The Effect of Organizational Culture on Performance of Government

Internal Supervisory Apparatus (Apip) in the National Indonesian

Navy

Soetjahjo Niti Tisno Harijono

Faculty Human Resources Management, University Jakarta State

Keywords: Organizational Culture, Performance

Abstract: Every Government Internal Supervisory Apparatus aims to improve performance through organizational

Culture. The purpose of this study is analyzing the influence of organizational culture on the performance of

government internal supervisors in the National Indonesian Navy. This research use quantitative study by

using the Path Analysis method with a sample of 96 Government Internal Supervisors. The results of the study

show that there is a direct influence of organizational culture on performance.

1 INTRODUCTION

Today's demands by filling in various sources of

disciplines that have been owned, reflecting on the

experience that has been carried out and the dense

schedule of Supervision and the extent of

performance in carrying out tasks.

The study sample used 96 APIP personnel to first

use 30 APIP Personnel to test the data questionnaire,

the results obtained as follows: 1. Assessment that did

not change as many as 15 APIP personnel or 50%; 2.

The judgments that experienced changes were 15

APIP personnel or 50%.

Facing these conditions, APIP is required to be

able to overcome the mismatch of daily tasks by

prioritizing the main tasks and functions that can

improve performance with organizational culture, job

satisfaction, motivating, and trust. According to

Gordona Sarmaz, Djordje IIic (2016: 25),

Organizational culture should be cultivated, set in the

fuction of company’s success, but its negative impact

should be avoided.

Identification of the problem, Noting the

potential factors for the existing performance in the

Navy's APIP. These factors include internal and

external factors, by prioritizing basic tasks and

functions. Researchers limit 2 variables, namely

organizational culture, performance. Based on the

identification of the problem, the problem of this

research can be formulated, namely whether the

organizational culture has a direct effect on

performance?

2 THEORICAL FRAMEWORK

Performance, performance is a value of a set of

employee behaviors given to the agency where they

work. According to Colquit, LePine, and Wesson,

(2009: 37), Performance is the value of a set of

employee behaviors that have been contributed

positively and negatively to meet organizational

goals.

Organizational Culture, Organizational culture

grows because it was created and developed by

individuals who work in an organization that is

accepted as values that must be maintained and

passed on to each new member. According to Fred

Luthan (2011: 83), Some of the important

characteristics of organizational culture are observed

behavioral regularities, norms, dominant values,

philosophy, rules, and organizational climate.

Although everyone in an organization will share the

organization’s culture, not all may do so to the same

degree.

Relevant research, To be able to support this

research by reflecting on previous relevant research.

According to Amin Nikpour (2017: 70), it shows that

organizational culture has a positive and significant

impact on organizational performance.

Harijono, S.

The Effect of Organizational Culture on Performance of Government Internal Supervisory Apparatus (Apip) in the National Indonesian Navy.

DOI: 10.5220/0009492502790282

In Proceedings of the 1st Unimed International Conference on Economics Education and Social Science (UNICEES 2018), pages 279-282

ISBN: 978-989-758-432-9

279

Organizational culture grows because it was

created and developed by individuals who work in an

organization that is accepted as values that must be

maintained and passed on to each new member.

According to Fred Luthans (2011: 50), Ethics is

involved with moral issues and choices and deals with

right and wrong behavior. A number of cultural

(family, friends, neighbors, education, religion, and

the media), organizational (ethical codes, role

models, policies and practices, and reward and

punishment systems), and external forces (political,

legal, economic, and international developments)

help determine ethical behavior. These influences,

acting interdependently, serve to help identify and

shape ethical behavior in today’s organizations. There

is increasing evidence of the positive impact that

ethical behavior and corporate social responsibility

programs have on “bottom-line” performance.

Performance of individual performance that has

been contributed positively to complete the

organizational goals, namely: the implementation of

routine and additional tasks, efforts to improve the

organization, willingness to exceed the assigned

tasks, the ability to provide a positive image of the

organization, the willingness to provide relevant

information, the ability to maintain good behaviour.

According to Salihu, Adam Jiddah, Salihu,

Muhammad Bello Rayyan & Musa Idris Umar (2016:

63), Management must focus more on adherence to

the organization's mission by ensuring that they are in

leadership positions that are well versed in the

organization's mission so that they can pass on to their

subordinates, Likewise, management must work on

ethical practices from organizations such as

credibility and integrity that promote a high-

performance culture. Based on the description above,

it is suspected that there is a direct influence of

Organizational Culture on performance.

