Exploring Organizational Climate on Transportation Department in West Bandung Regency

Home , Bandung Regency, Regency (Indonesia)

Kontigensi : Scientific Journal of Management Volume 7, No. 1, Juni 2019, pp. 1 - 7 ISSN 2088-4877

Senen Machmud Sekolah Tinggi Ilmu Ekonomi Pasundan, Bandung E-mail: [email protected]

ABSTRACT

This study explores the factors that shape the organizational climate in one of the government agencies that deal with the field of transportation in West Bandung Regency. The research method uses a cross-section approach that uses 71 respondents in one government agency in West Bandung Regency. Data analysis techniques used Exploratory Factor Analysis (EFA) to validate the factors that make up the organizational climate. The results show that there are 3 (three) factors that make up the organizational climate, namely Situation and Rules, Relationships, and Work, that can explain 55.73% of the overall research instrument.

Keywords: organizational climate, employees, organization.

INTRODUCTION Therefore, if a company wants to have quality human resources who can work following The most crucial problem currently faced by the company's objectives, the company must be the Indonesian people, especially in the able to manage its human resources, starting corporate organization environment, is the from the first recruitment, selection system, problem of human resources. One aspect of training system, payroll system, and so on. human resources in a company is very vital, (Stone & Deadrick, 2015) because the organization's contribution to the The role of human resource management is success or failure of a company to achieve its vast because HRM is a science that regulates goals depends on the management of its the relationships and functions of organizational resources. (Albrecht, Bakker, Gruman, Macey & resources owned by individuals effectively and Saks, 2015). efficiently and can use optimally to achieve common goals of the company, employees, and

1 Kontigensi : Scientific Journal of Management Volume 7, No. 1, Juni 2019, pp. 1 - 7 ISSN 2088-4877 society (Noe, Hollenbeck, Gerhart & Wright, humans in an organization where they carry out 2017). their work. It was said by other experts also that Managing human resources in an organizational climate is an environment where organization involves the design and the employees of the organization do their job implementation of human resource planning, the (Schneider, González-Romá, Ostroff & West, development, and management of employee 2017). So it is clear that climate can affect careers, evaluating them, making compensation performance (Zacher & Yang, 2016) or work systems, and managing good relations between performance (Glisson, 2015) and job satisfaction employees and the organization. (Armstrong & (Abou Hashish, 2017) and commitment (Steers Taylor, 2016) Further management of human & Lee, 2017) of employees. resources in organizations also involves management decisions and practices related to LITERATURE REVIEWS the sustainability of the organization. Some obstacles in evaluating human Davis & Newstorm (2008) put forward the resources in organizations are problems that are notion of organizational climate as an often faced by companies. One obstacle that is environment and working conditions that are felt usually met by companies is the fact that there is by workers directly. Davis & Newstorm's (2008) a phenomenon of human resources in the statement implies that the organization's climate organization that does not yet have the ability is a working condition that is felt by employees in following the field of work. Of course, to produce the environment of the organization. The highly productive human resources, indication of the working atmosphere concerns comprehensive and comprehensive planning matters relating to the situation in the and evaluation are needed. Here the role of the organization, both those that are felt and not organization becomes decisive as the main directly felt by workers. prerequisite for successful employee According to Schneider, Ehrhart & Macey performance efforts, namely organizational (2013) that organizational climate is a feeling of support. One of the organizations' supports is environmental quality in the organization that felt the work climate. (Tsai, Horng, Liu & Hu, 2015; directly, and the employee experiences it and Syaifuddin & Sidharta, 2017). influences their behavior. The behavior can be in In organizational culture, there is a cultural the form of productive or counterproductive climate that has a role in encouraging employees performance, where it influenced by the work to achieve adequate work productivity (Destler, climate that exists in the organization at work. 2016). Employees can feel directly the situation Meanwhile, according to Davis & Newstorm and conditions of the organization's climate as (2008) that organizational climate is a concept said by Davis & Newstrom (2008), which states that is felt by workers of the situation and the organizational climate as the environment conditions in the corporate environment at work; and working conditions that are felt by workers of course, the case and the perceived conditions directly. expected to achieve the organizational goals set The statement of Davis & Newstrom (2008) by the company. Shanker, Bhanugopan, Van der implies that the climate of the organization Heijden & Farrell (2017) prove that concerns all situations that exist or are faced by organizational climate can contribute to

2 Kontigensi : Scientific Journal of Management Volume 7, No. 1, Juni 2019, pp. 1 - 7 ISSN 2088-4877 innovative behavior and have an impact on 2. Relationships (Indicators of Personal organizational performance. Relationships and Familiarity) Based on the above explanation that the 3. Work (satisfaction and completion organizational climate is one of the essential indicators) roles for the organization in achieving 4. Rules (indicators of Welfare, Punishment / organizational goals. Organizational climate is Rewards, and Careers) expected to form productive behaviors and can minimize counterproductive behaviors within the Data analysis techniques used Exploratory organization. So that productive and innovative Factor Analyzer (EFA). behavior is expected to fulfill the vision and mission of the organization that realized by organizational climate. (Wallace, Edwards, Paul, RESULTS AND DISCUSSION Burke, Christian & Eissa, 2016). Based on the results of data processing, it

