The Role of Organizational
Culture in Mediating the Improvement of the Performance of the Indonesian
Marine Corps
Endi Supardi1*, Willy Arafah2, Sarfilianty Anggiani3
Universitas Trisakti , West Jakarta, DKI Jakarta, Indonesia1,2,3
Email: [email protected]1*, [email protected]2, [email protected]3
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ABSTRACT |
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Role of Organizational,
Organizational Culture, Mediating, Improvement, Performance, Marine Corps. |
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The study
examines specific aspects of organizational performance within the Indonesian
Navy (TNI AL), with a particular focus on the Marine Corps, essential for
safeguarding Indonesia's maritime sovereignty. Utilizing quantitative methods
and a survey approach, data was gathered from middle officers serving across
11 Marine Corps units over the past 5 years. Findings indicate that strategic
leadership style, career development, and strategic competence of human
resources significantly influence organizational performance within the
Marine Corps. These factors, alongside organizational culture, are pivotal in
shaping and sustaining performance levels. Importantly, the research
underscores the importance of understanding these dynamics for Marine Corps
management to enhance performance and achieve long-term objectives,
particularly in navigating the complexities of globalization. Additionally,
while rooted in the context of the Indonesian Navy, the implications of these
findings extend to broader organizational settings, highlighting their
potential applicability beyond the specific context of the TNI AL and Marine
Corps. |
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INTRODUCTION
Good organizational performance is significant for the
Indonesian Navy (TNI AL) because it can affect the task's success. Prakoso
In the Indonesian
Navy, organizational performance can be measured by maintaining national
security, meeting task demands, and ensuring operational readiness
In an increasingly
dynamic era of globalization, organizations and institutions worldwide face
complex challenges in achieving optimal performance
The Indonesian
National Army (TNI) is a state instrument in the field of defense that has the
main task of upholding state sovereignty, maintaining the territorial integrity
of the Unitary State of the Republic of Indonesia (NKRI) based on Pancasila and
the Constitution of the Republic of Indonesia Year 1945, and protecting the
entire nation and all Indonesian bloodshed from threats and disturbances to the
integrity of the country and state. The Indonesian Navy is a state instrument
that has the task of defending the sovereignty of the Indonesian Sea.
In carrying out its
duties, the Navy is supported by several Main Commands (Kotama), which play an essential
role in maintaining Indonesian sovereignty. Referring to Presidential
Regulation Number 66 of 2021 concerning the organizational structure of the
Indonesian National Army, the Navy-Marine Corps is one of the Kotama operating
in this aspect. The Marine Corps has a role as the Main Command of TNI
Operations (Kotama Ops TNI), which is responsible for conducting amphibious
operations, coastal defense operations, and strategic outer island security
operations in the context of War Military Operations (OMP) and Military
Operations Other than War (OMSP), as well as other operations by the policy of
the TNI Commander.
As the First
Operations Command, the Marine Corps is responsible to the Chief of Staff of
the Indonesian Navy as a force builder and prepares its combat capabilities for
use at any time by the TNI Commander. To optimize the implementation of the
tasks of the Marine Corps, the Chief of Staff of the Indonesian Navy issued
Kasal Regulation Number 19 of 2022 concerning Organization and Duties.
The literature
review identified Organizational performance as one of the most critical
indicators of capital structure influence
The success of the
Marine Corps in carrying out its duties is determined by the ability of the
Marine Corps to show optimal organizational performance with all the resources
it has. According to Sapta
The results of the
BPK audit of financial statements, which stated that there were findings of
control weaknesses in financial management and reporting in the ranks of the
Navy, including in the Marine Corps (BPK, 2022), are a sign that the
organizational performance of the Marine Corps still requires more attention in
efforts to improve.
In the context of
innovation and technology, the use of information and communication technology
(ICT) can be one way to improve the organizational performance of the Navy,
including the Marine Corps. Implementing an integrated and efficient management
information system can help improve operational effectiveness and decision-making
Efforts to improve
the organizational performance of the Marine Corps must also be supported by
the development of quality human resources (HR). HR training and development,
including effective leadership programs, are critical in improving the Marine
Corps's performance and ability to face complex challenges
In addition, the
management of material and non-material resources also needs to be improved to
support the operational performance of the Marine Corps. In this regard, budget
optimization and maintenance of equipment and facilities are critical factors
in ensuring the operational readiness of the Marine Corps
It can be concluded
that the Organizational performance of the Indonesian Navy-Marine Corps plays an
essential role in supporting the success of the Navy's mission and tasks in
maintaining Indonesia's maritime sovereignty. Organizational performance
improvement can be achieved through various efforts, including applying
sophisticated information and communication technology, developing quality
human resources, and optimizing material and non-material resource management.
