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THE INFLUENCE OF LEADERSHIP, ORGANIZATIONAL CLIMATE,
AND WORK MOTIVATION ON EMPLOYEE’S PERFORMANCE
Natalia Italiani
*
, Musmuliadi, Agustinus Diju
Master of Public Administration, Kutai Kartanegara University, Kutai Kartanegara, East Kalimantan,
Indonesia
*
nataliaitaliani6@gmail.com
PAPER INFO ABSTRACT
Received:
September 2022
Revised:
September 2022
Approved:
September 2022
Background: Employee performance is one of the main factors that affect
the progress of the agency, so the higher or better the employee's
performance, the easier the agency's goals will be achieved. A way that can
be applied to improve employee performance is to apply effective leadership
to employees. In addition to leadership, the organizational climate also
affects the behavior of a worker. Then, in order to achieve organizational
goals, employees need motivation to be more active in working so that work
results become better and more punctual.
Aim: This study aims to determine the influence of leadership, organizational
climate, and work motivation on the performance of employees of the West
Kutai Regency Inspectorate, both separately and simultaneously.
Method: The approach used in this study is a quantitative approach. The
data sources used in this study are primary data obtained from the results of
direct interviews with respondents and secondary data obtained by collecting
information from parties related to the West Kutai Regency Inspectorate.
Findings: Leadership, organizational climate and work motivation have a
positive and significant influence on the performance of employees of the
West Kutai Regency Regional Inspectorate, therefore the West Kutai
Regency Regional Inspectorate needs to continue to maintain and improve
these variables.
KEYWORDS
leadership, organizational climate, work motivation, employee’s performance
INTRODUCTION
Employee performance is one of the main factors that affect the progress of the agency, so
the higher or better the employee's performance, the easier the agency's goals will be achieved.
The way that can be applied to improve employee performance is to apply effective leadership
to employees (Cahyono et al., 2014). It is hoped that leaders can be democratic to employees
and leaders can apply the company culture agreed upon by job training and motivation provided
by leaders to their employees.
The success of an agency depends largely on the good and bad performance of employees
(Septiani, 2015). Good performance of employees has a direct impact on the progress or
setbacks obtained by the agency (Karundeng et al., 2022). Employee performance can be seen
from the employee's ability to carry out all the tasks for which he is responsible (Negara, 2014).
Employee performance is very important for an agency or company to know the abilities, skills,
quality of work, quantity of work, and time used by employees to work (Nasution, 2019). Thus,
employee performance also determines the achievement of a goal expected by an agency or
company.
Effective leadership is one of the very important factors for the overall success of the
organization (Santika, 2017). Therefore, the issue of leadership has become an issue that has
The Influence of Leadership, Organizational Climate, and Work Motivation on Employee’s Performance
1418 Interdisciplinary Social Studies, 1(12), Sep 2022
attracted the attention of theoreticalists and researchers in the field of organizational theory.
The behavior of a leader in directing subordinates can be grouped in one-way communication
and two-way communication (Pasaribu, 2021). One-way communication is the extent to which
a leader involves himself in influencing and directing his subordinates, including establishing
the role that the follower should perform, informing about what should be done, and carrying
out strict supervision (Mundung et al., 2015). While two-way communication is the behavior
of the leader in supporting his subordinates, for example listening, providing support,
facilitating interaction, and involving employees in decision making (Faturahman, 2018).
In addition to leadership, the organizational climate also affects the behavior of a worker,
which affects his way of life, to whom he relates, who he likes, how his work activities are,
what he wants to achieve, and how he adjusts to the organization. The organizational climate
is much more important in influencing a person's behavior at work than the skills or techniques
that he has. Changes in the organizational climate make an agency need to align the
circumstances that occur inside with the circumstances outside a work environment (Katili,
2021). In the organizational climate, there is a human environment in which the employees of
an organization do their jobs. The organizational climate concerns all existing environments or
those faced by employees who are in an organization that affects employees in carrying out
organizational activities because the environment that is either directly or indirectly greatly
affects the organizational climate (Setiawan, 2015).
