Corresponding Author: Ani Interdiana Candra Sari
E-mail: [email protected]
INTRODUCTION
Education is
a means of increasing self-confidence, developing potential, and balancing
character behavior and life skills. The concept of Merdeka Belajar has
parallels or the same meaning as the educational philosophy of progressivism,
namely emphasizing the independence and freedom of creativity that educational
institutions can optimally process in terms of students' abilities,
intelligence, and potential in a flexible or fun way, formed by natural
processes, and providing democratic opportunities (Mustagfiroh,
2020). Learning means thinking, innovating, and
learning independently and creatively (Riowati
& Yoenanto, 2022); (Ainia,
2020). So, freedom
to learn allows students to study as comfortably as possible in a happy
atmosphere without feeling pressured.
Improving the
quality of education in Indonesia can start with improving the quality of
teachers (Riowati & Yoenanto,
2022). Seeing the important role of teachers in
improving and increasing the quality of education, the government created a
teacher mobilization program. The Teacher Mobilization Program aims to prepare
Indonesian educational leaders for the future and to encourage the overall
growth and development of students, be active and proactive in inviting
teachers around them to implement Student Center Learning (SCL) and become
examples and agents of transformation educational ecosystem as an effort to
realize Student profiles The aim of the Teacher Mobilization Program
is to prepare Indonesian educational leaders in the future and be able to
encourage the overall growth and development of students, be active and
proactive in inviting teachers around them to implement student-centered
learning or Student Center Learning (SCL) and become examples and agents
of transformation educational ecosystem as an effort to realize the Pancasila
Student profile. (A.
Wijaya et al., 2020) stated that independent learning and teachers
are the driving force for improving the quality of education in the era of the
Industrial Revolution 4.0 and global competition. The efforts of mobilizing
teachers are intended as a preparatory step to grow quality seeds for superior
school principals in the future to lead the school transformation process
toward comprehensive quality education (Riowati & Yoenanto,
2022).
Changes in
education need to be carried out according to the free learning curriculum, the
presence of driving teachers, and the Education 4.0 era demands the development
of 21st Century Skills, which consist of 4C (Communication, Collaboration,
Creative, and Critical) (Manalu,
2022). The driving teacher program develops skills
for the required pedagogy; it is also directed at managerial skills to become
leaders, be they principals, supervisors, or leaders in the class (Faiz
& Faridah, 2022). To realize independent learning and driving
teachers requires teacher commitment to the organization and teachers'
professional commitment to achieve Indonesia's national education goals. Organizational
Commitment has recently become a strategic issue because the world of education
has been placed in a worthy and strategic position. In an era of change full of
uncertainty and supported by Revolution 4.0 and Society 5.0, Commitment to organizations
is needed in education.
The Teacher is the leader in learning
activities, so his role determines learning effectiveness. To carry out these
important functions and roles, reliable, professional teachers who meet various
criteria and must master various competencies according to their profession are
needed. In addition to professional requirements, teachers are required to
support school programs, be enthusiastic about realizing school goals, and
align the school's vision and mission with their vision and mission so that
their work contribution has a real impact on school development. Teachers
committed highly to the school are determined to convey the spirit of the
organization's vision and mission in carrying out the duties and
responsibilities entrusted to them. High Commitment to the school can produce
quality student output and outcomes. Therefore, teacher commitment to the
organization is a must because, with high Commitment to the organization,
teachers can work wholeheartedly and with high loyalty, stay in the same places
of work, and use their best abilities. A teacher's Commitment is very important
because teachers with strong goals will display their best performance and be
productive. To maintain and become an important member of the organization, a
teacher's Commitment is demonstrated in an attitude of acceptance, a strong
belief in the organization's values and goals, and strong encouragement.
Teachers with a strong psychological connection with the organization are less
likely to quit their jobs and be absent.
Indonesian education problems will be determined by teachers' quality and
professionalism in carrying out their roles and duties. This also indicates the
Teacher's Commitment to carrying out his role, so a teacher committed to
teaching will try to work seriously for his organization. Teachers who are highly committed to the organization
will impact graduates' preparation and learning process, work attitudes,
output, and outcomes through the school's vision, mission, and goals and
Indonesia's national education goals. For
institutions, Commitment is necessary to ensure the sustainability and progress
of the institution. This is because Commitment to increasing an organization's
competitiveness requires Commitment from its members, as well as intellectual
and professional Commitment. Besides that,
the Teacher with organizational
Commitment will be more
motivated to present in the organization and try to
achieve the organization's goals.
This is, of course, in line with the school's vision, mission, and goals. Teachers who are highly committed to the
organization desire to remain emotionally and psychologically attached and
loyal. Apart from that, teachers who have a high
commitment to the organization will have high productivity and can develop
creativity expressed in the development of teaching materials at school. Teachers with high Commitment usually
have more discipline, a sense of belonging as part of the school, and
enthusiasm for their work (Prasetyono et al., 2020). That Commitment can lead to organizational outcomes such as lower turnover
rates, increased motivation, organizational citizenship behavior, and continued
organizational Support. Employee commitment is an indicator of greater loyalty
and increased productivity. Committed employees also work harder to achieve
organizational goals and accept their values positively (Hanaysha, 2016).
(Colquitt et al ., 2019; Sokal, et al. 2021; Meyer et
al., 1997) Organizational Commitment is
defined as an employee's desire to remain a member of the organization.
