International Journal of Education and Pedagogy (IJEAP) eISSN: 2682-8464 | Vol. 4 No. 4 [December 2022]
Journal website: http://myjms.mohe.gov.my/index.php/ijeap
AFFECTIVE COMMITMENT THROUGH WORK CULTURE
Kania Laelawati1*
1 Program Doktor Manajemen , Universitas Pasundan, Bandung, INDONESIA
*Corresponding author: [email protected]
Article Information:
Article history:
Received date : 6 December 2022 Revised date : 20 December 2022 Accepted date : 26 December 2022 Published date : 30 December 2022
To cite this document:
Laelawati, K. (2022).AFFECTIVE COMMITMENT THROUGH WORK CULTURE. International Journal of Education and Pedagogy, 4(4), 146-158.
Abstract: Education is the most important part of human life, because through education it can improve the knowledge, skills and attitudes of each individual and even be able to compete in the industrial world. Education as a life process in developing oneself and for survival in the future. Higher Education as an educational institution that must produce quality graduates in accordance with the expectations and wishes of the community. This research is based on an existing phenomenon where weak work culture will result in affective commitments that have not been otimal. This study aims to find out and study and analyze the influence of work culture on affective commitment to private universities in Bandung Regency. This research uses a descriptive and verifiable approach, a research method used descriptive survey and explanatory survey. In this study, the sample was 298 permanent lecturers. The analysis method in this study uses simple regression analysis. The results of the study descriptively show that the condition of the work culture on the criteria is strong enough towards very strong, affective commitment shows on the criteria good enough towards excellent. Meanwhile, the results of the study verifiably showed that there was a positive and significant influence of work culture on affective commitment, with the value of the influence of work culture regression on affective commitment of 0.650 or 65.0% with an R2 (R Square) value of 0.422 or 42.2% and an out-of-model value of 0, 578 OR 57,8%.
Keywords: Work Culture, Organizational Commitment, Private Universities.
1. Introduction
Education leads to each individual, through education can improve the economy and human resource development. Rokhman, (2010), education leads to the human self, while development leads to the outward, namely to the environment around humans. If education and development are seen as a process line, then they are a continuous line that fills each other. The educational process on one line puts humans as the starting point, because education has the task of producing quality human resources for development, namely development that can meet the broad human life celebration and raise human dignity as creatures. The results of education support development, can also be seen in correlation with improving the socioeconomic conditions of students who experience education.
Education is one of the indications of labor ability and productivity. The higher the education tends to be the higher the skills and productivity possessed. Currently, the working population is still dominated by those with elementary education and below, which is 39.90 percent in August 2020.
Meanwhile, the highly educated workforce, namely Diplomas and Universities, was only 11.74 percent in August 2020. Compared to August 2019, the contribution of education to the working population decreased in vocational education (0.63 percentage points) and elementary schools (0.33 percentage points). Meanwhile, the working population increased, especially in those with high school education (0.58 percentage points) and Diplomas (0.16 percentage points). (BPS Data, 2020).
The development of Private Higher Education (PTS) in Indonesia is actively participating, considering that the number of private universities is more than state universities, even many private universities have superior accreditation scores whose values are on par with state universities. In making education evenly distributed, private universities in Indonesia are under the Coordinator of Higher Education (Kopertis) and are now better known as LLDIKTI.
Private Universities are very supportive of the development of education in Indonesia, in improving the quality of education and improving the development of the nation and state. High public demand for the world of education and realizing the importance of education, the role of private universities in this case needs to further improve quality and up to date human resources as educators supported by adequate facilities and infrastructure that can produce competent and high-quality graduates.
Buchari and Ratih (2009: 34), that there are also many private universities that have fostered academic and educational aspects well, with all the equipment of modern educational technology, as well as good quality lecturers.
The existence of private universities in West Java has greatly increased, due to the increasing public demand for private universities, the distribution of private universities in Bandung Regency is enough to meet the needs of people who continue their education to a higher level of education. In Bandung Regency, there are 3 universities, and 3 high schools, with 1,180 permanent lecturers and 29,622 students. (LLDIKTI Region IV, 2020).