Thus, the Navy-Marine Corps can be more effective in carrying out its duties
and face increasingly complex challenges in the current era of globalization.
Quantitative
methods with a survey approach were used in this study to collect data on the
variables investigated. The object of research is middle officers from
lieutenant colonel to colonel who have served in 11 work units under the Marine
Corps for the last 5 years (2019-2023). Data was collected through
questionnaires given to respondents, a common data collection technique in
surveys. A cross-sectional approach is used, in which data is collected once at
one particular time. The variables are divided into dependent, independent, and
control variables. The dependent variable is organizational performance,
measured through four dimensions: work productivity, responsiveness,
responsibility, and accountability. While the independent variable consists of
three variables: strategic leadership style, career development, and strategic
competence of human resources. Each variable was measured using the Likert
scale with five response levels, from strongly disagree to strongly agree.
This research
method uses a statistical analysis approach to analyze data. Data were analyzed
using confirmatory factor analysis (CFA) techniques to test construct validity
and regression techniques to test relationships between variables. The
reliability test used a Cronbach alpha value of > 0.6 for each variable
questionnaire. The reliability test results show that all variables are
reliable because they meet the minimum requirements of Cronbach's alpha
reliability coefficient > 0.60. The data analysis technique used is SEM
(structural equation modeling) analysis using AMOS 25 software. Path diagrams
are used to understand causality relationships between variables in the
developed model.
Before analyzing
the hypothesis, the overall suitability of the model is tested using several
measurement criteria, such as chi-square, RMSEA, GFI, NFI, TLI, and CFI. The
test results show that the developed model meets the established fit criteria.
Then, a confirmatory factor analysis (CFA) was carried out to test the extent
to which the proposed construct model was based on empirical data. The results
of the CFA show that the proposed model is based on empirical data.
RESULTS
To know whether the relationship between
variables is significant, the CR value must be greater than 1.96. There is no
fixed measurement of significance levels. Still, the most common significance
levels are 1%, 5%, and 10% (Ghozali, 2018: 40). Hypothesis analysis is carried
out by observing CR (Critical Ratio) values in the AMOS 25 output table based
on regression weights. Here is a table of the results of testing the hypothesis
of direct variables.
Table 1. Results of Direct Variable
Hypothesis Testing
|
Hypothesis |
Estimate |
p-value |
Result |
|
|
H1 |
There is a positive
influence of strategic leadership style on organizational performance. |
0,035 |
0,000 |
Hypothesis supported |
|
H2' |
There is a positive influence of career development on organizational
performance. |
0,033 |
0,000 |
Hypothesis supported |
|
H3 |
There is a positive influence of Strategic Competence Human Resources on
Organizational Performance |
0,034 |
0,000 |
Hypothesis supported |
|
H4 |
There is a Positive Influence of Organizational Culture on
Organizational Performance |
0,019 |
0,000 |
Hypothesis supported |
|
H5 |
There is a positive influence of strategic leadership style on
organizational culture. |
0,018 |
0,000 |
Hypothesis supported |
|
H6 |
There is a Positive Influence of Career Development on Organizational
Culture |
0,022 |
0,000 |
Hypothesis supported |
|
H7 |
There is a Positive Influence of Strategic Human Resources Competence on
Organizational Culture |
0,082 |
0,000 |
Hypothesis supported |
Hypothesis
1
Ho: Strategic
leadership style has no positive influence on organizational performance.
Ha: Strategic
leadership style has a positive influence on organizational performance.
Hypothesis 1 is done to test whether strategic
leadership style has a positive influence on organizational performance. The data
processing results, as shown by an estimated value of 0.35, mean that strategic
leadership style positively affects organizational performance mediated by
organizational culture. It is said that the results are significant because the
p-value obtained is stated to have met the requirements to accept the
hypothesis, namely the significance level value of 0.000 below the p-value of 0.05,
which means Ho is not supported (Ha is supported), so that the hypothesis that
states strategic leadership style has a positive influence on organizational
performance is proven.
Hypothesis
2
Ho: There
is no positive influence of career development on organizational performance.
Ha: Career
development positively influences organizational performance.
Hypothesis 2 is done to test whether career
development has a positive influence on organizational performance. The data
processing results shown through an estimated value of 0.033 mean that career
development positively affects organizational performance. It is said that the
results are significant because the p-value obtained is stated to have met the
requirements to accept the hypothesis, namely the significance level value of
0.000 below the p-value of 0.05, which means Ho is not supported (Ha is
supported), so that the hypothesis that states career development has a
positive influence on organizational performance is proven.