Organizational Commitment influences whether an employee remains a member of
the organization (retained) or leaves to pursue another job (turnover), consisting
of dimensions: Affective Commitment,
Continuing Commitment, and Normative Commitment. The higher the employee's
Commitment, the less likely they are to withdraw. Organizational Commitment is
employee loyalty, reflected in their high involvement in achieving
organizational goals. Organizational Commitment has five dimensions, namely: a.
justice and job satisfaction, b. job security, c. organizational understanding,
d. employee involvement, and e. employee trust (Norawati et al., 2021). Organizational Commitment is the desire to maintain
affiliation with the organization. It is reflected in the willingness to exert
a high effort to achieve organizational goals, which consists of indicators: a.
Management Effectiveness, b. Positive work environment, and c. Clear
communication (Ezenwakwelu, 2018). Synthesis Organizational commitment is the employee's desire and willingness to work
effectively as a form of responsibility for the organization, being proud and
identifying themselves with the organization, and trying hard to survive. The
dimensions of Organizational Commitment consist of: a. Affective Commitment (1. Emotional attachment, a sense of pride and
identification with the school, and 2. Passion for participating in various
school activities). b. Continuing Commitment (1.
Losses if you leave the organization, 2. Gains if you stay in the organization,
and 3. No opportunities to work outside of school). and c. Normative Commitment (1. Awareness to be loyal
for moral reasons and 2. Willingness to strive to achieve organizational
goals).
The level of organizational Commitment can be measured by
employee turnover, employee behavior at work, and absenteeism. Suppose they see an absent teacher
(absence) or Teacher skipping class teaching amount. In that case, Teachers in Indonesia
Who skip classes are very worried. Results study institution study SMERU
When Teachers Are Absent: Where Do They Go
and What Is The Impact On Students, reports
the attendance percentage of Teachers
in a school in a
way national; the results show that 19
percent of teachers who do not do it every day
attend school. No teacher presence in Indonesia ranks third after Uganda (27 percent) And India (25 percent).
2007 research find results:
One from 5 Teachers in Indonesia every day No enter teach. ������������Results of
the study institution study
SMERU in November 2010 show that
the absence of Teachers is as big as 25 percent per day
(Rais,
2017).
Based on interviews at 20 South Jakarta Private High
Schools, data was obtained that in 2021, 6.15% of teachers
resigned. In 2022, 6.92% of teachers will resign. In 2023, 7.31% of teachers
will resign. Based on this data, there is an increase in teachers resigning
from school every year. This shows that organizational Commitment still needs
to be improved, and a solution is needed to overcome this problem.
The initial
survey was conducted on 20-24 July 2022 using a Likert scale questionnaire with
five highest and one lowest, with categories 5 Strongly Agree, 4 Agree, 3
Undecided, 2 Disagree, 1 Strongly Disagree to 30 teachers in 5 Private High
Schools in the South Jakarta area obtained the following results:
1.
Affective
commitment dimensions consist of indicators: a. Emotional attachment, a sense
of pride, and identification with the school. 48.33% of teachers do not feel
fully emotionally attached to the school where they teach, do not consider the
school part of the family, and do not enjoy every work activity. b. There is
enthusiasm for participating in various school activities; 51.66% of teachers
still need to be determined to participate in school activities and have the
initiative to solve every school problem fully.
2.
Dimensions of sustainable Commitment consist of indicators: a. The disadvantages of leaving the organization are that 48.33% of
teachers feel that they do not feel fully attached to the organization because
of a feeling of need (need to), which can be seen from the impact when leaving
the organization regarding income and skills which are not necessarily the same
as other schools. b. The benefits of staying in the organization are that 57.77% of teachers are not determined
to stay at school because the salary and allowances they receive do not meet
their living needs. c. There are no
opportunities to work outside the school, 58.89% of teachers under contract
have no opportunities to teach outside, and the requirements for teaching at
other schools still need to be fulfilled.
3.
Dimensions of normative Commitment consist of indicators: a. There is an awareness of loyalty for moral reasons, and 56.67% of teachers do not fully feel the need to stay at
school for reasons of responsibility and giving back. b. There is still a
desire to try hard to achieve organizational goals. 48.34% of teachers do not have the awareness to be loyal to
the organization for moral reasons, and teachers still need to fully have the
desire to try hard to achieve organizational goals.
Suppose teachers' Commitment to this
organization needs to be higher. In that case, there is a risk of working as
they please, tending to be lazy, late, absent, and not focused when working.
This will disrupt the learning process; the atmosphere will not be conducive,
making it an obstacle for students to understand the lesson. If this continues,
it will impact the quality of the school's output, hampering the achievement of
its mission and educational goals.
Many factors influence organizationResearch conducted by (Kerdpitak
& Jermsittiparsert, 2020) Results study. This shows that human resources, person-organization fit, and perceived organizational Support significantly affect organizational Commitment. Commitment to
the organization is influenced by organizational culture (Rahmanendra
& Suhardi, 2019); (Alvina,
2018); (Asi
et al., 2021); (Marvin
& Gurusinga, 2022); �(Colquitt et al., 2019). Commitment to the organization is influenced by the effectiveness of
human resource management (Kerdpitak &
Jermsittiparsert, 2020); (Risdayanti
& Budiono, 2018). POS
influences Commitment to the organization (Arshadi, 2011); (Hayunintyas
et al., 2018); (DK
Wijaya et al., 2016); (Colquitt et al., 2019). Commitment to the organization is influenced by Trust (Martins
et al., 2017); (Ependi
& Sudirman, 2021); (Colquitt et al., 2019).
