Pengaruh Budaya Organisasi dan Profesionalisme ASN Terhadap Kinerja organisasi Badan Penelitian dan Pengembangan Kementerian Pertahanan
DOI:
https://doi.org/10.31334/0x4frw18Kata Kunci:
Organizational Culture, Civil Servants’ Professionalism, Organizational PerformanceAbstrak
This research is motivated by issues related to the organizational performance of the Research and Development Agency at the Ministry of Defense, such as the agency's SAKIP (Government Agency Performance Accountability System) score being among the lowest of the 22 working units within the Ministry. Furthermore, there are organizational culture problems, including structural and cultural barriers within the agency. The work culture in the agency remains hierarchical and does not sufficiently foster innovation. In addition, not all civil servants (ASN) at the agency feel highly motivated in carrying out their daily duties. The organizational culture and the professionalism of the civil servants have not fully supported optimal performance improvement. Therefore, this research aims to examine whether organizational culture and civil servants’ professionalism have a significant influence, both partially and simultaneously, on the organizational performance of the Research and Development Agency at the Ministry of Defense. This research employs an explanatory survey method with a quantitative approach. Both primary and secondary data were used, collected through questionnaires. The sample consisted of 69 employees of the Research and Development Agency, selected using the simple random sampling (SRS) technique. The data analysis methods include multiple linear regression, hypothesis testing, and coefficient of determination. The findings show that organizational culture has a positive and significant influence on organizational performance, accounting for 72.9%. Civil servants’ professionalism also has a positive and significant influence, contributing 84.3% to performance. Simultaneously, organizational culture and civil servants’ professionalism jointly have a very significant influence on organizational performance, with a contribution of 87.2%.
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