There are several private universities in Bandung Regency that have grown rapidly and even the number of students who choose to study is very high, supported by the accreditation of "Very Good"
Institutions and some have even been accredited Superior" but there are still private universities that are far from the expectations and desires of the community. Of course, this is a challenge for university managers, for private universities that already have high public trust, it is a risky challenge
in maintaining it, especially for private universities that are still behind and have not even been able to meet the wishes and expectations of the community. To produce superior quality graduates and be able to compete, of course, it is inseparable from the support of professional lecturers who are supported by a strong work culture and high affective commitment .The results of the work culture and affective commitment have not been optimal, there are still many lecturers who have not been able to implement campus work culture and have not shown high commitment to their institutions, such as there are still lecturers who leave or move to other universities due to many factors that make no commitment to the institution where they work.
Mangkunegara, (2015: 316), he interpreted work culture as a series of assumptions, values, and norms that develop within the company, then used it as a code of ethics for company lecturers aimed at providing solutions to all problems, both adjustments from outside the work environment and unification of the culture and culture of each lecturer at the company. The suitability of lecturers in the field of work will make it easier for lecturers to do predetermined tasks. Higher lecturer abilities can be measured by better knowledge, personality changes, and self-concept. Work culture is formed with seven dimensions, namely having integrity, creative and innovative, initiative, learning, upholding meritocracy, being actively involved and selfless. Ministry of Education and Culture (2016).
Newstrom (2011:223), suggests the existence of three types of Institutional commitment. Affective commitment is expressed as a positive emotional level at which workers want to suppress effort and choose to stick with the Institution. Normative commitment is an option to stay bound because of a strong culture or ethics that encourages it to do so. They are convinced that they must be others and their own because the belief system of others and their own adjusts norms and feelings about responsibility. Continuance commitment encourages workers to stay because of their high investment in institutions in time and effort and the economic and social losses they will suffer if they go out. A strong work culture will affect the increase in affective commitment and vice versa if the work culture is weak it will affect the decrease in affective commitment. Based on the phenomenon mentioned above, showing that work culture has an influence on affective commitment, the results of this study are strengthened by the research of Jansen Fredy Tahapary (2017), Indah Mawarni (2017).
2. Literature Review 2.1 Work Culture
According to Hartanto (2013), work culture is the embodiment of life found in the workplace. Work culture is a system of meanings related to work, work, work interaction, which is mutually agreed upon, and used in everyday work life. Work culture is values that become habits and start from customs, religions, norms and rules that become beliefs in self-work behavior or organization.
Triguno in Zeri Mary (2014:3). Nawawi (2013), work culture is: "A habit that is repeated by employees in an organization, violation of this habit is indeed no strict sanction, but from the actors of the organization have morally agreed that the habit is a habit that must be obeyed in the context of carrying out work to achieve goals.".”
According to Nurhadijah (2017), indicators of work culture are as follows:
1. Discipline, behavior that is always based on regulations and norms that apply inside and outside the company. Employees who have high discipline have the characteristics of carrying out good discipline, good duties and responsibilities, time and attendance discipline, discipline in dressing.
2. Openness, readiness to give and receive correct information from and to fellow partners for the benefit of the company. Openness in this case the ability to express opinions and feelings honestly and be direct.
3. Mutual respect, behavior that shows respect for the individual, duties and responsibilities of others fellow partners. Indicators of mutual respect include: letting others do things according to their rights, respecting the opinions of others, and being respectful to each employee.
4. Cooperation, willingness to give and receive contributions from and or to partners in achieving the company's goals and targets. Some indicators to measure cooperation include: clear, open and honest goals in communication, good listening skills, participation of all members, and responsibility in carrying out tasks.
2.2 Affective Commitment
Priansa (2018:239) Affective commitment is defined as an employee's desire to remain part of the organization, taking into account that if he leaves, he will face the risk of loss. Affective commitment relates to the member's emotional connection to the organization, identification with the organization, and member involvement with activities in the organization. As a desire to remain a member of the organization due to emotional attachment to, and involvement with the organization. They stayed because they wanted. Affective commitment is said to be the desire to remain a member of the organization due to emotional attachment to, and engagement with, the organization. They stayed because they wanted to. As emotional reasons can be a feeling of friendship, climate or corporate culture, and a feeling of pleasure when completing work tasks. Wibowo (2013:189). Gautam, Dick,
& Wagner (2009) (dalam Siti Kuswatun Kasanah, 2016) explain that affective commitment consists of three components, namely:
1. Emotional attachment Is the belief and acceptance of a set of values and policies of the organization. This is shown by the similarity of individual values and goals with the values and goals of the organization. In addition, individuals feel proud to be part of the organization.
2. Identification Is the belief and acceptance of a set of values and policies of the organization. This is shown by the similarity of individual values and goals with the values and goals of the organization. In addition, individuals feel proud to be part of the organization.