Human
resource effectiveness is an organization's ability to utilize its human
resources for the success of the goals to be achieved appropriately. Indicators consist of: a. Training, b. Development, c. Change, and d. performance
management (Indarwansyah et al., 2019). Human resource management
consists of activities that include planning functions, human resource
recruitment, human resource analysis, equal employment opportunities, benefits
and compensation, health, security, and safety, as well as labor and labor relations
(Mathis & Jackson,
2019). Human resource management is the process
of planning, organizing, directing, and supervising the attraction, development
of human resources, compensation, integration, maintenance, and release of
human resources to meet individual, social, and organizational goals (Khushk, 2019). Human resource management is acquiring,
training, evaluating, and compensating personnel while considering employment
relations, health and safety, and fairness (Mangani, 2020); (Muksin & Engkus, 2020). The effectiveness of
HR management is thought to influence Commitment to the organization; this is
based on the fact that HR management is a vital aspect driving the wheels of
the organization, so management will try to manage HR professionally in order to
give full attention to employees so that employees will commit to the
organization which is an important part of the organization�influence on
employee performance.
Organizational culture
is an accumulation of learning, a pattern or system of beliefs, values, and
behavioral norms that are taken for granted as basic assumptions and ultimately
fall out of consciousness. The indicators: a. Artifacts (Visible and
perceivable structures and processes and Observed behavior, Difficult to
describe). b. Beliefs and values held (ideals, goals, values, aspirations,
ideology, and rationalization. c. Basic assumptions (underlying beliefs and
values that are not realized and taken for granted, determine behavior,
perceptions, thoughts, and feelings) ( Schein & Schein, 2017; Colquitt et
al., 2019). School culture is a system
of values habits in a school built from the results of a meeting between the
values espoused by the principal and the values espoused by teachers and
education staff in the school, consisting of indicators: a. Regulations that serve
as guidelines for solving problems. b. Norms agreed by members. c. Adaptation
to the school environment. d. Encouraging innovation, and e. Relationships
within school organizations (Nurpuspitasari et al., 2019). According to (Marvin
& Gurusinga, 2022),
Organizational culture can increase organizational Commitment in the company so
that employees can complete tasks according to their position and position. A
conducive and comfortable organizational culture incentivizes employees to work
more diligently and seriously to achieve the desired goals. Synthesis of Organizational Culture are values, norms, beliefs, and
basic assumptions that are formed, developed, and mutually agreed upon to
become the organization's characteristics and direct the behavior of members in
achieving organizational goals. Consists of dimensions and indicators:
Dimensions of work results and behavioral patterns, consisting of indicators:
1. Artifacts and 2�consistency of real behavior. The Values
Dimension consists of indicators: 1. Mutually agreed upon
organizational values and 2. They agreed on norms and standards. Dimensions Basic Assumption Pattern: 1. Relationships
between humans and 2. Relationships with the environment.
Trust is an extension of
the relationship between partners, where both parties are aware of their
credibility and virtue. Indicators consist of a. credibility, b. integrity, and
c. reliability (Martins et
al., 2017), the
leader's feelings towards others (Islam et
al., 2021). Trust is
a person's confidence about delegating tasks, authority, and responsibility to
other people, which is operationally in line with achieving organizational
goals. With indicators: a. confidence in other people, b. positive thinking, c.
have positive expectations of others, d. open distance with other people, e.
provide opportunities for action, and f. improve social relationships with
other people (Ependi &
Sudirman, 2021). Trust is thought to influence
Commitment to the Organization because Trust is a form of employee trust in the
organization itself which will show loyalty to the organization, compliance
with organizational regulations, and active participation. Employee trust is
needed to open barriers and provide opportunities to act and improve
organizational social relations. This is expected to positively contribute to
increasing organizational Commitment, which is an important supporting factor
for the growth and development of the organization. Trust Synthesis towards the
leader is the confidence and willingness of members to carry out the tasks
given by the leader, as well as the willingness to bear all risks,
difficulties, and hardships based on positive expectations of the leader. Trust indicators
towards leaders consist of a. Confidence in
the integrity of the leadership (integrity), b. Trust in leadership competence (competence),
c. Belief in constancy (reliability) d. Willingness to
accept difficulties, e. Positive
expectations for leaders (positive expectancy).
Perception of organizational
Support is the extent to which employees believe that the organization values
their contributions and cares about their well-being, with the indicators of
fairness, encouragement, and Support (Robbins
& Judge, 2019). Perception
of organizational Support is the extent to which employees
feel the organization values their contributions, and the organization cares
about their welfare and provides the fair treatment. The indicators used are a.
Commitment, b. They are
satisfied with work and c�discipline
(Hayunintyas et al., 2018 ). Perceived organizational Support
reflects the extent to which employees believe the organization values their
contributions and cares about their well-being. Indicators
used: a. Providing adequate rewards, b. Protecting work security, c. Improve
working conditions and d. They are minimizing political impact (Colquitt et al ., 2019). POS is
thought to impact Commitment to the organization because perceived
Organizational Support (POS) is the extent to which employees feel the
organization values their contributions, cares about their welfare, and
provides fair treatment. Employees with high POS repay the organization by
being more committed to the organization where they work and being more
satisfied with their jobs (Hayunintyas et al., 2018). Thus, employees are less
likely to be late, absent, or resign from work. (Hayunintyas et al., 2018) They suggested that POS
fulfills several socio-emotional needs of employees, including approval,
affiliation, and self-esteem, which can facilitate the formation of emotional
ties with the organization. Therefore, POS is believed to be able to increase Commitment
to the organization (Hayunintyas et al., 2018). Additionally, POS can
strengthen employees' belief that the organization recognizes and appreciates
performance improvements (i.e., performance-reward expectations). This process
should benefit the employee (e.g., increased job satisfaction and positive
mood) and the organization (e.g., increased affective Commitment and
performance, reduced turnover). Synthesis Perception of
organizational Support is the employee's
perspective regarding the organization's level of concern, fairness, and
appreciation for employee contributions and Support for employee needs and
welfare. Indicator Perceptions
of Organizational Support used are a. Adequacy of awards b. Fairness of
treatment c. Support for
needs d. Concern for welfare, e. Support
working conditions.