Hypothesis
3
Ho: Human
resources strategic competence has no positive influence on organizational
performance.
Ha: There
is a positive influence of human resources strategic competence on
organizational performance.
Hypothesis 3 is carried out to test whether there
is a positive influence of strategic competence of human resources on
organizational performance. The data processing results shown through an
estimated value of 0.034 mean that the strategic competence of human resources positively
affects organizational performance. It is said that the results are significant
because the p-value obtained is stated to have met the requirements to accept
the hypothesis, namely the significance level value of 0.000 below the p-value
of 0.05, which means Ho is not supported (Ha is supported), so that the theory
that states strategic competence human resources have a positive influence on
organizational performance is proven.
Hypothesis
4
Ho: There
is no positive influence of organizational culture on organizational
performance.
Ha: Organizational
culture has a positive influence on organizational performance.
Hypothesis 4 is carried out to test whether organizational
culture has a positive influence on organizational performance. The data
processing results, shown through an estimated value of 0.019, mean that
organizational culture positively affects organizational performance. It is
said that the results are significant because the p-value obtained is stated to
have met the requirements to accept the hypothesis, namely the significance
level value of 0.000 below the p-value of 0.05, which means Ho is not supported
(Ha is supported), so that the theory that states organizational culture has a
positive influence on organizational performance is proven.
Hypothesis
5
Ho: Strategic
leadership style has no positive influence on organizational culture.
Ha: Strategic
leadership style has a positive influence on organizational culture.
Hypothesis 5 is done to test whether there is a
positive influence of strategic leadership style on organizational culture. The
data processing results, shown through an estimated value of 0.018, mean that
strategic leadership style positively affects organizational culture. It is
said that the results are significant because the p-value obtained is stated to
have met the requirements to accept the hypothesis, namely the significance
level value of 0.000 below the p-value of 0.05, which means Ho is not supported
(Ha is supported), so that the theory that states strategic leadership style
has a positive influence on organizational culture is proven.
Hypothesis
6
Ho: There
is no positive influence of career development on organizational culture.
Ha: Career
development has a positive influence on organizational culture.
Hypothesis 5 was conducted to test whether career
development positively influences organizational culture. The data processing
results, shown through an estimated value of 0.022, mean that career
development positively affects organizational culture. It is said that the
results are significant because the p-value obtained is stated to have met the
requirements to accept the hypothesis, namely the significance level value of
0.000 below the p-value of 0.05, which means Ho is not supported (Ha is
supported), so that the hypothesis that states career development has a
positive influence on organizational culture is proven.
Hypothesis
7.
Ho: Human
resources strategic competence has no positive influence on organizational
culture.
Ha: There
is a positive influence of human resources strategic competence on
organizational culture.
Hypothesis 5 is carried out to test whether there
is a positive influence of strategic competence of human resources on
organizational culture. The data processing results, shown through an estimated
value of 0.082, mean that strategic competence in human resources positively
affects organizational culture. It is said that the results are significant
because the p-value obtained is stated to have met the requirements to accept
the hypothesis, namely the significance level value of 0.000 below the p-value
of 0.05, which means Ho is not supported (Ha is supported) so that the
hypothesis that states strategic competence human resources have a positive
influence on organizational culture is proven.
Hypothesis
8.
Ho: There
is no positive influence of strategic leadership style on organizational
performance mediated by organizational culture
Ha: There
is a positive influence of strategic leadership style on organizational
performance mediated by organizational culture.
Based on the results of the hypothesis 8 test
shown in the table above, it is known that the test estimation parameter positively
influences strategic leadership style on organizational performance mediated by
organizational culture. It shows that the results of the statistical test Sobel
value obtained are declared eligible to accept the hypothesis, namely with a
significance level value of 0.000 below a p-value of 0.05, with an estimate of 0.334 so that Ha
is supported, or it says H0 is not supported. Thus, it is stated that strategic
leadership style positively influences organizational performance mediated by
organizational culture, as evidenced by complete mediation, because the
estimated impact of mediation is more significant than the direct influence.
Hypothesis
9
Ho: There
is no positive influence of career development on organizational performance
mediated by organizational culture.
Ha: Career
development positively influences organizational performance mediated by
organizational culture.
Based on the results of the hypothesis 9 test
shown in the table above, it is known that the test estimation parameter positively
influences career development on organizational performance mediated by
organizational culture. It shows that the results of the statistical Sobel test
value obtained are declared eligible to accept the hypothesis, namely the
significance Sobel test value of 0.000 below the p-value of 0.05, with an
estimate of 0.235 so that Ha is supported or said H0 is not Supported. Thus, it
is stated that career development positively influences organizational
performance mediated by organizational culture, as evidenced by complete
mediation, because the estimated impact of mediation is more significant than
the direct influence.
