The Effect of Organizational Culture, Personality, and Work
Motivation on the Performance of Soldiers in Dinas Pembinaan
Mental TNI AD (The Army Mental Development Service of the
Indonesian National Armed Forces) in 2019
Gaudensia Diana Kurnia Fitriyani
1
, Bedjo Sujanto
2
, Matin
2
1
Doctoral Student of Education Management at Universitas Negeri Jakarta, Jalan Rawa Mangun Muka, Jakarta Timur,
Indonesia
2
Lecturer at Universitas Negeri Jakarta, Jalan Rawa Mangun Muka, Jakarta Timur, Indonesia,
Keywords: organizational culture, personality, work motivation, soldier, performance.
Abstract: Performance allowance or remuneration for state apparatus which has been given by the government to state
apparatus since 2013, including the Indonesian National Armed Forces, shows the government’s strong
commitment to the soldiers’ welfare. This should be supported by optimal performance on the part of the
apparatus. To get an optimal performance attention has to be focused on the factors which affect the
performance, both in terms of organization and personnel, including individual characteristics. Studies on
soldier performance are still a few and are urgent, given the challenges of the soldiers are facing which are
increasingly complex and dynamic. Soldier performance is presumed to be influenced by organizational
culture, personality and work motivation. This study aimed at obtaining information pertaining to and
finding out the direct effect of organizational culture, personality, and work motivation on soldier
performance. This study was a causative associative research using the quantitative approach. It used
descriptive and inferential statistics. The result showed that there was a diricet effect of organizational
culture on soldier performance (β=0.272); of personality on soldier performance (β=0.213); of work
motivation on soldier performance (β=0.227); of organizational culture on work motivation (β=0.280); and
of personality on work motivation (β=0.180). In the light of the study it can be conclude that organizational
culture is not the only variable which affects soldier performance and it is neccessary that personality and
work motivation be considered too.
1 INTRODUCTION
Violations of the rules and norms that are effective
in the National Armed Forces cannot be separated
from soldier performance. This both directly and
indirectly indicates that the soldier’s mentality has
not yet been strong. Dinas Pembinaan Mental
Angkatan Darat (Disbintalad) / the Army Mental
Development Service is responsible for developing a
strong soldier’s mentality.
However, a preliminary observation made by
the writer showed that there were still some job
performances which had not optimally met the
targets and the deadlines. There were still some
soldiers who asked permission for personal reasons,
those who came late attending the morning parade,
who went home earlier or those who did not attend
the evening parade, those who had a fluctuating
attendance, those who were absent without
permission, and those who had a minimal
responsibility for the job. In addition, the level of the
violation of the rules, discipline and law and order
was still high both quantitatively and qualitatively
(A Report by Spamad (General Army Security Staff)
at every beginning of the fiscal year).
Soldier performance is presumed to be affected
by organizational culture, personality, and work
motivation. Performance is formally defined as a
value that is resulted from an accumulation of a
soldier’s behaviors which contribute both positively
and negatively to achieve the organization goal.
Soldier performance is the result of an individual
achievement in accordance with his or her role in the
course of attaining the goal of the organization
160
Kurnia Fitriyani, G., Sujanto, B. and Matin, .
The Effect of Organizational Culture, Personality, and Work Motivation on the Performance of Soldiersin Dinas Pembinaan Mental TNI AD (The Army Mental Development Service of the
Indonesian National Ar med Forces) in 2019.
DOI: 10.5220/0008995901600167
In Proceedings of the International Conference on Education, Language and Society (ICELS 2019), pages 160-167
ISBN: 978-989-758-405-3
Copyright
c
 2020 by SCITEPRESS – Science and Technology Publications, Lda. All rights reserved

through qualitative, quantitative dimensions,
punctuality, cost effectiveness, supervision, and
interpersonal relations.
Performance needs to be done collaboratively
and cooperatively by using performance
management, to avoid bad performance and to be
able to cooperate for its perfection. Conceptually, to
control an organization management one needs a
manager who can make a decision for a strategic
goal (Freedman and Jaggi, 2010).
The success and development of an organization
depends on how effective and efficient is its
members, and its organization culture is the means
which is used by the soldiers to learn and
communicate what they can receive or cannot
receive in the organization by paying attention to
the organization norms and culture. The result of a
study showed that there is a significant effect of an
organizational culture and the motivation of its
members on their work performance (Maithel,
Chaubey, and Gupta, 2012). Organizational culture
is a guide for having a certain attitude and behaving
for the members which fit the values and rules that
have been specified, which becomes the basis of
behavior to reach the target and goal of the
organization through the dimensions of involvement,
consistency, adaptation, and missions of the
organization.