Based on the background, this
research aims to identify optimal strategies, methods, and solutions to
increase organizational commitment by strengthening the effectiveness of human
resource management, organizational culture, and trust. The objectives of this
research are to identify strategies to increase organizational commitment by
enhancing the effectiveness of human resource management, organizational
culture, and trust; to examine the direct and indirect effects of human
resource management effectiveness and organizational culture on organizational
commitment; to investigate the role of trust as a mediating variable in the
relationship between human resource management effectiveness, organizational
culture, and organizational commitment; and to evaluate the impact of perceived
organizational support on the relationship between human resource management
effectiveness, organizational culture, and organizational commitment.
METHOD
This research was conducted at 16 private Senior High Schools (SMA) spread
across five sub-districts of South Jakarta. The research sample was 139 Permanent Foundation Teachers. The method used in this
research is a survey method with a path analysis approach with SEMPLS. (Setyaningsih, 2021) stated that analysis
track is a technique
For analyzing connection because the
consequences happen on regression multiple
If variable free influence variable
depends No only in
a way direct, but also in a way
No direct. The data collection technique used in this research is
a questionnaire. Each statement item is
given five answer choices indicating the lowest to highest level according to
the Likert scale. The lowest score was given a score of 1, and the
highest was a score of 5. The instrument was tested by distributing
questionnaires to 30 permanent foundation teachers outside the research sample.
Valid items will then be used as
research instruments. At the same time, invalid items will not be used in
collecting research data (drop). The results of instrument testing can be seen in Table
1.
Table 1. Summary
of Instrument Trial Results
|
No
|
Variable
|
Instrument
Type
|
Amount Before
Test
|
Amount After
Test
|
Reliability
|
Validity
|
|
1
|
Organizational Commitment
|
Questionnaire
|
40
|
31
|
0.90
|
Average
0.460224
|
|
2
|
Effectiveness of HR Management
|
Questionnaire
|
47
|
43
|
0.98
|
Average
0.706872
|
|
3
|
Organizational culture
|
Questionnaire
|
40
|
39
|
0.96
|
Average
0.677924
|
|
4
|
Trust
|
Questionnaire
|
40
|
39
|
0.98
|
Average
0.77335
|
|
5
|
Perception of Organizational Support
|
Questionnaire
|
40
|
37
|
0.96
|
Average
0.679137
|
Source: Data processed by researchers (2024)
RESULTS AND DISCUSSION
Composite Reliability Test
A Composite
Reliability or Internal Consistency Reliability analysis measures the
consistency of the reliability of indicators in measuring the latent variables
that are constructed. The assessment criteria used in PLS-SEM are a Composite
Reliability (CR) score > 0.7 and an Average Variance Extracted (AVE) score
> 0.5. The following summarizes all variables' output CR and AVE values.
Table 2. Recapitulation of Reliability Test Results for Exodus and
Endogenous Variables
|
Indicator
|
Composite Reliability
|
Average Variance Extracted (AVE)
|
|
Effectiveness
of HR Management
|
|
HR Planning
|
0.980
|
0.874
|
|
HR procurement
|
0.976
|
0.873
|
|
Training and development
|
0.971
|
0.807
|
|
Performance assessment
|
0.960
|
0.755
|
|
Compensation
|
0.955
|
0.727
|
|
Maintenance
|
0.958
|
0.768
|
|
Organizational culture
|
|
Dimensions of work results and behavior patterns
|
|
Artifacts
(language, symbols, physical structures, methods, art, technology)
|
0.949
|
0.736
|
|
Consistency of
real behavior
|
0.960
|
0.800
|
|
Dimensions of Values
|
|
The agreed core
values of the organization
|
0.954
|
0.778
|
|
Agreed norms or standards
|
0.954
|
0.751
|
|
Basic Assumption Pattern
Dimensions
|
|
Human relationship
|
0.953
|
0.747
|
|
Relationship with the environment
|
0.959
|
0.800
|
|
Trust
|
|
confidence in the integrity of the leadership ( integrity )
|
0.970
|
0.824
|
|
confidence in the leadership's competence ( competence )
|
0.963
|
0.771
|
|
belief in constancy ( reliability )
|
0.973
|
0.822
|
|
willingness to accept difficulties
|
0.943
|
0.676
|
|
positive expectations of leaders ( positive
expectancy )
|
0.968
|
0.791
|
|
Perception of Organizational
Support
|
|
Adequacy of
Awards
|
0.954
|
0.751
|
|
Fairness of Treatment
|
0.968
|
0.795
|
|
Support for needs
|
0.984
|
0.896
|
|
Concern for Welfare
|
0.949
|
0.702
|
|
Support working conditions
|
0.984
|
0.896
|
|
Organizational Commitment
|
|
Dimensions of
Affective Commitment
|
|
Emotional attachment, sense of
pride, and identification with school
|
0.975
|
0.888
|
|
Passionate about participating
in various school activities
|
0.927
|
0.659
|
|
Dimensions of
Continuous Commitment
|
|
Losses if you leave the
organization
|
1,000
|
1,000
|
|
Benefits of remaining in the
organization
|
0.917
|
0.787
|
|
There are no opportunities to
work outside of school
|
0.783
|
0.600
|
|
Dimensions of
Normative Commitment
|
|
Awareness of being loyal for
moral reasons
|
0.951
|
0.738
|
|
The desire to strive to achieve
organizational goals
|
0.929
|
0.727
|
Source: Data processed by researchers (2024)
Table 2 shows
that The CR value for all indicators is above 0.7. The AVE value for all
indicators is above 0.5, meaning that these indicators are highly consistent
and reliable in measuring and building latent variables.
