Corresponding Author: Misnan
E-mail: [email protected]
INTRODUCTION
In principle, human resources (HR) is a very urgent component in
an organization, including government organizations (Andriani et al., 2022). This is possible because human resources, apart from being the
driving force, are also the executors of the organization. Because of this,
there is a perception that the ability of the Regional Government can be
reflected in the quality of its human resources. This is in line with the
writings of (Dwiyanto, 2013), which state that the Regional Government's ability, seen from its
officials human resources, can accommodate government activities, public
services, and development. It was further written that many local governments
admit that the human resource capacity of their apparatus still needs to be
improved.
In addition, the performance of employees (state civil servants)
has often received scrutiny from various groups. Various mass media report
almost every day about the poor performance of the state civil apparatus. For
the primary reasons, employees are considered less productive, less creative,
less professional in providing services to the community, and have a low work
ethic. However, the current development is much different. This is possible due
to an increase in the level of education of state civil servants who previously
had a high school education background. Now most of them have undertaken
further studies to graduate with a bachelor's degree. This increase in
performance quality is reflected, among other things, in a variety of service
quality that is getting better and being felt by the wider community. However,
it is undeniable that there are still a few complaints, but they are better
than before. This includes what happened to the Population and Civil
Registration Office of Ngawi Regency. In providing services to the community, a
combination of online and manual services is carried out to reduce queues relatively (Kasmir, 2016).
Suppose it is related to the laws and regulations in Indonesia. In
that case, performance development is also a benchmark to determine the level
of competence. This is reflected in Law Number 43 of 1999 concerning Staffing
Principles, Presidential Decree Number: 103 of 2001 concerning Position,
Duties, Functions, Authorities, Organizational Structure, and Working
Procedures of Non-Departmental Government Institutions, as amended several
times (Febriadi, 2019 ). Changes to regulations regarding the Organizational Structure
and Work Procedures are most recently regulated by Minister of Home Affairs
Regulation No. 13 of 2021 concerning Organization and Work Procedures of the
Ministry of Home Affairs (Achmad, 2023).
Based on Presidential Decree Number: 9 of 2004; Decree of the
Minister of PAN of the Republic of Indonesia Number: 25/KEPM.PAN/4/2002 dated
25 April 2002 concerning Guidelines for the Development of the Work Culture of
State Apparatuses, career development is a benchmark for the competency of
Civil Servants. "Based on the above regulations, employees participating
in office administration training activities are one of the indicators for
realizing employee competence and later it is hoped that they will receive
attention from the leadership by Law Number: 43 of 1999 and PP Number: 53 of
2010 which discussed the discipline of civil servants which had an impact on
the career development of civil servants."
The Department of Population and Civil Registration of the Ngawi
Regency is one of the work units in the Ngawi Regency Government, which was
formed based on the Ngawi Regency Regional Regulation Number 8 of 2008
concerning the Organization and Work Procedures of the Inspectorate, Regional
Development Planning Agency, and Regional Technical Institutions. The
Population and Civil Registration Office of the Ngawi Regency is located at Jl.
Wareng Jl. Ahmad Yani No. 546, Wareng, Beran, Kec. Ngawi, Ngawi Regency, East
Java 63216. While the duties and functions of Dukcapil include providing
services to the community regarding the following matters (Dukcapil document
2022). There are three
types of cards namely electronic Identity
Card (KTP-el), Family Card, and Child Identity Card (KIA). In the form of letters, there are 14, namely:
transfer certificates, transfer certificates, certificate of moving
overseas, certificate of coming from overseas, certificate of residence, birth
certificate, death birth certificate, certificate of marriage cancellation, certificate
of divorce cancellation, death certificate, certificate of child adoption, certificate
of relinquishment of indonesian citizenship, certificate of identity
substitute, and certificate of civil registration. In the form a dead, there are 6, namely: birth certificate, death
certificate, marriage certificate, divorce certificate, and child recognition
deed and child validation deed.
In providing services for the matters mentioned above, the Population
and Civil Registration Office of Ngawi Regency uses standard SOPs to make it
easier for employees and the public who need services. From the various SOPs
that were successfully identified, they included SOP for submitting biodata,
SOP for filing a family card, SOP for filing a birth certificate, SOP for
filing a death certificate, SOP for filing a marriage certificate, and SOP for
filing a divorce certificate (Emron et al., 2016).