The result of a previous study showed that there
is a direct relation between a corporate
organizational culture and the corporate
performance. Hence, the higher the organizational
culture, the higher its work performance (Xiaoming
dan Junchen, 2012). An organizational culture of a
corporation gives an emphasis to its employees,
customers and tradition. Loyalty and team work
serve as important means for achieving its success in
business (Kampf, et al, 2017). Soldiers with a high
motivation can influence the efficiency of the work
process in the right direction and can improve their
performance.
Personality is an individual’s characteristics
which are dynamic in responding and reacting in a
relatively stable manner with other people or the
environment based on the underlying factors, that is,
conscientiousness, agreeableness, neuroticism,
openness, and extraversion in an effort to achieve
the organization goal.
Personality and values affect motivation. From
the model used it was found that an individual’s
behavior can be seen from his or her personality and
values. Personality and values are related to work
motivation, in which the higher the personality and
values the higher work motivation (Parks danGuay,
2009).
A positive personality on the part of the
employee shows his or her good work performance
too. The positive effect of the environment of the
corporation facilitates the involvement of the
employee. Hence, the management can influence its
employees’ performance and resources that are
produced. It is very important for the employees
roshow a proactive behavior and to optimize the
condition of their work environtment(Bakker,
TimsdanDerks, 2012).
Work motivation is the desire to support an
individual in meeting his or her daily necessities
well, efficiently and effectively. With the
dimensions of intensity, direction, and persistence
motivation ends up with the decision about how
much an effort is made for a certain work situation.
Work motivation is a very important topic in the
discussion about success of an organization, society
and the welfare of an individual. In relation to work,
work motivation is related to the success of an
organization and the society and individual’s
wellfare (Kanfer, Frese, dan Johnson, 2017).
On the basis of some of the international journal
articles above the studies reviewed above have
something in common with the present study in the
choices of organizational culture, personality, and
work motivation as the issues in their studies.
However, there had not been any study on soldier
performance influenced by the armed forces’
organizational culture, the soldier’s personality, and
his or her work motivation. The novelty in such a
study lies in the direct effect of organizational
culture, personality, and work motivation on the
soldier performance. Hence, the writer was
interested to do a study with the title “The Effect of
organizational culture, Personality, and Work
Motivation on the Performance of Soldiers in Dinas
Pembinaan Mental TNI AD (the Army Mental
Development Service of the Indonesian National
Armed Forces) in 2019.
2 RESEARCH METHODOLOGY
This study used a causal associative method with a
quantitative approach. It used four instruments, the
first for measuring soldier performance and has 40
items which were tried out. The try-out result
showed that 36 of the items were valid and 4 invalid.
The reliability coefficient was 0.954. However after
The Effect of Organizational Culture, Personality, and Work Motivation on the Performance of Soldiersin Dinas Pembinaan Mental TNI AD
(The Army Mental Development Service of the Indonesian National Armed Forces) in 2019
161

the invalid items were discarded, the reliability
coefficient was 0.958.
The instrument to measure organizational culture
consist of 40 items which were tried out. The try-out
result showed that 34 of the items were valid and 6
invalid. The reliability coefficient of the instrument
for measuring organizational culture was 0.933.
However after the invalid items were discarded, the
reliability coefficient was 0.940.
The third instrument measures personality and
consist of 40 items. After the try-out 36 items were
valid and 4 were invalid. The reliability coefficient
was 0.923. However after the invalid items were
discardeds the reliability coefficient was 0.933.
The forth instruments measures work motivation
and consist of 40 items. The number of valid items is
34 and the invalid 6. The reliability coefficient was
0.914. However after the invalid items were discarded
the reliability coefficient was 0.920.
This study aimed at obtaining information
pertaining to and finding out the direct effect of
organizational culture on soldier performance, of
personality on soldier performance, of work
motivation on soldier performance, of organizational
culture on work motivation, and of personality on
work motivation.
This study was done from March to August, 2019.
The population used in this study consisted of all
soldiers of the Indonesian National Armed Forces in
the Office of the Army Mental Development Service
(Disbintalad) in East Jakarta. The sample was
selected using that probability sampling technique.