known that validity and reliability are as follows: RESEARCH METHODS

The research location is one of the agencies that handle the transportation sector in West Table 1. Test results for validity and reliability Bandung Regency. In this research, the object of research is the Organizational Climate. The Item Correlation Cronbach's subject in these study agencies that deal with the Alpha field of transportation in West Bandung Regency. Based on these research variables, it will Item1 .652 .868 analyze the factors that make up the Item2 .518 .875 Organizational Climate. The duration of the study Item3 .678 .867 Item4 .512 .875 is 4 (four) months in 2018. Item5 .376 .880 The sampling technique used was purposive Item6 .543 .874 sampling, so in this study, the number of Item7 .683 .867 samples the author got was 71 employees. Item8 .494 .876 Item9 .308 .886 The research method used is an informative Item10 .592 .872 survey method, which is survey research used to Item11 .703 .866 explain causal relationships and hypothesis Item12 .396 .880 Item13 .535 .874 testing. In this study, I was using a sample of the Item14 .654 .869 population determined by using a questionnaire Item15 .540 .875 as a data collection tool used as a test in research. Based on the above table 1, it known that A variable that excelled is an organizational the validity is higher than the cut-off value of 0.3, climate consisting of 4 (four) dimensions adopted and the reliability value is above 0.7. The from Davis & Newstorm (2008), namely: detailed results with a Mean value of 3,630, Variance of 29,623, and Std. Deviation of 1. Situation (indicators of Regularity and 5.44266. Cooperation)

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The EFA results show the KMO and Item4 .667 .428 Bartlett's Test value of .747 with a degree of Item5 .615 .852 freedom 105 and a sig value of .000. These Item6 .481 .408 results explain that the instrument used can Item7 .760 .583 Item8 .360 .338 explain 74.4% so that the EFA model can Item10 .400 .387 continue. Item11 .712 .644 Communalities results show that there are Item13 .578 .662 statement items that are less than 0.3, namely Item14 .711 .690 statement item no. 9, which is 0.214, and Item15 .621 .416 statement item no. 12, which is 0.25. The results of the Total Variance Explained Table 2. First Test Communalities Results can be explained by three factors that make up Item Initial Extraction the organizational climate where factor 1 can Item1 .738 .761 explain 40.14%, factor 2 can explain 9.02%, and Item2 .538 .469 factor 3 can explain 6.56% with a total Item3 .749 .740 accumulated value of 55, 73% of all factors can Item4 .691 .488 explain the organizational climate variable. Item5 .648 .698 Item6 .529 .464 Table 4. Results of Testing All Factors Item7 .765 .871 Item8 .369 .336 Forming Organizational Climate Variables Item9 .434 .214 Fac Initial Eigenvalues Extraction Sums of Item10 .456 .422 tor Squared Loadings Item11 .748 .601 Tot % of Cumul Tot % of Cumul Item12 .366 .255 al Varia ative % al Varia ative % nce nce Item13 .583 .579 1 5.6 43.44 43.44 5.2 40.14 40.145 Item14 .711 .689 2 1.4 11.31 54.75 1.1 9.02 49.170 Item15 .652 .911 3 1.3 10.02 64.77 .85 6.56 55.735 4 .98 7.53 72.31 The next step is to do the second EFA 5 .80 6.17 78.49 analysis by issuing statement items that have 6 .61 4.76 83.25 7 .56 4.37 87.62 Communalities values below 0.3 so that only 13 8 .45 3.51 91.13 statement items tested for EFA. 9 .41 3.16 94.29 The second test results showed an increase 10 .27 2.12 96.42 in the value of KMO and Bartlett's Test. 751 with 11 .22 1.69 98.12 12 .13 1.06 99.19 a degree of freedom 78 and a sig value of .000. 13 .10 .80 100.00 With an amount of Communalities greater than 0.3, as shown in the following table 3: In detail, it can be seen that based on the matrix pattern. Table 3. Results of the Second Testing Communalities Table 5. Results of Matrix Forms That Form Item Initial Extraction Organizational Climate Variables Item1 .736 .763

Item2 .528 .513 Item3 .748 .563 Factor

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1 2 3 statement no 15 namely, the existing career Item1 -.835 development system makes the same opportunity for every employee, meaning that Item2 -.753 employees feel that there is still a subjective Item3 .393 assessment of employee promotion in career Item4 .404 development. If seen further on the dimensions Item5 .899 of the organizational climate, then it can be seen Item6 -.616 that the dimensions of the relationship have the Item7 .644 lowest score. The result illustrates that the Item8 .557 relationship between personal and familiarity in Item10 .479 the organizational environment is still Item11 .545 inadequate. The results show that there are 3 Item13 .856 (three) factors that make up the organizational Item14 -.537 climate, namely Situation and Rules, Item15 .597 Relationships, and Work, that can explain 55.73% of the overall research instrument. Based on the matrix, factor 1 is formed by Following the opinion of Davis & Newstorm item 3, item 7, item 8, item 10, item 11, item 13, (2008) that organizational climate can direct and item 15. Factor 2 is formed by item 4 and employee behavior following the situations and item 5, while factor 3 is formed by item 1, item 2, conditions they feel and can be a differentiator item 6, and item 14. Whereas based on the between one organization to another. The structural matrix, the following causes are practice is a response to the perceptions felt by known: employees so that the better the perceived Table 6. Results of Structural Phrases of opinions of the situations and conditions in the Organizational Climate Variables work environment will be better their behavior and can produce productive and innovative behavior following the vision and mission of the Factor 1 2 3 organization. Likewise, what has happened in 1 1.189 transportation agency organizations has shaped 2 .739 1.268 the organizational climate to realize optimal 3 1.211 -.591 2.902 public services.

Based on the exposure of respondents' CONCLUSIONS answers in the category quite well, this means that the employees are adequate. However, out Based on the respondent's explanation of the 13 statement items, there is a statement about Organizational Climate, it is in the quite that has a low value, item statement number 5, good category; however there are still weak which is in the environment where I work an aspects, namely in the environment where I work excellent personal relationship among personal relationships among employees are employees, including between superiors to excellent, including between superiors to subordinates and vice versa, meaning that subordinates and vice versa and with the employees still do not have harmonious relations existing career development system making between employees and superiors. And item equal opportunities to each employee.

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