Discriminant Validity Test
Furthermore,
the discriminant validity assessment is useful
for proving that each variable or indicator differs from other variables or
indicators. In this study, discriminant validity assessment was carried out
using the Fornell-Lacker criteria. The following table summarizes the
discriminant validity values of endogenous and exogenous variables in the
organizational commitment measurement model.
Table 3. Recapitulation of the
Discriminant Validity Assessment of the Fornell-Larker Criteria
|
Variable
|
Organizational
Culture (X2)
|
Effectiveness
of HR Management (X1)
|
Organizational
Commitment (Y)
|
Perception
of Organizational Support (X4)
|
Trust (X3)
|
|
Organizational
Culture (X2)
|
0.687
|
|
|
|
|
|
Effectiveness
of HR Management (X1)
|
0.534
|
0.595
|
|
|
|
|
Organizational
Commitment (Y)
|
0.675
|
0.533
|
0.577
|
|
|
|
Perception
of Organizational Support (X4)
|
0.380
|
0.546
|
0.506
|
0.605
|
|
|
Trust (X3)
|
0.305
|
0.443
|
0.323
|
0.293
|
0.546
|
Source: Data processed by researchers (2024)
Table 3 shows
that each variable correlates more with its indicators and dimensions, so the
discriminant validity criteria are met in the organizational commitment
measurement model. This means that the variables used in the study have
fulfilled discriminant validity, which is a good one in preparation for every
variable.
Structural
Model Assessment
Inner Mode Evaluation
The
structural or inner model is evaluated to measure the magnitude of the
relationship between the exogenous variables and the built endogenous
variables. The following are the results of the PLS algorithm iteration of the
structural model of Organizational Commitment.
Figure
1. Chart of Test Results for the Structural Model of Organizational Commitment
The initial stage of testing the structural model is to check
multicollinearity by assessing the inner VIF of the inner model as follows.
Table 4. Inner VIF value output in the Structural Model of
Organizational Commitment
|
Inner Model Endogenous Variables
|
Organizational Commitment (Y)
|
Perception of Organizational Support (X4)
|
Trust (X3)
|
|
Organizational Culture (X2)
|
1,530
|
1,440
|
1,440
|
|
Effectiveness of HR Management (X1)
|
1,868
|
1,440
|
1,440
|
|
Perception of Organizational Support (X4)
|
1,495
|
|
|
|
Trust (X3)
|
1,275
|
|
|
Source: Data processed by researchers (2024)
Based on Table 4, all inner VIF
values are below 5, so it can be concluded that this organizational commitment
model does not have multicollinearity problems. Next, analyze the coefficient
of determination or R-square. Based on the figure above, the R-square value for
the endogenous variable Organizational Commitment is 0.549. According to the
criteria of the Rules of Thumb for Structural Model Evaluation (Hair et al., 2017),
the classification category R 2: 0.25<0.50<0.75 is weak,
moderate, and strong. So, the R-square value above 0.549 is included in the
moderate category. This means that this model can analyze and explain changes
in organizational commitment variables, which are influenced by the independent
variables of HR management effectiveness, organizational culture, Trust, and
perceptions of organizational Support simultaneously at 54.9% percent, and
other variables outside this model influence the remainder. The magnitude of
the influence of other variables is calculated using the formula 1-R 2 =
1-0, 549 = 0, 451 or 45.1% with an error coefficient of e=√(1-R2 )
=√(1-0, 549 ) = √ (0.451 ) = 0.672. The following is a
recapitulation of the path coefficient values.
Table 6. Output
Direct and Indirect Path Coefficient Values
|
Correlation Path
|
Influence
|
Category
|
|
Direct
|
Indirect
|
Total
|
|
(X 1 ) -> (Y)
|
0,
182
|
0, 107
|
0.289
|
Weak
|
|
(X 2 ) -> (Y )
|
0,482
|
0.034
|
0.516
|
Fair/moderate
|
|
(X 3 ) -> (Y )
|
0.004
|
0.000
|
0.004
|
Very weak
|
|
(X 4 ) -> (Y )
|
0,222
|
0,000
|
0,222
|
Weak
|
Classification path coefficient: 0.2<0.4<0.6<0.7<0.8: very
weak; weak; fair/moderate; strong; very strong. Direct effect score, the
largest contribution to changes in organizational Commitment, is the
Organizational Culture variable (0.482), followed by the perception of
organizational support variable (0.222), the HR management effectiveness
variable (0.182), and the trust variable (0.004). Based on the magnitude of the
indirect effect, the HR management effectiveness variable (0.107) has a greater
influence on organizational Commitment than the organizational culture variable
(0.034). So the largest total influence on organizational Commitment is the
organizational culture variable (0.516), followed by the HR management
effectiveness variable (0.289), perceived organizational Support (0.222), and
Trust (0.0 04).
Evaluation of Goodness of Fit
The goodness of Fit or Model Fit analysis shows the suitability or
suitability of the model built with the construct variables that support it.
