Improving the Performance of Personnel at the Criminal Investigation Agency of the Indonesian National Police (Polri) Based on Organizational Learning

Allan Marthin Manurung

Abstract


This study is an explanatory research with an associative approach aimed at examining the relationships and effects among police organizational learning, personnel capability, and police personnel performance. The population consisted of all personnel of the Directorate of Certain Criminal Acts of the Criminal Investigation Agency of the Indonesian National Police, totaling 290 personnel. The sample size was determined using the Slovin formula with a 5 percent margin of error, resulting in 102 respondents. The sampling technique employed was non-probability sampling using a convenience sampling approach based on accessibility of respondents as well as time and cost efficiency considerations. The data used in this study consisted of primary and secondary data. Primary data were collected through closed-ended questionnaires distributed to respondents using a five-point interval scale ranging from strongly disagree to strongly agree. Data analysis was conducted using the Structural Equation Modeling approach based on Partial Least Squares. The results indicate that organizational learning has a positive and significant effect on personnel capability. Organizational learning also has a positive and significant effect on personnel performance. In addition, personnel capability has a positive and significant effect on police personnel performance. These findings suggest that stronger organizational learning practices within the police institution enhance personnel capability, which in turn improves personnel performance in carrying out law enforcement duties, public service, and the maintenance of security and public order. The study implies that strengthening an organizational learning culture and improving individual capability are key factors in promoting professional, responsive, and adaptive police personnel performance in responding to dynamic operational challenges.


Keywords


Capability; Learning; Organizational; Performance; Personnel.

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References


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DOI: https://dx.doi.org/10.30659/jrbi.v23i2.52842

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