Hypothesis
10
Ho: There
is no positive influence of strategic competence human resources on
organizational performance mediated by organizational culture.
Ha: There
is a positive influence of strategic competence of human resources on
organizational performance mediated by organizational culture.
Based on the results of the hypothesis 10 test
shown in the table above, it is known that the test estimation parameter positively
influences the strategic competence of human resources on organizational
performance mediated by organizational culture. This shows that the results of
the statistical test Sobel value obtained are qualified to accept the
hypothesis with a significance level value of 0.000 below the p-value of
0.05, so that Ha is
supported, or it says H0 is not supported. Thus, it is stated that there is a
positive influence of strategic competence of human resources on organizational
performance mediated by organizational culture as evidenced by complete
mediation because the estimated open garih mediation is greater than the direct
influence.
Table 6. Summary of Proposed Research Hypothesis
Testing Results
|
Hypothesis |
Result |
|
|
H1 |
There is a positive influence of strategic leadership style on
organizational performance. |
Hypothesis accepted |
|
H2 |
There is a positive influence of career development on organizational
performance. |
Hypothesis accepted |
|
H3 |
There is a positive influence of Strategic Competence Human Resources on
Organizational Performance |
Hypothesis accepted |
|
H4 |
There is a Positive Influence of Organizational Culture on
Organizational Performance |
Hypothesis accepted |
|
H5 |
There is a positive influence of strategic leadership style on
organizational culture. |
Hypothesis accepted |
|
H6 |
There is a Positive Influence of Career Development on Organizational
Culture |
Hypothesis accepted |
|
H7 |
There is a Positive Influence of Strategic Human Resources Competence on
Organizational Culture |
Hypothesis accepted |
|
H8 |
There is a positive influence of strategic leadership style on
organizational performance mediated by organizational culture |
Hypothesis accepted |
|
H9 |
There is a positive influence of career development on organizational
performance mediated by organizational culture |
Hypothesis accepted |
|
H10 |
There is a positive influence of Strategic Competence Human Resources on
Organizational Performance mediated by Organizational Culture |
Hypothesis accepted |
Source: Data Processed by Researchers (2024)
The positive influence of strategic leadership
style on organizational performance.
The first hypothesis
examines the direct influence of strategic leadership style on organizational performance. This finding aligns with
the research of Dimitrios Belias (2014), who emphasized that vision is a significant
aspect of leadership and is closely related to organizational performance.
Similarly, the results of Sugito Efendi's
The test results
prove that the positive influence of strategic leadership style on
organizational performance is a crucial aspect of managerial success and
performance, especially in the Marine Corps. In this study, involving 315
respondents, the strategic leadership style variable showed an average value of
3,793, reflecting that respondents had a level of strategic leadership style
that was close to good or well implemented in all work units. The largest
contribution to this variable was the statement, "The strategic decisions
I make are based on an in-depth analysis of internal and external factors
affecting the organization," with an average score of 3,883. On the other
hand, the lowest indicator value was 3.727 in the statement, "The Marine
Corps effectively invests time and resources in the development of officers'
competencies and skills, especially at the Pamen (Lt. Col. and Colonel)
level."
The most dominant
dimension contributing to the strategic leadership style variable is
determining strategic dimensions, with an average value of 3,873. This
dimension includes effectively identifying strategic dimensions relevant to
achieving long-term goals based on an in-depth analysis of internal and
external factors affecting the organization. This shows that applying a strategic
leadership style in achieving organizational performance can be realized
optimally.
Meanwhile, the
organizational performance variable showed an average value of 4,238,
illustrating that respondents had good organizational performance across Marine
Corps work units. The highest score on this variable contribution was 4,311,
according to the statement, "The Marine Corps Task Force with which I work
always sets out the details of the duties and responsibilities of all
organizations and all members of the Marine Corps clearly and in alignment with
the vision, mission, and goals of the Marine Corps." In contrast, the
lowest indicator value was 4.178, appearing in the statement, "The Marine
Corps Satker where I work always ensures an effective internal control system
in the management of existing resources."
Responsibility is the
most dominant dimension contributing to organizational performance variables,
with an average value of 4,256. This dimension shows that all Marine Corps work
units always comply with government, TNI/Navy general, and general commander's
regulations. The Marine Corps task force also has clear and easy-to-understand
information for members, which positively affects the organizational
performance of the Marine Corps.
The positive influence of career development on
organizational performance.
The findings of
various studies cited in this paper reveal the importance of career development
in its influence on organizational performance, especially in the Marine Corps.