Based on the initial study, it is known that the employees of the Office
of Population and Civil Registration Ngawi Regency in 2022 consist of 74 people
with details as follows: based on structural position: Echelon II, 1 person
(1.35%); Echelon III up to 5 people (6.76%), Echelon IV as many as 13 people
(17.57%); The staff is 55 people (74.32%). Next, based on education level: S-2
total of 9 people (12.16); S-1 as many as 19 people (25.68%); D-3 / SM as many
as 1 people (1.35%); SLTA as many as 44 people (59.46); and Middle School as
many as 1 people (1.35). It was next based on rank: Goals. IV/b as many as 2
people (2.70%); goal. IV/an as many as 4 people (5.41%); Gol III/d as many as 8
people (10.81); goal. III/c as many as 9 people (12.17%); goal. III/b as many
as 8 people (10.81%); goal. III/as many as 2 people (2.70%); goal. II/d as much
as 1 person (1.35%); and Goals. II/c as many as 40 people (54.05).
According to PP Number: 53 of 2010
article 1 junto PP Number 94 of 2021 concerning Employee Discipline it is
stated that the discipline of Civil Servants (PNS) or State Civil Apparatus
(ASN) is the ability of Civil Servants or ASN to comply with obligations and
avoid the prohibitions specified in the statutory regulations and official regulations
which, if not complied with or violated, are subject to disciplinary
punishment. So the performance of employees at the Department of Population and
Civil Registration of Ngawi Regency is also reflected in the level of employee
discipline (Hasibuan & Hasibuan, 2016). The tendency for employees to be disciplined or not is reflected
in the recapitalization of employee absences which is recapitalized once a week
and the accumulated recap once a month. An example of the recapitalization of
absenteeism for Dukcapil Ngawi Regency employees in the third week of September
2022 is as follows: that is, out of 74 employees in the Dukcapil Ngawi Regency
from 18 working days, 1 employee attends training for 4 days, 1 employee
permits for 1 day, 3 employees take 6 days off each, and 26 employees attending
out of town services each varying from 1 day to 5 days and the remaining 43
employees are on whole duty for 18 working days (Recapitulation of Employee
Attendance Recapitalization of Dukcapil Ngawi regency).
Employee training and development
programs can improve employees' skills, knowledge, and experience in their
work. Work environment, thus training, and development programs provide
opportunities for employees to play a role in the organization. Training and
development are essential for employees to work more masterfully and professionally
toward the work held or will be held in the future. Not too far away, training
and development are often carried out in educational institutions to improve
the performance of employees who are considered unable to carry out their jobs
due to the development of community needs in education (Wagner &
Hollenbeck, 2020 ). In a specific description, the potential employees may have
fulfilled the administrative requirements for their work. However, employees
must follow or balance developments following the tasks they hold or will hold.
This has encouraged local governments to facilitate training and career
development for employees in order to obtain good, effective, and efficient
performance results (Priansa, 2018).
Based on the background above, the purpose
of this study is to find out and analyze the effect of organizational
commitment on employee performance with workability as an intervening variable
in the Population and Civil Registry Office of Ngawi Regency. The benefit of
this study is to increase understanding of the factors that affect employee
performance in the Ngawi Regency Population and Civil Registry Office,
especially factors related to organizational commitment and workability. By
knowing these factors, management can design strategies to improve employee
performance in the organization. Other benefits can also provide a deeper view
of the importance of organizational commitment and workability in improving
employee performance. This research can show that employees who have a high
level of organizational commitment and good workability tend to perform better
than employees who do not have the same level of organizational commitment and
workability.
METHODS
The population is a
collection or aggregation of all elements or individuals who are a study's
information source. The population in this study were all employees at the
Department of Population and Civil Registration of Ngawi Regency, totaling 74
people. The sample is a portion of the population taken to represent the entire
population so that the group can represent the characteristics of the
population (Ghozali et
al., 2016). Considering that the population is only 74
people or relatively few, this study uses a census study, which is a study
where all elements in the research area are examined. That is, in this study,
all members of the population were sampled. Data collection techniques used are questionnaires, documentaries, and
observations. The analysis technique used is instrument test, descriptive
analysis, statistical analysis, and mediation effect test (Arikunto, S, 2017).