Based on the theoretical study that underlies the

variables of this study and the thinking framework

described above, the hypothesis can be proposed

namely: H1 It is assumed that there is a direct

influence of Organizational Culture on performance.

Research objectives, Researchers describe the

research objectives to be achieved, adjusted to the

formulation of the problem. This study aims to obtain

empirical data, facts, valid and reliable information

about the influence of organizational culture,

empowerment and commitment to the Internal

Control Officer. This study specifically aims to find

out about the direct influence of Organizational

Culture on Performance. Place and time of research,

Research takes place at the Inspectorate of the Navy

Headquarters.

3 RESEARCH METHOD

Using quantitative approaches with survey methods.

Aim to find out and find the momentary position of

the variable (qua status variable) based on the data at

the time (Qua status data) and the relationship

between the variables studied. Population and

sampling. The sample used in the study was taken

randomly and the sample size was taken

proportionally. Data collection techniques, As long as

the research is conducted with observations and

questionnaire methods used quantitatively, the data

needed for this study include primary data and

secondary data. Primary data is obtained by

distributing questionnaires to qualified personnel on

material about Organizational Culture and

Performance.

Performance Variables

a. Conceptual Definition, Performance is the

performance of a set of workforce behaviors

that have been positively contributed;

b. Operational Definition, Performance is a work

set of labor behaviors that have been positively

contributed by the Navy's APIP to be assessed

by the Leader.

c. Performance indicators, namely: a routine task

implementation; b additional assignment; c

discuss the improvement of the organization

and the willingness to carry out tasks more

than specified; d willingness to give a positive

image of the organization; e willingness to

help; f willingness to inform relevant matters;

and g the ability to maintain good behavior;

d. Grid of Performance Instruments, Item

questions with 5 alternative answers: A =

Always; O = Often; S = Sometimes, R =

Rarely; N = Never. The statement is worth A

= 5; O = 4; S = 3, R = 2; N = 1.;

e. Validation Testing and Instrument Reliability

calculations Performance variables. Test the

validity of the instrument, Pearson Product

Moment correlation test and Reliability Test

Instrument performance research, by looking

at the Alpha coefficient (Cronbach Alpha),

using SPSS software version 22.

Organizational Culture Variable

a. Conceptual definition, organizational culture

is a system of values that are believed,

understood, agreed upon, and applied to all

employees / personnel to know the

relationship between rules, norms, and shared

values;

UNICEES 2018 - Unimed International Conference on Economics Education and Social Science

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b. Operational Definition, Organizational

Culture is the perception of APIP on

organizational cultural values closely related

to the rules, norms, and values shared by the

Navy's APIP.

c. Indicators of organizational culture: a) main

value of the agency (discipline and

efficiency); b) agency norms (ethics and scope

of work); c) Agency Regulations (Job

orientation and work implementation

instructions);

d. Instrument Grid, Item questions with 5

alternative answers: SA = Strongly agree; A =

Agree; NO = No opinion, D = Disagree; SD =

Strongly disagree. Statements worth SA = 5;

A = 4; NO = 3, D = 2; SD = 1.;

e. Validation Testing and Instrument Reliability

calculations Performance variables. Test the

validity of the instrument, Pearson Product

Moment correlation test and Reliability Test

Instrument performance research, by looking

at the Alpha coefficient (Cronbach Alpha),

using SPSS software version 22.

Analysis techniques, Using data analysis with

descriptive statistical analysis and inferential

statistics. Statistical hypothesis, Based on the

research hypothesis, statistical hypotheses can be

formulated, namely, Organizational Culture (X) has a

direct effect on performance (Y).

H0 : βy1 ≤ 0 ; H1 : βy1 > 0

4 ANALYSIS

Discusses the results of research which includes a

description of the data in each research variable,

testing requirements analysis, testing the research

hypothesis, and discussing the results of the study and

the limitations of the study. Descriptions of Research

Data, Data collected in this study are data from four

variables, including Performance (Y) as Endogenous

variable, Organizational Culture (X), as Exogenous

variables.; 1. Performance (Y), Using 96 respondents

of the study, before the research was carried out the

test items were first conducted to 30 respondents by

giving 30 questions, but 28 valid results were

obtained.; 2. Organizational Culture (X), Using 96

respondents, before the research was carried out the

test items were first conducted to 30 respondents by

giving 30 questions, but there were 27 valid

questions.