Ehrhardt & Sharif
As explained by Gowan
Furthermore, career
development also plays a role in influencing employee retention and turnover
rates, as mentioned by Weber
Research by Yukl
Based on the results
of inferential statistical testing obtained from the results of research
involving 315 respondents, the career development variable showed an average
value of 3,801, indicating that respondents had a good or well-carried out
career development level in all work units. The highest contribution to this
variable was in the statement, "The opportunity to participate in various
trainings is very wide open," with an average value of 3.873. In contrast,
the lowest indicator score was 3.711 in the statement, "The Marine Corps
is actively implementing performance quality improvement measures to improve
operational efficiency and effectiveness."
Furthermore, the
organizational performance variable showed an average value of 4,238,
indicating that respondents had good organizational performance across Marine
Corps work units. The highest score on this variable contribution was 4,311,
according to the statement, "The Marine Corps Task Force with which I work
always sets out the details of the duties and responsibilities of all
organizations and all members of the Marine Corps clearly and in alignment with
the vision, mission, and goals of the Marine Corps." While the lowest
indicator value is 4.178, it appears in the statement, "The Marine Corps
Satker where I work always ensures an effective internal control system in the
management of existing resources."
Career clarity is the
most dominant dimension contributing to the career development variable, with
an average score of 3,822. This dimension includes promotion, especially at the
Pamen level (Lieutenant Colonel and Colonel), carried out clearly and
periodically. Middle officers also have vast opportunities to become heads/leaders
or deputy heads/leaders. Thus, applying career development to achieve
organizational performance can be realized optimally.
The
positive influence of strategic competence human resources on organizational
performance
Salma Kharim's
findings (2020) highlight the importance of implementing strategic human
resources competence in human resource management to improve operational
performance. This research shows that the effectiveness of this strategy not
only impacts personnel's understanding of tasks but also strengthens fighting
power, tenacity, and motivation in carrying out the tasks given. Wright
In addition to
increasing the retention rate of competent employees and reducing turnover
rates, this strategy also positively impacts overall organizational efficiency,
as explained by Alshaikhmubarak
The influence of
strategic competence of human resources on organizational performance is an
aspect of this study's formulation of hypothesis 3, involving 315 respondents
in work units under the Marine Corps. The variable strategic competence human
resources showed an average value of 3,903, indicating that respondents had good
strategic competence in human resources or were well-implemented in all work
units. The highest score in this variable's contribution was 4.048 in the
statement "I have the will to always increase motivation in daily
life," while the lowest score was 3.749 in "I have mastery of the task
I have to do."
The most dominant
dimension in contributing to the strategic competence variable of human
resources is fighting power, with an average value of 4,039. This dimension
includes the willingness of officers to complete tasks unyieldingly, tenacity
in completing tasks, and willingness to always increase motivation in daily
life. Thus, applying strategic competence in human resources to achieve
organizational performance can be realized effectively.
The organizational
performance variable showed an average score of 4,238, indicating that
respondents had good organizational performance across Marine Corps work units.
The highest score in this variable contribution was 4,311 on the statement,
"The Marine Corps Satker I work for always sets out the details of the
duties and responsibilities of all organizations and all members of the Marine
Corps clearly and in alignment with the vision, mission, and goals of the
Marine Corps." While the lowest score was 4,178 in the statement "the
Marine Corps task force where I work always ensures an effective internal
control system in the management of existing resources." Responsibility is
the most dominant dimension in contributing to organizational performance
variables, where all Marine Corps work units always comply with regulations and
have clear and easily understandable information by members that affect
organizational performance.
The results of
hypothesis 3 testing, which examines the positive influence of strategic
competence of human resources on organizational performance, showed significant
results. Data analysis yields an estimate of 0.035, indicating that strategic
competence of human resources positively impacts organizational performance.
The significance of this finding is reinforced by a p-value of 0.000, which is
smaller than the significance level of 0.05. Hence, the null hypothesis (Ho)
and the alternative hypothesis (Ha) are acceptable. Thus, it is concluded that
strategic competence in human resources significantly influences organizational
performance in the Marine Corps.
In the context of
application in the Marine Corps, it can be concluded that mastery of tasks and
continuous efforts to increase daily motivation is vital in achieving optimal
organizational performance. Effective internal control and compliance with
government regulations and internal rules are also essential in maintaining and
improving organizational performance. In developing human resource
competencies, focus not only on the technical aspects of work but also on
motivation, fighting spirit, and adherence to applicable rules.
The
positive influence of organizational culture on organizational performance.
This finding is in
line with various previous studies, including research by Musani, I., Arafah,
W., and Djati, S.