3. Involvement
It is the strong desire of the individual to strive for the benefit of the organization. This is shown from the individual's efforts to accept and carry out every task and obligation imposed on him in excess of what the organization expects. The individual will perform a job beyond his or her responsibilities if needed.
3. The Influence of Work Culture on Affective Commitment
Work culture has an influence on affective commitment, in line with the research of Ramdani Bayu Putra, Hasmaynelis Fitri (2021), the results of the study show that organizational culture has a positive and significant influence on affective commitment. Wibowo (Riani, 2011: 194), that the trend of shifting organizational commitments, which began to be widely raised in current theories about organizational behavior and organizational development, still requires a lot of proof in the field, especially in different cultural contexts.. There is a role of culture in the dynamics of the formation of employee commitment in the organization. In different cultures the causes of employee commitment formation can vary. In general, employees will have a high affective commitment to the organization based on consideration of the characteristics of the work carried out and the compensation system received.
2.1 Problem Statement Problem formulation:
1. How is the work culture and affective commitment in Private Universities in Bandung Regency 2. How much influence does work culture have on Affective commitment in Bandung Regency
Private Universities 3. Method
Quantitative methods of research are explanatory research: explaining the influence of work culture on affective commitment. This research uses descriptive and verifiable, so the research methods used are descriptive survey and explanatory survey methods. This study examined cross-sectional data, namely information from part of the population (sample of respondents) collected based on empirical data over a certain period of time.
3.1 Materials
The population of this study is a Permanent Lecturer in sampling using the random sampling method, namely the entire population is used as respondents or as a source of data. Data is supported with primary data and secondary data. Data collection through surveys and observations.
3.1.1 Samples
The data collection technique was carried out by distributing questionnaires to 298 respondents of Permanent Lecturers from a total population of 1.180, and making observations with the aim of making observations in the field
3.2 Validity and Reliability
The method used in this analysis uses a simple linear regression method, a work culture variable to affective commitment.
3.2.1 Validity Test
Table 1.1: Work Culture Validity Test Result (X1) Item t count t table Category
X_1 0,505 0,300 Valid
X_2 0,719 0,300 Valid
X_3 0,766 0,300 Valid
X_4 0,508 0,300 Valid
X_5 0,750 0,300 Valid
X_6 0,811 0,300 Valid
X_7 0,508 0,300 Valid
X_8 0,750 0,300 Valid
X_9 0,812 0,300 Valid
X_10 0,700 0,300 Valid X_11 0,592 0,300 Valid X_12 0,546 0,300 Valid X_13 0,534 0,300 Valid X_14 0,522 0,300 Valid X_15 0,531 0,300 Valid X_16 0,506 0,300 Valid
X_17 0,671 0,300 Valid
X_18 0,627 0,300 Valid
Source : Data processed by researchers (2022)
Based on Table 1.1 above, from the results of the validity test of work culture variables, the largest question value in X_9 was 0.812, and the smallest question value in X_1 was 0.505.
Table 1.2: Affective Commitment Variable Validity Test Results (Y) Item t count t table Catagory
Y_1 0,730 0,300 Valid
Y_2 0,718 0,300 Valid
Y_3 0,714 0,300 Valid
Y_4 0,717 0,300 Valid
Y_5 0,747 0,300 Valid
Y_6 0,746 0,300 Valid
Y_7 0,712 0,300 Valid
Y_8 0,777 0,300 Valid
Y_9 0,689 0,300 Valid
Y_10 0,635 0,300 Valid
Y_11 0,569 0,300 Valid
Y_12 0,582 0,300 Valid
Y_13 0,586 0,300 Valid
Y_14 0,427 0,300 Valid
Y_15 0,587 0,300 Valid
Y_16 0,420 0,300 Valid
Y_17 0,379 0,300 Valid
Y_18 0,374 0,300 Valid
Y_19 0,639 0,300 Valid
Y_20 0,643 0,300 Valid
Y_21 0,628 0,300 Valid
Y_22 0,644 0,300 Valid
Source : Data processed by researchers (2022)
Based on Table 1.2 above, from the results of the validity test of the affective commitment variable, the largest question value in Y_1 was 0.730, and the smallest question value in Y_18 was 3.74.
3.2.2 Reliability Test Results
Table 1.3: Reliability Test Results Variable Cronbach’s
Alpha t table Kategori
Work Culture 0,923 0,700 Reliabel
Affektive Commitment 0,925 0,700 Reliabel Source : Data processed by researchers (2022)
Table 1.3 above reliability test results due to all variables of work culture and affective commitment are reliable, since Cronbach's alpha value > 0.700.
