
.260 .083 .220 3.14 8
.002
Organiza tional Culture
.249 .063 .345 3.97 7
.000
Motivati on
.441 .087 .410 5.05 7
.000 a. Dependent Variable: Employee performance
18 The Multiple Regression Equation can be
interpreted as follows:
The constant value is 7,187.
This intends that without the variables of transformational Leadership, organizational Culture, and employee motivation, 7,187 employee performance units show positive results.
The regression coefficient (β1) of Transformational Leadership is 0.260, and the significance is 0.002 <0.05, intending that assuming the variable Transformational Leadership increments by one unit, employee performance will increment by 0.260 units.
Alternatively, Transformational Leadership influences employee performance positively by 26%.
The regression coefficient value (β2) of Organizational Culture is 0.249 and a significance of 0.00 <0.05, meaning that if the Organizational Culture variable increments by one unit, the Performance will increment by 0.249 units. So Organizational Culture influences employee performance positively by 24.9%.
The regression coefficient value (β3) of Work Motivation is 0.441, and a significance of 0.00
<0.05 means that if the variable work motivation increments by one unit, then Performance will increment by 0.441 units. So work motivation will affect Performance positively by 44.1%.
Discussion
The outcomes showed that Transformational Leadership had a beneficial outcome of 0.260 on the Performance of Kapanewon Pengasih Workers.
The aftereffects of this study follow research directed by (Siti Norma Daulay, 2017), with the title "The Impact of Transformational Leadership on the Performance of the Investment Service and One-Stop Sei Rampah Integrated Licensing Services," which expresses that transformational Leadership has a significant influence in increasing Performance by 76.8%.
The questionnaire results also show that Transformational Leadership in Kapanewon has been completed well and according to the expectations and wishes of workers. It is proven that the respondents gave perfect marks in each questionnaire item. With transformational Leadership being carried out, employees feel comfortable and challenged in carrying out their work; supported by the research of Kusmaryati Dwi Rahayu and Nurcahya (K. D. Rahayu &
Cahya, 2022) with the outcomes of Transformational Leadership Having a positive effect on Employee Performance. Chandra Lukita's research (Lukita, 2017)), the populace is all English Language Course Establishments workers at Cirebon, Indramayu, Majalengka, and Kuningan, 357. With the Structural Equation Modeling (SEM) sampling method, The review results show a positive impact of Transformational Leadership, Work Motivation, and Organizational Culture on Job Satisfaction and impact on employee performance. Research (Gita & Yuniawan, 2016), with a populace of 353 people. Structural Equation Model (SEM) sampling method. A sample of 130 respondents showed research results that Transformational leadership style positively influences worker performance—the review results (Kosasih, 2018) on the Performance of PDAM Employees in Banten Province. The population is 1,092 employees.
The sampling method used is path analysis, a sample of 284 employees. The results show a positive and critical influence of Transformational Leadership on workers' Performance. Ujang Tri Cahyono (Ujang Tri Cahyono, Mohamad Syamsyul Maarif, 2014) has research on Employee Performance in Jember Plantation Regional Companies, a Population of 624 people. The sampling method is probability sampling with simple random sampling and a sample of 130 people (10 x 13 indicators), with the results of transformational leadership research positively affecting workers’ Performance.
The second variable positively affects workers’
Performance is organizational Culture, with a regression coefficient of 0.249. The aftereffects of this study are followed and upheld by research directed by (Rochmah Ika et al., 2019)
19 at PT Kereta Api Indonesia (Persero) Daop 6
Yogyakarta during the Ignasius Jonan reign.
Another study was conducted (Rijanto &
Mukaram, 2018) at PT Agrodana Futures.
Research (Nugroho, 2019) on the Performance of Project Contract Employees with a Population of 686 (Population). The results of the study showed that Organizational Culture has a positive effect on Performance. Amanda et al. (Amanda et al., 2017) had research at PDAM Tirta Taman Sari, Madiun City, a populace of 138 workers and 102 representatives. The Study results show that the degree of organizational Culture is a profoundly constructive outcome of Performance.
Wijayanti (Yani Tri Wijayanti, 2009) has studied on Employee Performance UIN Sunan Kalijaga Yogyakarta. The population is 498 people, with a sample of 222 respondents. The results of organizational culture research have a positive impact on employee performance.
The third variable that has emphatically affected worker performance is Motivation, amounting to 0.441. This study's outcomes line up with and support research led by (Sutanto &
Ariyanto, 2019). The population is 127 respondents, with a sample sampling method of 127 employees. The research results show that work motivation affects the Exhibition of representatives of PT Liquid Indonesia.
Another study conducted (K. Rahayu &
Mulyani, 2021) on 108 Kapanewon Temon Health Center employees, Kulon Progo Special Region of Yogyakarta found that employee motivation affects their Performance.
Performance is the aftereffect of the collaboration between Motivation and ability.
Hence, giving Work Motivation to representatives implies encouraging workers to assemble their capacity, mastery, and abilities to complete their obligations and commitments.
Conclusion
The Transformational Leadership Variable (X1) affects Worker performance (Y). The Organizational Culture Variable (X2) affects Worker Performance (Y). There is a positive and tremendous impact of Work Motivation (X3) on Worker Performance(Y). Among the
three independent variables, Motivation has the best effect on Worker Performance, as should be visible from the size of the magnitude of the multiple regression coefficients of 0.441.
In light of the experimental outcomes of the Coefficient of Determination shows that Transformational Leadership, Organizational Culture, and Work Motivation can explain variations in changes in Employee Performance by 81.9%. This figure shows the magnitude of the meaning of the three variables on Employee Performance variables. Other variables outside the research explain the remaining 18.1%.
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