Research by Achdiat
et al.
In a study entitled
"Organizational Culture and Organizational Effectiveness" conducted
by Denison, D. R. in 2019, researchers investigated the influence of
organizational culture on organizational performance. Denison hypothesized that
organizational culture has a significant impact on organizational performance.
He views organizational culture as a critical factor that shapes an
organization's identity and unique characteristics, ultimately influencing how it
operates and achieves its goals.
The study's findings revealed
a significant impact of organizational culture on organizational performance.
Specifically, organizations with a robust and positively oriented culture
towards goals, innovation, and relationships exhibited higher performance than
those with weaker or less supportive cultures. The research involved 315
respondents from various work units under the Marine Corps, and the average
value for the organizational culture variable was 4.233. This indicated that
respondents perceived an excellent implementation of organizational culture
across all work units. Attention to detail emerged as the most dominant
dimension within the organizational culture variables, with an average value of
4.258. This dimension encompassed factors such as error prevention in reports
and documents, high compliance with established SOPs among middle officers, and
infrequent violations. The study emphasized that a strong organizational
culture is instrumental in achieving organizational performance. On the
performance front, respondents indicated an excellent overall organizational
performance with an average score of 4.238. The highest contribution in this
variable was observed in the statement emphasizing the Marine Corps' clear
delineation of duties and responsibilities in alignment with its vision,
mission, and goals, scoring 4.311. In contrast, the lowest score of 4.178 was
associated with the statement on the effectiveness of the internal control
system within the Marine Corps task force. The responsibility dimension emerged
as the most dominant factor in organizational performance variables,
highlighting the importance of regulatory compliance and clear communication
for optimal organizational performance.
Testing Hypothesis 4,
which examines the positive influence of organizational culture on
organizational performance, yields significant results. The data analysis
reveals an estimated value of 0.035, indicating a positive effect of
organizational culture on organizational performance, further supported by a
p-value of 0.000, which is lower than the significance level of 0.05, thus
accepting both the null hypothesis (Ho) and the alternative hypothesis (Ha).
Consequently, it can be concluded that organizational culture significantly
impacts organizational performance within the Marine Corps. Transparency in
promotions and adherence to standard operating procedures (SOPs) and
organizational rules in the Marine Corps highlight the crucial role of
organizational culture in achieving organizational objectives. Attention to
detail and compliance with regulations foster a structured work environment,
ultimately enhancing overall organizational performance. In conclusion, this
study underscores the significance of organizational culture in attaining
optimal performance. Marine Corps management can reinforce these aspects to
cultivate and sustain an influential organizational culture, while also
understanding the interplay between organizational culture and organizational
performance to inform future management policies and practices.
The
positive influence of strategic leadership style on organizational culture
This study's results
are consistent with findings from several previous studies. Research by Andrew
S Klein, Joseph Wallis, and Robert A. Cooke
This study examines
the influence of strategic leadership style on organizational culture,
involving 315 respondents from various work units within the Marine Corps. The
hypothesis test results revealed an average value of 3.793 for the strategic
leadership style variable, indicating excellent implementation across all work
units. The most dominant dimension contributing to this variable was the
determination of strategic dimensions, with an average score of 3.873. Shifting
to the organizational culture variable, respondents demonstrated an excellent
organizational culture with an average value of 4.233, and the most dominant
dimension contributing to it was attention to detail, with an average score of
4.258. The findings underscore the potential realization of organizational
performance through the practical application of strategic leadership style.
The hypothesis test
results show that strategic leadership style directly affects organizational
culture, with an estimated value of 0.035, indicating that strategic leadership
style positively affects organizational culture. The significance of this
result is reinforced by a p-value of 0.000, which is smaller than the
significance level of 0.05. Thus, the null hypothesis (Ho) and the alternative
hypothesis (Ha) are accepted, suggesting that the strategic leadership style significantly
influences organizational culture in the Marine Corps. In the Marine Corps, the importance of strategic
decisions based on in-depth analysis and adequate investment in developing
officer competencies and skills reflects strategic solid leadership.
In conclusion, the
findings of this study confirm that strategic leadership style has a
significant positive impact on organizational culture. Strategic decisions focusing
on in-depth analysis and investment in officer development create an
organizational culture supporting good performance. By understanding the
relationship between strategic leadership style and organizational culture,
Marine Corps management can take steps to strengthen and develop these elements
further. An exemplary implementation of a strategic leadership style can positively
create a solid organizational culture, affecting overall organizational
performance. This description highlights the importance of leadership's
strategic role in shaping an organizational culture that supports and empowers
organizational members to achieve goals.
The
positive influence of career development on organizational culture.