4. Research Results
Descriptive and Verified Analysis 4.1 Descriptive Analysis Results 4.1.1 Work Culture
Work culture is formed with seven dimensions, namely having integrity, creative and innovative, initiative, learning, upholding meritocracy, being actively involved and selfless. Ministry of Education and Culture (2016). The following are the results of the statement submitted to measure work culture, as follows:
Table 1.4: Recapitulation of Respondents' Responses to Work Culture (X)
NO Dimension Number of
Indicator
Average Criterion
1 Have Integrity 3 3,92 Strong
2 Creative and Innovative 3 3,15 Strong Enough
3 Initiative 3 3,70 Strong
4 Learners 2 3,54 Strong
5 Upholding Meritocracy 2 3,45 Strong
6 Get actively involved 2 3,75 Strong
7 Selfless 3 3,87 Strong
∑Average 3,63
STDEV 0,98
Value Range 2,65—4,61
Criterion Strong Enough Toward Very
Powerful Source: Data processed by researchers (2022
Based on Table 1.4 above, the work culture variables are scattered from lowest to largest with an average value of 3.63 and a standard deviation of 0.98 with the answer category being on the criteria
"Strong Enough to Very Strong" As for the average of each dimension on the work culture variable can be sorted from the largest dimension to the smallest dimension, the largest dimension is the dimension has ntergrity and the smallest variable is the innovative creative dimension.
4.1.2 Affective Commitment
Table 1.5: Recapitulation of Respondents' Responses to Affective Commitment
NO Dimension Number of
Indicators
Rata-Rata Kriteria
1 Emotional attachment 4 3,71 Good Enough
2 Identification 7 3,38 Good
3 Involvement 11 3,30 Good
∑Average 3,47
STDEV 0,89
Value Range 2,58—4,61
Criterion Significant to Very Significant
Source: Data processed by researchers (2022
Based on Table 1.5 above, the affective commitment variables are scattered from lowest to largest with an average value of 3.47 and a standard deviation of 0.89 with the answer category being on the criteria of "Good Enough to Very Good" As for the average of each dimension on the affective commitment variable can be sorted from largest dimension to the smallest dimension, the largest dimension is the Emotional attachment dimension and the smallest variable dimension Involvement
4.2 Verificative Result Analysis
The linear regression analysis results on work culture towards affective commitment is as follows:
Figure 1: The Influence of Work Culture on Affective Commitment
Table 1.6: The Influence of Work Culture on Affective Commitment
Model
Unstandardized Coefficients
Standardized Coefficients
t Sig.
B Std. Error Beta
1 (Constant) 27,693 3,244 8,537 ,000
Budaya
Kerja ,728 ,050 ,650 14,705 ,000
a. Dependent Variable: Affektive Commitment Source: Data from SPSS 23 Statistical Analysis
Based on Table 1.6 above, it shows that the regression value of work culture is 0.650 or 65.0%.
Work Culture (X)
Affective Commitment (Y)
0,650
ԑ = 0,578
4.3 Coefficient of Determination
The calculation results show the value of the coefficient of determination (R2), work culture towards affective commitment of 0.422 or 42.2% with an out-of-model value (errovar) of 0.578 or 57.8%.
Table 1.6: The Effect of Work Culture on Affective Commitment
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 ,650a ,422 ,420 3,92311 ,422 216,246 1 296 ,000
a. Predictors: (Constant), Aafektive Commitment Source: Data processed SPSS 23 (2022)
The results of data processing of the coefficient of determination (R2) value of 0.422 or 42.2%, then work culture has an influence on affective commitment, with a calculated value of 216,246 greater than Ftabel 3.18, this shows that there is a positive and significant influence of work culture on affective commitment.