The sample consisted of 115 soldiers of the
Indonesian National Armed Forces in the Office of
the Army Mental Development Service
(Disbintalad) in East Jakarta since the number was
judged to have been able to represent the existing
population.
The classical assumptions testing was done by
using normality test, lincarity test, heteroscedasticity
test, and multicollincarity test. The data were
analyzed with multiple linear regression analysis,
path analysis, and path diagram. SPSS Version
23.00 was used to process the data in this study.
3 RESULTS AND
DISCUSSIONS
The result of classical assumptions testing
showed that all groups of data had a normal and
linear distribution and there was no indication of
heteroscedasticity, and there was no case of
multicollinearityin the model.
The estimation of inter-variable relations in the
sub-structure 1 of the result of data processing using
the computer software SPSS Versions 23.00 can be
seen in Table 1 below.
Table 1: Path Coefficient of Sub-Structure- 1 Model of
organizational culture (X
1
), Personality (X
2
), and Work
Motivation (X
3
) on employee Performance (X
4
).
Model
Unstandardi
zed
Coefficients
Stan
dardi
zed
Coef
ficie
nts
t
S
Si
g.
B
St
d.
Er
ror
Beta
1
(Con
stant)
48.
74
9
13
.8
42
3.52
2
.0
0
1
organ
izatio
nal
cultur
e
(X
1
)
.2
7
4
.0
88
.272
3.10
9
.0
0
2
Perso
nality
(X
2
)
.2
8
4
.1
13
.213
2.51
6
.0
1
3
Work
Moti
vatio
n
(X
3
)
.2
4
0
.0
93
.227
2.58
9
.0
1
1
a. Dependent Variable: Soldier Performance (X
4
)
From the result of the path analysis of Sub-
Structure 1 (X
1
, X
2
, X
3
and X
4
) showed the
following values:
a. β
41
= Beta = 0.272 [t
obs.
= 3.109 and the
probability (sig) = 0.002]
b. β
42
= Beta = 0.213 [t
obs.
= 2.516 and the
probability (sig) = 0.013]
c. β
43
= Beta = 0.227 [t
obs
. = 2.589 and the
probability (sig) = 0.011]
The result prove that all of the path coeficients are
significant.
The ANOVA of sub-structure 1 model is
presented in Table 2 below.
Table 2: ANOVA Table for Sub-Structure 1 Model
Model
Sum of
Square
s
df
Mean
Square
F
Si
g.
ICELS 2019 - International Conference on Education, Language, and Society
162

1
R
eg
re
ss
io
n
18357.
316
3
6119.1
05
1
2
.
6
6
8
.0
00
R
es
id
ua
l
53617.
606
11
1
483.04
1
T
ot
al
71974.
922
11
4
a. Dependent Variable: Soldier Performance (X
4
)
b. Predictors: (Constant), Work Motivation (X
3
),
Personality (X
2
), organizational culture (X
1
)
The multiple regression analysis (F-test) of Sub-
Structure I model yielded F
obs.
= 12.668>F
c.v. (3:111)
at
α = 0.05 of 2.69; thus it could be continued with an
individual test or t-test.
The recap of the result of the computation and
the testing of path coefficient of Sub-Structure I
Model is shown in Table 3 below.
Table 3: Recap of the Result Computation and Testing of
Path Coefficient of Sub-Structure I Model
Path
Path
Coefficient
t
obs.
t
c.v.
α = 0.05
Remarks
β
41
0.272
3.109
1.658
Significant
β
42
0.213
2.516
Significant
β
43
0.227
2.589
Significant
The result of the analysis of inter-variable causal
relation of Sub-Structure Model 2 as processed
using SPSS Version 23.00, is shown as follows.
Table 4: Coefficient of Sub-Struture 2 Model of
organizational culture (X
1
), Personality (X
2
) on Work
Motivation (X
3
).
Model
Unstandardized
Coefficients
Standard
ized
Coefficie
nts
t
Sig.
B
Std.
Error
Beta
1
(Co
nsta
nt)
67.
415
12.28
4
5.4
88
.00
0
orga
nizat
ional
cultu
re
(X
1
)
.26
6
.086
.280
3.1
04
.00
2
Pers
onali
ty
(X
2
)
.22
5
.113
.180
1.9
99
.48
a. Dependent variable: Work Motivation (X
3
)
The result of Path Analysis of Sub-Structure
Model 2 (X
1
, X
2
, X
3
) showed the following values:
1) β
31
=Beta = 0.280 [t
obs.