RESULTS AND DISCUSSION
Validity test
Based
on statistical calculations, the results of the validity test can be summarized
in the following table:
Table 1. Results of Organizational Commitment Variable Validity
|
Variable
|
Items
|
R count
|
R table
|
Information
|
|
Organizational
Commitment
|
1
|
0.672
|
0.256
|
Valid
|
|
2
|
0.631
|
Valid
|
|
3
|
0.741
|
Valid
|
|
4
|
0.722
|
Valid
|
|
5
|
0.652
|
Valid
|
|
6
|
0.637
|
Valid
|
|
7
|
0.572
|
Valid
|
|
8
|
0.558
|
Valid
|
|
9
|
0.673
|
Valid
|
|
10
|
0.645
|
Valid
|
Source:
Results of validity test calculations from primary data
Based on the results of the
validity test on the workability variable, as summarized in table 4 above, the
smallest Rcount value is 0.538; the highest is 0.762. So, all Accounts are
greater than Rtables by 0.256 so that it can be stated that all items are valid.
Table 2. Results of the Validity of the Ability to Work Variable
|
Variable
|
Items
|
R count
|
R table
|
Information
|
|
Workability
|
1
|
0.701
|
0.256
|
Valid
|
|
2
|
0.562
|
Valid
|
|
3
|
0.656
|
Valid
|
|
4
|
0.762
|
Valid
|
|
5
|
0.598
|
Valid
|
|
6
|
0.549
|
Valid
|
|
7
|
0.636
|
Valid
|
|
8
|
0.655
|
Valid
|
|
9
|
0.693
|
Valid
|
|
10
|
0.538
|
Valid
|
|
11
|
0.704
|
Valid
|
|
12
|
0.567
|
Valid
|
Source:
Results of validity test calculations from primary data.
Based on the results of the validity test on the workability variable, as
summarized in table 4 above, the smallest Rcount value is 0.538, and the
highest is 0.762. So, all Accounts are greater than Rtables by 0.256 so that it
can be stated that all items are valid.
Table 3. Results validity Variable Performance
|
Variable
|
Items
|
R count
|
R table
|
Information
|
|
Performance
|
1
|
0.653
|
0.256
|
Valid
|
|
2
|
0.612
|
Valid
|
|
3
|
0.645
|
Valid
|
|
4
|
0.578
|
Valid
|
|
5
|
0.564
|
Valid
|
|
6
|
0.711
|
Valid
|
|
7
|
0.667
|
Valid
|
|
8
|
0.589
|
Valid
|
|
9
|
0.712
|
Valid
|
|
10
|
0.655
|
Valid
|
|
11
|
0.692
|
Valid
|
|
12
|
0.529
|
Valid
|
|
13
|
0.612
|
Valid
|
|
14
|
0.714
|
Valid
|
Source: Results calculation test validity from data primary
Based on the results of the validity test on
the performance variables, as summarized in table 3 above, the smallest Rcount
value is 0.529, and the highest is 0.714. So, all Accounts are greater than
Rtables by 0.256, so it can be stated that all items are valid.
Reliability
Test
The reliability test is intended to determine
the instrument's reliability as a measuring tool. In this study, the
reliability index is reflected in Cronbach's alpha (α) value; that is, if
Cronbach's alpha (α) value is more significant (>) 0.60. The instrument
can be declared reliable; conversely, if Cronbach's alpha (α) value is
more minor (<) 0.60, the instrument is declared unreliable. The results of
the reliability test are summarized in table 6 below:
Table 4. Reliability Results
|
Variables
|
Cronbach's Alpha
|
Standard Reliability
|
Information
|
|
Organizational Commitment
|
0.781>
|
0.60
|
Reliable
|
|
work abilities
|
0.832>
|
0.60
|
Reliable
|
|
Work
|
0.746>
|
0.60
|
Reliable
|
Source: Results of Primary Data Processing
The reliability index numbers reflected in
Cronbach's Alpha in table 6 above show that Cronbach's alpha value for each
variable is more significant than 0.60. It can be stated that the research
instrument is reliable or can be trusted as a measuring tool.