Before the data is analyzed further, to test

hypotheses based on existing data, several test

requirements for analysis need to be conducted.

Testing the analysis requirements for path analysis is

the relationship between variables in the model must

be linear, so that the regression equation meets the

analysis requirements.;

Normalization Test, regression estimation error

test Y over X produces the maximum Lcount price of

0.0864 while Ltable at the level of α = 0.05 obtained

at 0.0904 turns out that Lcount < Ltable or 0.0864 <

0.0904. Thus, it can be concluded that the estimation

error Y on X is normally distributed.

Regression Significance Test and Linearity and

Correlation Test, produced as follows: a. Regression

Equations Performance of organizational culture Y =

60.758 + 0.545 X, obtained Fcount = 59.564. While

Ftable at α = 0.05 and dk = 1/94 obtained 6.90, so

Fcount > Ftable or 59.564 > 6.90 Thus, it can be

stated that the regression coefficient is very

significant; b. Linear test results, obtained Fcount =

1.160 After confirming the Ftable at α = 0.05 with dk

= 32/62 obtained 1.58 it turns out Fcount < Ftable or.

1.160 < 1.58 thus, it can be concluded that the

regression equation is linear. c. Correlation

coefficient ry1 = 0.623, ttest obtained tcount = 7.722

while ttable at α = 0.01 and dk = 94 obtained 2.367

Thus tcount > ttable or 7.722 > 2.367, so that the

correlation coefficient is significant.

Path coefficient calculations, Conduct path

analysis, by explaining in advance explained about

the relationship between variables in diagrammatic

(path diagram) whose shape is determined by

theoretical propositions derived from a particular

frame of mind and the formulation of research

hypotheses. Hypothesis testing, Effect of

Organizational Culture on Performance, Hypothesis

states that Organizational Culture has a direct effect

on Performance. Statistical hypothesis: Ho: βy1 ≤ 0;

H1: βy1 > 0

The Organizational Culture path coefficient has a

direct effect on Performance of ρy1 = 0.430, then a

significance test is performed with the ttest. The ttest

calculation results obtained tcount = 4.892 while

ttable = 2.367 at α = 0.01 for dk = 94 so that tcount >

ttable or 4.892> 2.367, then reject H0 or accept H1,

path coefficient ρ1 significant. Thus Organizational

Culture has a positive effect on Performance.

5 RESULTS

There is Organizational Culture directly influencing

Performance. Based on the analysis, Organizational

Culture gets contribution from the highest

disciplinary indicators while contributing to the

The Effect of Organizational Culture on Performance of Government Internal Supervisory Apparatus (Apip) in the National Indonesian

Navy

281

lowest work orientation indicators and, Performance

gets the highest indicator of additional task

implementation, while the contribution of indicators

gives the lowest chance of self development.

According to Colquitt Jason A, etc (2009: 546),

organizational culture is closely related to rules,

norms, and values shared by employees. According to

Fred Luthan (2011: 83), Some of the important

characteristics of organizational culture are observed

behavioral regularities, norms, dominant values,

philosophy, rules, and organizational climate.

Based on this explanation, it can be concluded that

the results of this study support previous findings

about the direct influence of organizational culture on

performance.

6 CONCLUSIONS

Organizational Culture has a direct effect on

Performance. This shows that the Organizational

Culture is well run so it will lead to increased

performance. Implications, Organizational Culture is

enhanced by spurring discipline, efficiency, ethics,

scope of work, work orientation and work

implementation instructions, it will result in

improved APIP performance in the Navy, suggestion,

To increase APIP Performance in the Navy, the

Leader conducts selection of APIP candidates, after

being APIP refresher is needed in the form of training

to determine the extent of the development of rules

and references used, the opportunity is adjusted to the

schedule to avoid the same time as supervisory

activities.

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Amin Nikpuour, (2017). The impact of organizational

culture on organizational performance: the mediating

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International Journal of Organizational Leadership 6

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Colquitt, Jason A, Jeffery A. Le Pine & Micchael J.

Wesson. (2009).Organizational Behavior. Improving

Performance and Commitment in the Workplace.

New York: McGraw Hill,.

Fred Luthans. Organizational behavior. 12th Edition.

McGraw-Hill Companies, 2011.

Gordana gavric, Goran Sormaz, Djordje IIic, (2016 ). The

impact of Organizational culture on the ultimate

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