This study's results
are consistent with findings from several previous studies. Krishnan and
Tripathi
Research by Neneh
According to Deci and
Ryan
Based on the results
of inferential statistical testing, an estimated value of 0.035 was obtained,
which shows that career development has a positive effect on organizational
culture. This result is significant because the p-value (0.000) qualifies for
acceptance of the hypothesis with a significance level below 0.05. Thus, the
null hypothesis (Ho) and the alternative hypothesis (Ha) are accepted,
suggesting that career development significantly influences organizational
culture in the Marine Corps.
Career development in
the Marine Corps is significant because it periodically opens up opportunities
for training and promotion. Career clarity, especially for mid-level officers,
provides a foundation for establishing a supportive organizational culture.
This is reflected in the wide open opportunities in various aspects of the
career. Marine Corps management can use these findings to improve
organizational culture that supports optimal performance.
In conclusion, this
study shows that career development positively impacts organizational culture,
emphasizing the importance of investing in career and personal development to
form a quality organizational culture.
The
influence of positive strategic competence of human resources on organizational
culture
This research aligns
with previous research by Karim and Qamruzzaman
According to Cascio
The test results show
that the strategic competence of human resources positively influences
organizational culture. The partial hypothesis test shows a significant
influence on the dimension of fighting power, where officers are willing to
complete tasks, have an unyielding spirit, have tenacity, and have high daily
motivation. An estimated value of 0.035 indicates that strategic competence of
human resources positively affects organizational culture. The significance of
this result is marked by a p-value of 0.000, which is smaller than the
significance level of 0.05. Thus, the hypothesis that the strategic competence
of human resources positively influences organizational culture is acceptable.
In conclusion, the
strategic competence of human resources positively influences organizational
culture in the Marine Corps. The dimension of fighting power is the main
contributor to the application of strategic competence in human resources,
focusing on the willingness to complete tasks, resilience in the face of
obstacles, tenacity, and daily motivation. A good organizational culture is
reflected in the dimension of attention to detail, showing high compliance with
SOPs and minimal errors in reporting and documentation. Thus, it is proven that
the higher the influence of strategic competence of human resources on
organizational culture, the higher and more positive organizational performance
in the Marine Corps.
The
influence of upbeat strategic leadership style on organizational performance
mediated organizational culture.
This finding is
consistent with previous research by Priadana
A study entitled
"Ethical Leadership: A Social Learning Perspective for Construct
Development and Testing" conducted by Brown M. E.
The results showed
that a strategic leadership style oriented towards ethics and integrity significantly
influences organizational culture. A leadership style that focuses on morality
and ethics in making decisions will form an organizational culture oriented
towards ethical values and integrity that will create a trusted, fair, and
responsible work environment where employees feel valued and motivated to
contribute optimally.
The hypothesis test
results indicate a positive influence of the strategic leadership style on
organizational performance, with organizational culture acting as a significant
mediating factor. The calculated t-test Sobel value of 7.870, exceeding the table
t-value of 1.968, and a significance value of 0.000 below the threshold of 0.05
support the acceptance of the alternative hypothesis. This study affirms that
the strategic leadership style positively affects organizational performance
through complete mediation by organizational culture, where the mediating
influence outweighs the direct impact. In the Marine Corps context, a strategic
leadership style emphasizing in-depth analysis lays the foundation for a
supportive organizational culture. Factors such as military respect, obedience,
and esprit de corps mediate organizational culture, pivotal in the relationship
between strategic leadership style and performance. The study concludes that a
strong organizational culture, aligned with Marine Corps values, significantly
shapes performance more than the direct influence of leadership style,
highlighting the importance of cultural mediation. Overall, this research
deepens our understanding of the intricate dynamics between leadership,
organizational culture, and performance, enabling Marine Corps leaders to take
targeted steps to optimize organizational goal achievement.The positive influence of career development on organizational
performance mediated by organizational culture.
The findings align
with previous research showing a link between career development and
organizational performance. Research by Efa Wahyu Prastyaningtyas
According to Meyer
and Allen (2018), shows that when organizations provide opportunities for
career development, employees tend to be more attached to the company and
reinforce a positive work culture. The object of this study involves employees
of various levels in various industrial sectors. Furthermore, theories of
motivation and job satisfaction, as reinforced by Deci and Ryan's (2019)
research, show that organizational support in career development can increase
employee motivation and job satisfaction, positively affecting organizational
culture. This research was conducted in the United States.