Correlation
Analysis
This correlation analysis is used to examine
the effect of organizational commitment on performance and the effect of
workability on performance. Based on the results of statistical calculations
using the SPSS program, the results are shown in Table 7 below:
Table 5. Correlations
|
|
X1
|
X2
|
Y
|
|
X1
|
Pearsons Correlation
|
1
|
,746(**)
|
,814(**)
|
|
|
Sig. (2-tailed)
|
|
,009
|
,002
|
|
|
The sum of
Squares and Cross-products
|
840,571
|
796, 286
|
687,857
|
|
|
Covariances
|
20,502
|
19,422
|
16,777
|
|
|
N
|
74
|
74
|
74
|
|
X2
|
Pearsons Correlation
|
,746(**)
|
1
|
,791(**)
|
|
|
Sig. (2-tailed)
|
,009
|
|
,006
|
|
|
The sum of
Squares and Cross-products
|
796,286
|
1210,476
|
899,429
|
|
|
Covariances
|
19,422
|
29,524
|
21,937
|
|
|
N
|
74
|
74
|
74
|
|
Y
|
Pearsons Correlation
|
,814(**)
|
,791(**)
|
1
|
|
|
Sig. (2-tailed)
|
,002
|
,006
|
|
|
|
The sum of
Squares and Cross-products
|
687,857
|
899,429
|
806,286
|
|
|
Covariance
|
16,777
|
21,937
|
19,666
|
|
|
N
|
74
|
74
|
74
|
The
Effect of Organizational Commitment on Performance
From table 5 above, the correlation coefficient value of organizational
commitment to performance is 0.814. This shows that the effect of
organizational commitment on performance is positive and very strong. So, if
organizational commitment increases, then performance will also increase.
Conversely, if organizational commitment decreases, then performance will also
decrease. At the same time, the significance value is 0.002. This means that
organizational commitment has a significant effect on performance. Based on all
of this, the hypothesis that organizational commitment has a positive and
significant effect on the performance of the Population and Civil Registration
Office of Ngawi Regency employees is proven, and the truth is accepted.
Effect
of Work Ability on Performance
From table 5 above, it can also be seen that the value of the correlation
coefficient of workability on performance is 0.791. This shows that the effect
of workability on performance is positive and very strong. So, if workability
increases, then performance will also increase; conversely, if workability
decreases, then performance will also decrease. At the same time, the
significance value is 0.006. This means that workability has a significant
effect on performance. Based on that, the hypothesis, which reads as suspected
workability has a positive and significant effect on the performance of
employees of the Population and Civil Registration Office of Ngawi Regency, is
proven, and the truth is accepted.
F
Test (Simultaneous Test)
The F test or simultaneous test (simultaneous
test) is intended to test the effect of organizational commitment and
workability simultaneously on performance. The results of the F test
calculations with the help of the SPSS program are shown in table 8 below:
Table 6. Model Summary(b)
|
Model
|
R
|
R Square
|
Adjusted R Square
|
std. The error in the Estimates
|
|
1
|
.847(a)
|
,717
|
,548
|
1.36564
|
a Predictors: (Constant), Organizational Commitment, Workability.
b Dependent Variable: Employee Performance
Based on the results of the F test, as shown
in Table 8 above, shows that the correlation coefficient of organizational
commitment and workability simultaneously on employee performance is 0.847.
This means that the effect of organizational commitment and workability
simultaneously on employee performance is powerful. While the coefficient of
determination is 0.717, it means that employee performance can be explained by
organizational commitment and workability factors simultaneously by 71.70%. In
comparison, 28.30% is explained by other factors outside the two variables. Furthermore,
the calculated F results are shown in Table 7 below:
Table 7. ANOVA
|
Model
|
q
|
df
|
Means Square
|
F
|
Sig.
|
|
1
|
Regression
|
2,880
|
3
|
,826
|
12,476
|
,000a)
|
|
|
residual
|
41,048
|
74
|
1,802
|
|
|
Total
|
43,828
|
74
|
|
a Predictors: (Constant), Organizational Commitment,
Workability
b Dependent Variable: Employee Performance
From the results of the F test in table 7
above, the calculated F value is 12.476 with a significance level of 0.000
(<0.05). If consulted with the F table, then F count = 12.476 > 4.05
means that Ho is rejected and Ha is accepted, so it can be stated that
organizational commitment and workability simultaneously have a significant
effect on employee performance. This is also evident from the significant value
of 0.000 < the probability value of 0.05.
Intervening Test
The intervening test is
intended to prove that the variable of workability can be a variable that
mediates between organizational commitment and employee performance. To analyze
it, organizational commitment's direct and indirect effect on employee
performance is calculated. As for the provisions, if the indirect effect of
organizational commitment on employee performance through workability is
greater than the direct effect of organizational commitment on employee
performance, then workability can be a variable that mediates between
organizational commitment to employee performance. To carry out direct and
indirect calculations it is carried out from the value of the standardized
regression coefficients of each independent variable on the dependent variable,
and a path analysis image is made as follows:
Table 8. Coefficients(a)
|
Model
|
Unstandardized Coefficients
|
standardized Coefficients
|
t
|
Sig.
|
|
|
B
|
std.