= 3.104 and probability
(sig) = 0.002]
2) β
32
= Beta = 0.180 [t
obs.
= 1.999 and probability
(sig) = 0.048]
The result proves that all path coefficients are
significant.
The result of the F-test of the Sub-Structure 2 in
the form of the table of the ANOVA of
organizational culture (X
1
) and personality (X
2
) on
work motivation (X
3
) is shown in Table 5 below.
Table 5: ANOVA Table for Sub-Structure 2 Model
Model
Sum
of
Squ
ares
df
Mea
n
Squ
are
F
S
i
g
.
1
Regr
essi
on
851
8.98
0
2
425
9.49
0
8.
61
1
.
0
0
0
Resi
dual
553
99.5
94
11
2
494.
639
Tota
l
639
18.5
74
11
4
a. Dependent variable: Work Motivation (X
3
)
b. Predictors: (Constant), Personality (X
2
),
organizational culture (X
1
).
Based on the table 5 above, the F-test of Sub-
Structure 2 yielded F
obs
. = 8.611 >F
c.v
atα = 0.05 of
3.09; thus, it could be continued with the t-test.
The recap of the result of computation and
testing of the path coefficients of Sub-Stucture 2 is
shown in Table 6 below.
Table 6: Recap of the Result of Computation and Testing
of Path Coefficients of Sub-Structure 2
Path
Path
Coefficient
t
obs
.
t
c.v
α = 0.05
Remarks
β
31
0.280
3.104
1.658
Significant
β
32
0.180
1.999
Significant
The Effect of Organizational Culture, Personality, and Work Motivation on the Performance of Soldiersin Dinas Pembinaan Mental TNI AD
(The Army Mental Development Service of the Indonesian National Armed Forces) in 2019
163

Based on the result of path coefficients of Sub-
Structure 1 and Sub-Structure 2, the entire inter-
variable causal relations of variables X
1
, X
2
, and X
3
and X
4
can be drawn as follows.
Figure 1: Causal Relation of Variables X
1
, X
2
, X
3
and X
4
The result of path coefficients of Sub-Structure 1
and Sub-Structure 2 changes into the equation of
structure as follows.
X
4
= β
41
X
1
+β
42
X
2
+β
43
X
3
+β4ε1 and R
2
4321
(1)
X
4
= 0.272X
1
+ 0.213X
2
+ 0.227X
3
+ 0.863ε
1
and R
2
= 0.255
X
3
= β
31
X
1
+β
32
X
2
+β
3
ε
2
and R
2
321
(2)
X
3
= 0.280X
1
+ 0.180X
2
+ 0.931ε
2
and R
2
= 0.133
Based on the results of calculations between
organization culture on soldier performance obtained
path coefficient (β) of 0.272; t
obs. =
3.109>t
c.v.
(1.658
atα =0.05). Hence, H
0
was rejected, the result of the
study showed that organizational culture had a direct
and positive effect on soldier performance. It means
that the higher organizational culture, the higher
soldier performance among the soldiers of
Indonesian Armed Forces in the Office of the Army
Mental Development in East Jakarta.
This is consistent with the results of previous
studies which showed that, there is a direct influence
of organizational performance. Organizational
culture and organizational performance have direct
and indirect effects, if mediated by work motivation.
Work motivation plays a role in the influence
between organizational culture and organizational
performance. (Nikpour, 2017).
Organizational culture is directly related to
corporation performance. Hence, the higher
organizational culture, the higher work performance
(Xiaoming and Junchen, 2012). Organizational
culture has a positive and significant effect on
employee performance (Wulandari, 2015).
Organizational culture and employee engagement
correlate positively with employee performance.
(Ram and Prabhakar, 2011).
Organizational culture has a positive and
significant effect on employee performance
(Shahzad, Iqbal, and Gulzar, 2013). Organizational
culture has a positive and significant effect on
employee performance (Joushan, Syamsun, and
Kartika, 2015).
Organizational culture can increase an institution
performance if it fits the environment need, has a
strong culture, and is adaptive. Culture is developed
initially from habituation (adaptive process), the
existing social norms or organization norms, which
at the end become the organizational culture
(McShane and Glinow, 2008).
The result of the computation of the effect of
personality on soldier performance yielded a path
coefficient (β) of 0.213; t
obs
of 2.516 >t
tc.v.