5. Results and Discussion 5.1 Condition of Work Culture
Based on the frequency distribution table above, it can be concluded that the work culture consists of 18 statements with strong averages. In this work culture, the biggest dimension is to have Integrity and the lowest dimension is creative and innovative. As for the average of each dimension in the work culture variable, it can be sorted from the largest dimension to the lowest dimension, namely the order of the largest average dimension, as follows:
a. The dimension has integrity consisting of 3 question items of average value of 3.92, strong criteria, this indicates that "I in work prefer to work alone without the intervention of others" but it should be noted that "I in work would rather start a new job than keep it"
b. Selfless dimension with 3 statements with an average score of 3.87, strong criteria, this indicates that working as a lecturer is very pleasant, but it needs to be considered in making a living not only from work as a lecturer.
c. The actively engaged dimension consists of 2 statements, an average value of 3.75, strong criteria, this indicates that "I feel bored and bored if I am not involved in work", but it is worth noting "I feel that my job duties are very heavy”.
d. The Initiative Dimension consists of 3 questions, an average score of 3.70, strong criteria, this indicates that "I in my work prefer to be open, but there is something to note 'I am in career advancement thinking more realistically “
e. The learner dimension consists of 2 questions, an average score of 3.54, strong criteria, this indicates that I often encounter difficulties if I incorrectly apply the applicable rules, but there is something to note "I am in career advancement thinking more realistically”.
f. The dimension of meritocracy consists of 2 statements, an average value of 3.40, strong criteria, this indicates that "I will change what is a habit of myself", but it is worth noting "I respect honesty more if anyone makes a mistake"”.
g. The creative and Innovative dimension is formed with 3 statements with an average value of 3.15 criteria quite strong, this indicates that "I feel that if given a grace period in work makes me motivated", but there is something to note "I feel that if the lecturer is not trained it will be a loss for the institution.
5.2 Conditions of Affective Commitment
Based on the frequency distribution table above, it can be concluded that the affective commitment variable consists of 22 statements with a good average. In this affective commitment variable, the largest dimension is as emotional attachment, while the lowest dimension is Engagement. As for the average of each dimension in the affective commitment variable, it can be sorted from the largest dimension to the lowest dimension, which is the order of the largest average dimension, as follows:
a. The emotional attachment dimension (emotional development) of 4 statements with an average score of 3.71 with good criteria, this indicates that all lecturers in the environment I work in have the ability to maintain loyalty for the organization / institution, but there is something to note that all lecturers in the environment I work in must have the ability to maintain the emotional attachment of the organization / institution.
b. The Identification dimension consists of 2 statements with an average value of 3.99, with good criteria, this indicates that all lecturers in my working environment have the ability to show pride in the organization/institution, but there is something to note that all lecturers in the environment I work in must have the ability to feel involved in achieving organizational/institutional goals.
c. Involvement Dimension of 11 statements with an average score of 3.33 with good criteria, this indicates that all lecturers in my working environment are able to do work outside their responsibilities if needed, but all lecturers in my working environment must have the ability to do work outside their responsibilities.
5.3 Verified Analysis Results
5.3.1 The Influence of work Culture on Affective Commitment
Based on testing the hypothesis of the influence of work culture on affective commitment, work culture is formed with seven dimensions, namely: having integrity, creative and innovative, initiative, learning, upholding meritocracy, actively involved and selflessly, . Work culture has a direct influence of 0.422 or 42.2%. to affective commitment. The results of the work culture hypothesis test have a positive and significant influence on affective commitment, meaning that of the seven dimensions as a shaper of work culture the stronger, the affective commitment will be higher. Work culture has an influence on affective commitment, indicating that work culture is the most important factor that needs to be implemented properly because it concerns the rules, norms and procedures that apply. The results of this study are in line with the research of Ramdani Bayu Putra, Hasmaynelis Fitri (2021), the results of this study show that organizational culture has a positive and significant
6. Conclusion
6.1 The conditions of Work Culture and Affective Commitment are as follows:
a. The overall work culture is in the strong versus very strong category. The variables of work culture are obtained the biggest dimension is to have integrity, while the smallest dimension is creative and innovative, while the highest aspect is that as a lecturer at work prefers to work alone without the intervention of others and as a lecturer feels more appropriate if he conveys something that is considered important, and the smallest aspect as "as a lecturer is considered by colleagues to lack imagination and creative, and there are still many lecturers who are not well trained.
b. Affective Commitment as a whole is in the category of good enough to very good. This affective commitment variable is obtained the largest dimension is emotional attachment (emotional development), while the smallest dimension is involvement. The highest aspect is that as a lecturer in the work environment has the ability to carry out duties and obligations that exceed the target and all lecturers in the work environment are able to do work outside their responsibilities if needed, and the smallest aspect as a lecturer in the work environment is less involved in work in organizations/institutions.
c. Work culture has a positive and significant influence on affective commitment, meaning that work culture needs to be strengthened in an institution / university, a strong work culture tends to change and shift one's behavior that is not good for the better, because the formation of affective commitment can be changed with strong behavior and work culture, meaning that if the work culture is strong then the affective commitment of lecturers will be strong.
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