Error
|
Betas
|
|
|
|
1
|
(Constant)
|
16,857
|
2,690
|
|
2,862
|
,000
|
|
|
Commitment Organization
|
,295
|
,812
|
,368
|
2,442
|
,002
|
|
|
Ability Work
|
,218
|
,783
|
,247
|
2,391
|
,006
|
Figure
1. Intervening Analysis of Organizational Commitment to Employee Performance
Through Work Ability
The magnitude of the error
value on each effect of the independent variable on the dependent can be
obtained through the following calculations:
Pe 1 = √ 1-0.7462 = 0.443
Pe 2 = √ 1-0.6152 = 0.621
From the path analysis diagram above, the
direct effect of organizational commitment on employee performance is 0.368. At
the same time, the indirect effect is through workability of 0.746 x 0.247 =
0.184. The calculation results show that the indirect effect through
workability is smaller than the direct effect on performance. These results
illustrate that organizational commitment has a direct effect on employee
performance. So, the effect of organizational commitment on performance is not
through workability. Alternatively, it can be stated that workability is not an
intervening variable or one that mediates between workability and employee
performance.
The discussion here is intended to clarify the results of statistical calculations
and, at the same time to analyze the research results according to the proposed
hypothesis. The discussion is as follows:
The
Effect of Organizational Commitment on Performance
Based on the
results of statistical tests, it is known that organizational commitment has a
positive and significant effect on employee performance at the Department of
Population and Civil Registration of Ngawi Regency. This shows that if
organizational commitment is increased, employee performance will also
increase. This follows the description of (Robbins, 2014) that if an organization is highly committed, it is always oriented
to its goals and resources. In turn, its resources will maximize to contribute
optimally to the organization. In addition, this research aligns with the
results that there is a positive and significant relationship between
organizational commitment and employee performance. This is shown by the
correlation coefficient (r) of 0.533, which is significant at the level α
= 0.05. The contribution of organizational commitment to employee performance
is 28.40%. Furthermore, the research results are also in line with the results
of (Enggar Dwi Jatmiko, Bambang
Swasto, and Gunawan Eko N., 2015), which concluded that there is a positive and significant influence
of organizational commitment on employee performance (Andry SD, Djamhur H., 2013).
The
Effect of Work Ability on Performance
From the results of statistical tests, it is proven that
workability has a positive and significant effect on employee performance at
the Department of Population and Civil Registration of Ngawi Regency. This
shows that if workability increases, employee performance will also increase.
The results of this study follow the opinion of (W. Widodo, 2017), which states that individual ability is a value possessed by an
employee (apparatus) and becomes a force in responding to any incidents or
problems in the work environment. In addition, well-formed individual abilities
will positively influence organizational performance. Administering government,
development, and community service requires high ability and skills
(professionalism) with several requirements. Because of this, state administration
can be categorized as a profession where not everyone can carry out the state
administration, except for people with higher educational backgrounds and
adequate experience, skills, skills, and expertise (T. Widodo et al., 2018 ). In line with that (Munir, 2018) wrote that ability to work is a condition in someone full of
sincerity, efficient, and effective in carrying out work to produce optimal
performance (Munir, 2018). Likewise, in the opinion of (Robbins, 2014) states that the level of employee performance will depend heavily
on the ability factors of the employee, such as level of education, knowledge,
and experience, where the higher the level of ability, the higher the
performance.
The Effect of Organizational Commitment on Employee
Performance with Work Ability as an Intervening Variable
Based on the results of the intervening analysis, it is known that
organizational commitment directly affects employee performance at the
Department of Population and Civil Registration of Ngawi Regency. This is
evident from the value of the indirect effect, namely through workability of
0.184, which is smaller than the direct effect on employee performance of
0.368. From this, it can be interpreted that the effect of organizational
commitment on performance is not through workability. Alternatively, it can be
stated that workability is not an intervening variable or one that mediates
between workability and employee performance. So, the hypothesis that
organizational commitment significantly affects employee performance with
workability as an influencing variable at the Population and Civil Registry
Office of Ngawi Regency is not proven.
CONCLUSION
Based on the data analysis and discussion
results, it can be concluded as follows: It has been proven that organizational
commitment has a positive and significant effect on employee performance at the
Department of Population and Civil Registration of Ngawi Regency. It has been
proven that workability has a positive and significant effect on employee
performance at the Department of Population and Civil Registration of Ngawi
Regency. Organizational commitment is not proven to significantly affect
employee performance, with workability as an intervening variable at the
Department of Population and Civil Registration of Ngawi Regency.
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