The results of the
hypothesis test show that career development has a positive influence on
organizational performance mediated by organizational culture. The estimated
parameter of this test gave significant results, with a calculated t-test sobel
value of 6.339. The significance value of 0.000 is below the p-value of 0.05,
so the alternative hypothesis (Ha) that states the existence of a positive
influence is acceptable. Thus, this study confirms that career development can
positively affect organizational performance through organizational culture
mediation. The role of conciliation that occurs is complete mediation, where
the influence of mediation is greater than the direct influence.
In the Marine Corps, ensuring
training opportunities are wide open, increasing career clarity, and
maintaining an organizational culture that minimizes errors can be vital to
stimulating growth and improving organizational performance. The Marine Corps
can create an environment conducive to shared growth and success by
understanding and applying proven career development practices. As leaders, it
is essential to design policies and programs that support members' career
development so that they can make the maximum contribution to achieving
organizational goals.
In conclusion, this
study confirms that career development positively influences organizational
performance, with organizational culture acting as a mediator. By detailing the
variables and dimensions involved, the study provides a clear picture of how
career development can shape organizational culture and, in turn, affect
organizational performance. By understanding these dynamics, the Marine Corps
can take strategic steps to improve operational effectiveness and efficiency
and maintain an organizational culture that supports achieving long-term goals.
The
influence of positive strategic competence of human resources on organizational
performance mediated by organizational culture.
This finding aligns
with previous studies showing the relationship between strategic human resource
competence and organizational performance. Andrew S Klein, Joseph Wallis and
Robert A. Cooke (2013) found that leadership style is directly related to
cultural type and indirectly to organizational effectiveness. Similarly, Salma
Kharim (2020) highlights the direct effects of Organizational culture on
operational performance.
According to Senge (2020), highlighting that organizations that prioritize
the development of strategic HR competencies create an environment that
supports learning and innovation, which can improve organizational performance.
The research involved managers and employees of various business units in large
companies. According to Wright and McMahan (2018), applying strategic HR
competencies that focus on competitive differentiation can improve
organizational performance by establishing a culture that promotes superior
results.
Strategic competence in human resources is
a concept that refers to the ability of organizations to manage and optimize
human resources strategically to achieve business goals and competitive
advantage. On the other hand, organizational culture reflects the values,
norms, and beliefs held by members of the organization and significantly
influences employee behavior, motivation, and performance. This study aims to
investigate the effect of the strategic
competence of human resources on organizational performance mediated by
organizational culture by testing various relevant hypotheses.
The results of the
hypothesis test show that the strategic competence of human resources
positively influences organizational performance mediated by organizational
culture. The estimation parameter of this test gave significant results, with a
calculated Sobel test t value of 9.311. The significance value of 0.000 is
below the p-value of 0.05, so the alternative hypothesis (Ha) that states the
existence of a positive influence is acceptable. Thus, this study confirms that
the strategic competence of human resources can affect organizational
performance positively through organizational culture mediation, and the role
of mediation that occurs is complete mediation where the influence of mediation
is greater than the direct influence.
The Marines must
prioritize efforts to improve strategic human resource competence. This can
involve developing the ability of officers to complete tasks with high fighting
power, have tenacity in facing obstacles, and continually increase motivation
in daily life. Through this application, it is expected that the Marine Corps
can achieve optimal organizational performance.
As a leader, it is essential
to encourage the development of strategic competencies of human resources and
create an organizational culture that supports achieving long-term goals. By
understanding and applying best practices in strategic human resource
competence and ensuring the sustainability of a supportive organizational
culture, the Marine Corps can face tomorrow's challenges more readily and
effectively.
CONCLUSION
It was concluded that the majority of respondents
studied in the study on middle officers with the rank of lieutenant colonel to
colonel who had served in 11 work units under the Marine Corps for the last 5
years (2019-2023) gave objective answers through questionnaires that did not
ask for their identification. Of the ten hypotheses formulated and analyzed, all hypotheses received support from the research
findings. In detail, the results of hypothesis testing show that strategic
leadership style, career development, strategic competence in human resources,
and organizational culture significantly impact organizational performance in
the Marine Corps. Specific dimensions of these variables, such as determining
strategic dimensions for strategic leadership style, clarity of career for
career development, struggle power for strategic competence human resources,
and attention to detail for organizational culture, play a key role in
influencing organizational performance. In addition, the influence of strategic
leadership style, career development, and strategic competence of human
resources on organizational performance is also mediated by organizational
culture. It highlights the importance of strategic leadership, career
development, and human resource competency development in shaping and
maintaining a supportive organizational culture. By understanding the
interrelationships between these variables, Marine Corps management can take
appropriate steps to improve organizational performance and achieve its long-term
goals.
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Copyright holder: Endi Supardi, Willy
Arafah, Sarfilianty Anggiani (2024) |
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First publication rights: International
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