(1.658 at α
= 0.05). Hence, H
0
was rejected, the result of the
study proved that personality had a direct and
positive effect on soldier performance. It means the
higher the personality, the higher soldier
performance among the soldiers in the Office of the
Army Mental Development Service (Disbintalad) in
East Jakarta.
Personality and performance show
conscientiousness and are the most predictive of
organization performance, followed by openness to
experiences, agreeability, extraversion, and
emosional stability. Personality is useful to predict
other work-related criteria, such as job satisfaction,
and organization performance. (Mkoji and Sikalieh,
2013).
Personality characteristics can be understood as a
description of a person based on psychological
factors which have different degrees. There are five
basic personality types or big five personalities, that
is, Conscientiousness, Extraversion, Neuroticism,
Agreeability and Opennes (Ahmad, Ather and
Hussain, 2014).
Positive personality in employees shows good
work performance. The positive effect of the
corporation environment facilitates engagement in
work resulted from the employee’s personality.
Hence, the management can influence employee’s
work and the produced resources. It is important for
the employee to show a proactive behavior and to
optimize the work environment (Bakker, Tims and
Derks, 2012).
The result of the computation of the effect of
work motivation on soldier performance yielded a
path coefficient (β) of 0.227; t
obs
.of 2.589 >t
c.v.
(1.658 at α = 0.05). Thus, H
0
was rejected, the result
of the study proved that work motivation has a direct
effect on soldier performance. It means that the
higher the work motivation, the higher soldier
ICELS 2019 - International Conference on Education, Language, and Society
164

performance among the soldiers in the Office of
Army Mental Development Service (Disbintalad) in
East Jakarta.
Work motivation is a very important issue for the
success of an organization and society and
individual welfare. A study on work motivation uses
a meta-framework which groups theories, findings
and progress with the focus on (a) motif,
characteristics, and motivation orientation (content);
(b) work features, work role, and a broader
environment (context); (c) the mechanism and
process involved in the choice and struggle
(process). An integrative review shows a big
achievement in the field, including the input of a
more exact mapping and psychological operations
involved in motivation and conception which is
extended in the work environment. Related to work,
work motivation is related to organization and
society success and individual welfare (Kanfer,
Frese, dan Johnson, 2017).
Motivation significantly affects performance, but
a little is known about what stimulates it. It is
regarded as a drive and a psychological condition
which energizes and channel a goal achieving
behavior. Motivation provides the probability of
attaining success (Öqvist dan Malmström, 2017).
Motivation and self-efficacy affect performance.
Motivation does not correlate significantly with job
satisfaction. It only has a correlation with self-
efficacy in performance (Naheed and Iqbal, 2016). It
can increase the status of the career and health; most
studies focused on patients with a history of
families who were strong in protecting them from
the disease. Motivation, both intrinsic and extrinsic,
can improve the status of a healthy individual
(Kauffman etal, 2017).
There is a difference between work motivation
between people who work in the public sector and
those in the private sector. Employees in the public
sector are less motivated extrinsically. Most of the
difference lies in the difference in the job rather than
is caused by the sector itself. The evidence presented
shows that a difference in motivation can be
explained by the choice of positive work and
balance. Motivation is related to positive individual
performance and income (Buelens and Broeck,
2007).
The result of computation of the effect of
organizational culture on work motivation yielded a
path coefficient (β) of 0.280; t
obs.
of 3.104 >t
c.v.
(1,658 at α = 0.05). The conclusion is that Ho was
rejected, the result of the study proved that
organizational culture has a direc and positive effect
on work motivation. It means that the higher
organizational culture the higher work motivation
among the soldiers of the Indonesian National
Armed Forces in the Office of the Army Mental
Development Service (Disbintalad) in East Jakarta.
Organizational culture gives an emphasis on the
employees, customers and tradition. Loyalty and
teamwork are important means to get a success in
business. Soldiers with a high motivation can
influence the level of efficiency in the work process
correctly and improve performance. (Kampf, et al.,
2017).
The success and development of an organization
depends on how effective and efficient their
employees are, and organizational culture is the
means for the employees to learn and communicate
what they receive or do not receive in an
organization by paying attention to the values and
cultural norms of the organization the results of
studies show that there is a significant effect of
organizational culture on an individual’s work
motivation and performance (Maithel, Chaubey,
and Gupta, 2012).
