Improving the Performance of Kuningan Police Personnel through Organizational Culture with Organizational Commitment as a Mediating Variable
Abstract
Abstract.This study aims to analyze the influence of organizational culture and organizational commitment on the performance of Polres Kuningan personnel, by considering the role of job satisfaction as a mediating variable. In the context of a police organization that has a strategic task of maintaining public security and order, improving personnel performance is very important. A strong organizational culture and high organizational commitment are believed to be able to create a work environment that supports personnel productivity and dedication. This study uses a quantitative approach with an explanatory research method, and data were collected from 200 active personnel at Polres Kuningan who have worked for more than five years through a questionnaire.The research model was analyzed using Structural Equation Modeling (SEM) with the Partial Least Square (PLS) approach. The results showed that organizational culture has a positive and significant effect on personnel performance and organizational commitment. Organizational commitment is also proven to have a significant effect on personnel performance. Furthermore, the indirect effect analysis shows that organizational culture has an indirect effect on performance through organizational commitment, with a t-statistic value of 4.763 and a p-value of 0.000, indicating a statistically significant relationship. The R-square for the personnel performance variable is 0.684, indicating that 68.4% of the variation in performance can be explained by organizational culture and commitment. The implication of this study is that in order to improve the performance of police personnel, it is important for management to strengthen organizational culture through values such as professionalism, cooperation, excellent service, innovation, and exemplary behavior, as well as fostering affective, continuous, and normative commitment in members. These findings can be the basis for designing human resource management strategies in police institutions to be more adaptive and performance-oriented. In addition, this study also provides theoretical contributions to the development of studies on the relationship between organizational culture, commitment, and performance in the context of the public sector.
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DOI: http://dx.doi.org/10.30659/jrbi.v22i2.45473
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