This stage evaluates the Normed Fit Index (NFI) and Standardized Root Mean
Square Residual (SRMR) values.
Table 7. SRMR and NFI Values for Organizational
Commitment
|
Organizational Commitment
|
FIT Model Criteria
|
|
SUMMER
|
NFI
|
|
Saturated
|
0.065
|
0.646
|
|
Estimated
|
0.065
|
0.645
|
Source: Data processed by researchers (2024)
The SRMR value is
used to predict the difference between the observed correlation and the
correlation matrix displayed by the model. At the same time, the NFI represents
an additional measure of goodness-of-fit for the model under test. Thus,
assessing the average magnitude of the difference between the observed and
expected correlations is possible as an absolute measure of the fit criterion
(model). The SRMR and NFI values meet the fit of model criteria. Where the SRMR
value is below 0.08, and NFI is below 1.0. Thus, this organizational commitment
model is considered fit. The parameters indicated by Smart PLS fit model
information are generally sufficient and can be accepted as a prerequisite
model.
Evaluation of Model Strength
Evaluation of the strength of the model (Power Model) was carried out by
examining predictive relevance (Q2), effect size (f2), and PLS-predict. The
following is a recapitulation of the assessment of the strength of the
Organizational Commitment model.
Table 8. F-square and Q-square values for the
Organizational Commitment Model
|
Variable
|
f-square
|
Category1)
|
Q-square
|
Category2)
|
|
Y
|
-
|
-
|
0.387
|
Moderate
|
|
X1
|
0.040
|
Small
|
-
|
-
|
|
X2
|
0.338
|
Big
|
-
|
-
|
|
X3
|
0,000
|
Small
|
0.101
|
Weak
|
|
X4
|
0.0 73
|
Small
|
0, 217
|
Weak
|
1) Classification Category f2:
0.02<0.15<0.35 (small, medium, large)
2) Classification Category Q2: 0<0.25<0.50
(weak, moderate, strong)
Based on Table 8,
the exogenous variable in the small category gives the f2 value or
the largest effect size on the organizational commitment variable. Meanwhile,
the Q2� are all greater than
0, indicating that the model built has a predictive relevance capability of
38.7 % for the organizational commitment variable, 10.1 % for the Trust
pathway, and 21.7 % for the perceived organizational support pathway. In other
words, a Q� value > 0 indicates that the model has predictive relevance for
the endogenous constructs of organizational Commitment, effectiveness of HR
management, and perceived organizational Support. These results indicate that
the model is organizational Commitment, the effectiveness of HR management, and
perceptions of organizational Support,
which have good observation values produced by the model and the estimated
parameters.
Substructural Model-1: Organizational Commitment Path
Relationship
The model of influence between variables in substructural-1 consists of
one endogenous variable, Organizational Commitment (Y), and four exogenous
variables, namely the effectiveness of HR management (X1),
Organizational Culture (X2 ), Trust (X3 ), and perceived
organizational Support ( X4 ) plus one residual variable, namely
εy, the path model in substructural - 1 is obtained as
follows: Ŷ=βy1X1 + βy2X2 +βy3X3
+ βy4X4 + εy.
Figure 2. Substructural Model Chart-1
Organizational Commitment
Based on Figure 2, the determinant coefficient or R-square value is 0.600.
This means that the four independent variable constructs can explain 60 % of
the changes or variances in the organizational Commitment variable construct.
Based on the large R2 value, it shows that the influence of the four
independent variables on organizational commitment performance is quite strong.
Thus, there is a fairly strong direct influence from the independent variables
of HR management effectiveness, organizational culture, Trust, and perceived
organizational Support simultaneously on organizational Commitment by 60
percent, and other variables outside this model influence the remainder. The
magnitude of the influence of other variables is 100-R 2 = 40
percent with an error coefficient of e=√(1-R 2 ) =√(0,
40 ) = 0, 632. Then, the mathematical equation of substructural model 1 is
Ŷ=0,216X1 + 0,476X2 +0,044X3 + 0,236X4
+ ε0,632.
Based on the magnitude of the path coefficient value of each independent
variable on the organizational commitment variable, it shows that the influence
of the organizational culture variable has the strongest effect of 0.476 on
organizational Commitment compared to other independent variables. Furthermore,
the largest effect was followed by variables followed by perceptions of
organizational support (0.236 ), HR management effectiveness variables (0.216
), and Trust (0.044 ).
Substructural Model-2: Trust
Path Relationships
The model of influence between variables in substructural-2 consists of
one endogenous variable, Trust (X3), and two exogenous variables,
namely the effectiveness of HR management (X1), Organizational
Culture (X2), plus one residual variable, namely εy, to obtain
a path model in substructural - 1 is as
follows: X3 = β31X1
+ β32X2 + ε2.���������������������������������������������������������������������������������������������������������������������������������������������������������������������
|
|
|
|
Figure 3. Trust
Substructural Model-2 Chart Trust
|
Figure 4.
Substructural Model Chart-3 Perception of Organizational Support
|
Based on the
Figure, the determinant coefficient or R-square value is 0.290. This means that
the two independent variable constructs can explain 29 % of the change or
variance in the Trust variable construct. Based on the large R2
value, it shows that the influence of the two independent variables on trust
performance is weak. Thus, there is a weak direct influence from the
independent variables of HR management effectiveness organizational culture
simultaneously on Trust by 29 percent, and other variables outside this model
influence the rest. The magnitude of the influence of other variables is 1-R 2
= 0.71 or 71 percent with an error coefficient of e=√(1-R 2 )
=√(0, 71 ) = 0, 843. Then, the
mathematical equation of substructural model-2 is X3 = 0,350X1 + 0,277X2 + ε0,843.
