The Influence of Spiritual Work Culture And Spiritual Leadership on Human Resource Performance Through Work Ethic as an Intervening Variable at Bank Indonesia Yogyakarta
Abstract
This study aims to analyze the influence of spiritual work culture and spiritual leadership on human resource performance through work ethics as an intervening variable at the Representative Office of Bank Indonesia in the Special Region of Yogyakarta. The research employed a quantitative approach using a survey method by distributing questionnaires to all permanent employees, totaling 57 respondents, using a census technique. Data analysis was conducted using Structural Equation Modeling based on Partial Least Squares (SEM-PLS) with the assistance of SmartPLS software. The results indicate that spiritual leadership has a positive and significant effect on work ethics, and work ethics has a positive and significant effect on human resource performance. On the other hand, spiritual work culture does not have a significant effect on work ethics. The mediation analysis reveals that work ethic does not mediate the effect of spiritual work culture on human resource performance, while it partially mediates the relationship between spiritual leadership and human resource performance. These findings suggest that spiritual leadership plays a more dominant role in shaping employees' work ethic compared to the internalization of organizational spiritual work culture. Overall, the research model demonstrates good predictive capability, with an R² value of 0.705 for work ethics and 0.673 for human resource performance, and a Q² value of 0.903, indicating very strong predictive relevance. This study provides theoretical implications by reinforcing the role of spiritual leadership as a key determinant in improving work ethics and human resource performance, and by highlighting the role of work ethics as an intervening variable in the relationship between spiritual leadership and performance. Practically, the findings can serve as a basis for Bank Indonesia's management to strengthen spiritual leadership practices and more effectively internalize organizational spiritual values in order to enhance employees' work ethics and performance.
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DOI: http://dx.doi.org/10.30659/jrbi.v23i1.51682
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