People in different cultures have differences in
themselves, other people and interdependencies.
This is based on the characteristics of individual
experiences, including cognition, emotion, and
motivation. Motivation is influenced by
organizational culture and personality (Markus and
Kitayama, 1991).
The result of computation of the effect of
personality on work motivation yielded a path
coefficient (β) of 0.180; t
obs.
of1.999 >t
c.v.
(1.658 at α
= 0.05). The conclusion is H
0
was rejected, the result
of the study proves that personality has a positive
direct effect on work motivation. Personality that
has a very high influence on work motivation comes
from the dimension of extraversion for personality
can increase work motivation among the soldiers of
the Office of the Army Mental Development Service
(Disbintalad) in East Jakarta.
Motivation and personality characteristics have a
significant effect on the intention of the user of the
entire content of culture. To understand the
characteristics and the meaning of the user’s
intention, a business manager has to know about
the cultural difference and the effect of motifs,
values, and personalities, and has to adjust the
business model and its strategy to them. There is an
effect of the values and personality on motivation
and the use of all cultural content (Cents, 2013).
Previous research seems to indicate that when an
employee is intrinsically motivated by work, it helps
in delivering successful projects. Further,
employee’s perception of work and his personality
The Effect of Organizational Culture, Personality, and Work Motivation on the Performance of Soldiersin Dinas Pembinaan Mental TNI AD
(The Army Mental Development Service of the Indonesian National Armed Forces) in 2019
165

appear to be a strong indicator of how and why is an
employee loyal to his profession and the
organization. This loyalty or commitment as we
have discussed in turn determines the individual’s
performance in terms of being able to deliver a
successful project. (Dwivedula, Bredillet, and
Müller, 2016).
4 CONCLUSIONS
From the result of hypotheses testing the following
findings can bestated:
a. Organizational culture has a direct and positive
effect on soldier performance. It means that the
higher organizational culture the higher soldier
performance.
b. Personality has a direct and positive effect on
soldier performance. It means that the higher
personality the higher soldier performance
c. Motivationhas a directand positive effect on
soldier performance. has a direct and positive
effect on soldier performance. It means that the
higher motivation the higher soldier
performance
d. Organizational culture has a direct and positive
effect on work motivation has a direct and
positive effect on soldier performance. It means
that the higher organizational culture the higher
work motivation
e. Personality has a direct and positive effect on
work motivation. has a direct and positive effect
on soldier performance. It means that the higher
personality the higher work motivation.
In the light of the findings it can be concluded
that to improve soldier performance the factors such
as organizational culture, personality and work
motivation need to be improved too.
The effect to improve the factors can be made
like what is stated in the following implications:
1) Policy implication. Policies concerning
socialization, education and training, workshop,
and seminar on soldier performance should be
made. In addition, the improvement can be made
by enhancing organizational culture, personality,
and work motivation.
2) Theoretical implication; anything which has not
been included in the measurement of soldier
performance should be specified.
3) Research implication: more variables should be
involved by using more complex methods and
analyses such as Partial Least Square (PLS),
LISREL, experiment, ex post facto, and
correlational study.
On the basis of the findings, conclusions and
implications above, the following suggestions
can be made:
a) To the institution: there is a need to consider
organizational culture, personality, work
motivation as factors which affect soldier
performance.
b) To the soldiers: in an effort to enhance
soldier performance, there is a need for
providing education and training activities
which can increase knowledge,
understanding and insight.
c) To universities: it is expected that a partnership
will be established between the institution and
universities with their scholars and students
who can bridge the relation between lecturers
and students of the Army Mental
Development Service (Disbintalad) in East
Jakarta to conduct research, including those
that are related to research funding and
permission to do research.
d) To doctorate candidates, the result of this
study is expected to promote interest of the
doctorate candidates in education
management to conduct a deeper study, so as
to have more novelty and research variety.
e) To society, people around the institution are
expected to learn to be more active and
sensitive to soldier performance.
f) To further researchers, it is expected that they
investigate soldier performance using other
variables such as local wisdom, locus of
control, self-efficacy, spiritual intelligence,
knowledge, corporate culture, reward,
soldier satisfaction, leadership style, etc.
ACKNOWLEDGEMENTS
I would like to express my gratefulness to the
Commander of the Indonesian National Armed
Forces, Chief of Staff of the Army, Head of the
Army Mental Development Office, Chair of the
Military Law College (STHM) who have given their
full support for this research.
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