Based on the magnitude of the path coefficient value of each independent
variable on the trust variable, the influence of the HR management
effectiveness variable has the strongest effect of 0.350 on Trust, followed by
the organizational culture variable of 0.277.
Substructural Model-3: Path Relationships to Perceived
Organizational Support
The model of influence between variables in substructural-3 consists of
one endogenous variable, perception of organizational Support (X4),
and two exogenous variables, namely the effectiveness of HR management (X1
) and organizational Culture (X2 ), plus one residual
variable, namely εy. To obtain the
path model in substructural-3,
X4= β41X1 + β42X2 + ε2.�������������������������������������������������������������������
Based on Figure 4, the obtained determinant coefficient or R-square value
was 0.352. This means that the two independent variable constructs can explain
35.2% of the change or variance in the perceived organizational Support
variable construct. Based on the large R2 value, it shows that the
influence of the two independent variables on performance is perceived as weak
organizational Support. Thus, there is a weak direct influence from the
independent variables of HR management effectiveness and organizational culture
simultaneously on perceptions of organizational Support of 35.2 percent, and
other variables outside this model influence the remainder. The magnitude of
the influence of other variables is 1-R 2 = 0.648 or 64.8 percent
with an error coefficient of e=√(1-R 2 ) =√(0, 648 ) =
0.805. Then the mathematical equation
of substructural model - 3 is X4
= 0,487X1 + 0,170X2 + ε0,648.
The magnitude of the path coefficient value of each independent variable
on the perception of organizational support variable shows that the influence
of the HR management effectiveness variable has the strongest effect of 0.487
on the perception of organizational Support, next organizational culture
variable (0.170).
Research Hypothesis Testing
Hypothesis testing is the final stage of testing
a constellation of models that have been built. Test the research hypothesis
using the bootstrapping method. The t-statistical results chart of the
organizational commitment model significance test is presented in Figure 5,
Figure 6, and Table 9.
|
|
|
|
Figure 5. Path Analysis of Organizational
Commitment Model
|
Figure 6. T-Statistic Results of Significance
Test of the Organizational Commitment Model
|
Table 9.
Recapitulation of T-statistical values, p-Value Organizational commitment
|
No
|
Correlation Path
|
Path
Coefficient
|
T statistics
|
P-Values
|
Conclusion
|
|
Direct Influence
|
|
1.
|
Effectiveness of HR Management (X1)
-> Organizational Commitment (Y)
|
0.182
|
1,791
|
0.074
|
There
is a positive and insignificant direct effect
|
|
2.
|
Organizational Culture (X2) ->
Organizational Commitment (Y)
|
0.482
|
4,230
|
0,000
|
There
is a positive and significant direct effect
|
|
3.
|
Trust (X3) -> Organizational
Commitment (Y)
|
0.004
|
0.048
|
0.962
|
There
is a positive and insignificant direct effect.
|
|
4.
|
Perception of Organizational Support (X4)
-> Organizational Commitment (Y)
|
0.222
|
2,590
|
0.010
|
There
is a positive and significant direct effect
|
|
5.
|
Effectiveness of HR Management (X1)
-> Trust (X3)
|
0.300
|
1,885
|
0.060
|
There
are direct positive and negative influences significant
|
|
6.
|
Organizational Culture (X2) ->
Trust (X3)
|
0.221
|
1,658
|
0.098
|
There
is a positive and insignificant direct effect
|
|
7.
|
Effectiveness of HR Management (X1)
-> Perception of Organizational Support (X4)
|
0.476
|
4,534
|
0,000
|
There
is a positive and significant direct effect
|
|
8.
|
Organizational Culture (X2) ->
Perceived Organizational Support (X4)
|
0.150
|
1,580
|
0.115
|
There
is a positive and insignificant direct effect
|
|
Indirect
Influence
|
|
|
9.
|
Effectiveness of HR Management (X1) -> Trust (X3)
-> Organizational Commitment (Y)
|
0.001
|
0.042
|
0.966
|
There
is a positive and insignificant indirect effect.
|
|
10.
|
Organizational Culture (X2) -> Trust (X3)
-> Organizational Commitment (Y)
|
0.001
|
0.034
|
0.973
|
There
is a positive and insignificant indirect effect.
|
|
11.
|
Effectiveness of HR Management (X1) -> Perception of
Organizational Support (X4) -> Organizational Commitment (Y)
|
0.106
|
2,138
|
0.033
|
There
is a positive and significant indirect effect
|
|
12.
|
Organizational Culture (X2) -> Perceived Organizational
Support (X4) -> Organizational Commitment (Y)
|
0.033
|
1,193
|
0.233
|
There
is a positive and insignificant indirect effect
|
The direct effect
significance test in Table 9 shows that all direct paths positively influence
the performance of the organizational commitment variable. Furthermore, in the specific
indirect effect test, all paths could provide a real and positive role as
mediators of the effectiveness of HR management and organizational culture
variables because they could change the significance value of the path of
effectiveness of HR management and organizational culture to organizational
Commitment.
Hypothesis testing criteria: If the T-Statistics value is > 1.96 or the
P-value < 0.05, it is declared significant. On the other hand, if the T
statistic value is <1.96 or the P-values are >0.05, it is declared
insignificant.
Based on this research's hypothesis test results, 4 H0
hypothesis paths were rejected, and 8 H0 hypothesis paths were
accepted.
Based on table 9 states that there is a positive and
significant direct influence of
organizational culture on organizational Commitment. This research is in line
with research conducted by (Rahmanendra Suhardi, 2019). There is a positive and significant relationship between
organizational culture and the organizational Commitment of Widyaiswara KLHK.
In line with (Isni et
al., 2018), organizational culture has been proven to positively and
significantly affect organizational Commitment. The better the perception of
the organizational culture in the company, the greater the organizational
Commitment of employees, such as a supportive and innovative culture when
employees can demonstrate their abilities, talents, and rights to take a role
in decision-making, which will give rise to their satisfaction and increase
their Commitment. Towards the organization. The existence of a team-oriented
culture can also increase organizational Commitment among employees. In line
with (Gunawan & Ardana, 2020), the
results of the analysis show that organizational culture has a positive and
significant effect on organizational Commitment, which means that the better
the implementation of organizational culture at Artha Agung Resort and
Restaurant, the greater the organizational Commitment of employees will be.
Vice versa, the worse an employee implements organizational culture, the lower
the level of organizational Commitment that will be formed. In line with (Asi et al., 2021),
(Marvin & Gurusinga, 2022),
(Sibuea et al., 2022),
(Sulamiah., & Abidin, 2022),
(NA et al., 2017),
(Ependi & Sudirman, 2021), (Khoirun Nisa et al., 2024) This
shows that the higher the organizational culture, the stronger the
organizational Commitment. The sequence of indicators maintained by artifacts, human relationships, agreed norms and standards,
consistency of real behavior, relationships with the environment, and mutually
agreed organizational values. These findings imply that if organizational Commitment
is to be increased, it is necessary to strengthen organizational culture.
Based on table 9 states that there is a positive and
significant direct influence of the Perception of Organizational Support on Organizational Commitment. This research is in line with
research conducted (Purnama, 2020) that
the form of appreciation given by organizations to individuals or members
within the organization can increase all aspects of organizational Commitment,
which creates emotional feelings, a sense of loyalty, and a sense of making the
best contribution to the organization. I agree with (Darmawan Mardikaningsih, 2021) that
perceptions of organizational Support significantly partially, and
simultaneously influence organizational Commitment. (Prananda & Riana, 2020) Organizational support support can increase employee commitment. (Metria & Riana,
2018) (NA et al., 2017) The stronger the organizational Support,
the higher the employees' organizational Commitment. (Pratami & Muryatini, 2022) Having
organizational Support influences the sense of Commitment shown by the
employee's lack of desire to resign and a sense of responsibility toward the
organization's goals and progress. (Darupaksi, 2021) The attention given by the organization will create employee
engagement with the organization, which will form organizational Commitment to
employees. The
indicators maintained are Support for needs, Support for working conditions, Adequacy of Rewards, Fairness of Treatment, and Concern for welfare.
These findings
imply that if organizational Commitment is to be increased, it is necessary to
strengthen perceptions of organizational Support.
Based on table 9 states that there is a positive and significant
direct influence of HR Management
Effectiveness on Perceptions of
Organizational Support. Human resources are important in
achieving prosperity (Salahuddin et al., 2018). Human resources need to be optimized to support organizations
with various works, talents, creativity, and drive to achieve the goals of
educational institutions. The existence of human resources in organizations
becomes increasingly critical because humans are the ones who create the
organization itself, and these resources can make the organization survive and
succeed. Through the efforts and creativity of human resources, organizations
can produce quality products and services (Pusvitasari, 2021). Human Resources Management has six main functions: planning,
recruitment, selection, job assessment, training and development, and
compensation. The main objective of the human resource management function is
to ensure the availability of a competent, capable, committed, sincere, and
ethical workforce within the organization who will strive to optimize the
interests of internal and external stakeholders (Wildan, 2022). In line with research (Avianto
et al., 2019), Human Resource Management Practices
influence Perceptions of Organizational Support. If the maintenance indicator
is the effectiveness of HR management (planning,
implementation, and evaluation of activities to maintain and improve the welfare of teachers
and employees), then support for
needs, working conditions, rewards adequacy, fairness of treatment, and concern for welfare will be
met. These findings imply that if the perception of organizational Support is to
be improved, it is necessary to strengthen the effectiveness of HR management.
Based on table 9 states that there is a positive and significant
indirect effect of HR Management
Effectiveness on Commitment to the Organization through Perceptions of Organizational Support. These findings imply
that if the effectiveness of HR management is improved and strengthened through
the mediation of perceptions of organizational Support, it will affect
organizational Commitment.
CONCLUSION
Based on the analysis, several key
conclusions can be drawn about the impact of various factors on organizational
commitment. The PLS-SEM results indicate that while HR management effectiveness
has a positive impact on commitment, it is not significant enough to rely on
alone. In contrast, organizational culture significantly boosts commitment,
making it a critical area for enhancement. Trust, though positive, does not
significantly influence commitment on its own. Perceptions of organizational
support are significantly impactful, suggesting that strengthening these
perceptions can effectively enhance commitment. Indirect effects show that
neither HR management effectiveness nor organizational culture significantly
influence commitment through trust. However, HR management effectiveness
significantly impacts commitment through perceptions of organizational support,
whereas organizational culture does not.
To enhance organizational commitment, it
is essential to improve HR management effectiveness, organizational culture,
trust, and perceptions of organizational support. This includes addressing weak
indicators like compensation and leadership competence while maintaining strong
indicators such as HR planning, training and development, integrity, and
perceived support. The optimal strategy involves both maintaining strong areas
and prioritizing improvements in weaker ones to foster a more committed organizational
environment..
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