In order to achieve organizational goals, employees need motivation to be more active in
working so that work results become better and more punctual (Amalia et al., 2020). Seeing
the importance of employees in the organization, employees need to be more serious in carrying
out their duties so that organizational goals can be achieved. In an attempt to achieve the goals
of the organization that have been set before, it is the task of the leader to empower all the
resources that exist in the organization especially its human resources through the provision of
motivation (Candra & Fatimah, 2020). The best motivation is one that arises from within the
employee's person (Gultom, 2014), so that the employees will give the best of themselves for
the betterment of their organization.
Therefore, government agencies are required to create a good work environment so that
employees can provide the best service and apply the principles of good governance. This
requires policies that lead to improving the quality of services and changing the organizational
climate that makes employees feel comfortable at work and providing motivation from the
leadership so as to make the West Kutai Regency Inspectorate the best state apparatus
institution.
Nufus (2021) found that the organizational climate had a positive and significant effect on
employee performance with a regression equation value of Y = 17.765 + 0.699X, and a
correlation coefficient value of 0.819 or having a strong relationship rate with a determination
value of 67.0%. On another occasion, in their research, Tsani and Hariyanto (2020) showed
that work motivation, organizational climate and leadership have a significant effect on
employee performance. However, none of these researchers have conducted such study in West
Kutai Regency. Therefore, it is necessary to explore more of the topic in the location.
Based on the background that has been stated above, the author is interested in conducting
research entitled The Influence of Leadership, Organizational Climate and Motivation on the
Performance of Employees of the West Kutai Regency Inspectorate. This study aims to
The Influence of Leadership, Organizational Climate, and Work Motivation on Employee’s Performance
1419 Interdisciplinary Social Studies, 1(12), Sep 2022
determine the influence of leadership, organizational climate, and work motivation on the
performance of employees of the West Kutai Regency Inspectorate, both separately and
simultaneously.
METHOD
The type of research used in this study is quantitative research. The data sources used in
this study are primary data obtained from the results of direct interviews with respondents and
secondary data obtained by collecting information from parties related to the West Kutai
Regency Inspectorate.
The population in this study was all employees of the West Kutai Regency Inspectorate
which amounted to 61 (sixty-one) people. The researchers took 100% of the total population
to be sampled using saturation sampling.
The data collection methods in this study were interviews, questionnaires (Using the Likert
scale), and literature studies. The existing data are then analyzed validity tests, reliability tests,
multiple linear regression analysis, and hypothesis tests; all using SPSS.
RESULTS AND DISCUSSION
Validity Test Results
Validity testing is carried out to determine whether or not a questionnaire of each of these
variables is valid. The validity test that has been carried out in this study will be presented in
the table as follows:
Table 1. Data Validity Test Results
Variable
Indicator
R
count
R
table
Leadership (X1)
X1.1
.665
0,252
X1.2
.651
0,252
X1.3
.349
0,252
X1.4
.705
0,252
Organizational Climate (X2)
X2.1
.557
0,252
X2.2
.540
0,252
X2.3
.296
0,252
X2.4
.316
0,252
Work Motivation (X3)
X3.1
.459
0,252
X3.2
.372
0,252
X3.3
.587
0,252
X3.4
.553
0,252
X3.5
.506
0,252
Performance (Y)
Y1.1
.717
0,252
Y1.2
.436
0,252
Y1.3
.444
0,252
The Influence of Leadership, Organizational Climate, and Work Motivation on Employee’s Performance
1420 Interdisciplinary Social Studies, 1(12), Sep 2022
Y1.4
.492
0,252
Y1.5
.396
0,252
Source: Data Processed, 2022
Based on the table of validity test results above, the questionnaire consisting of items of
statement of leadership variables, organizational climate and work motivation as well as
employee performance has been filled out by 61 respondents in this study. The formula r
table
is
df=N-2 so 61-2=59 so it gets a r
table
of 0.252. From the calculation results in the table above, it
can be seen that all questionnaires have r
count
> r
table
so that all are declared valid.
Reliability Test Results
Reliability tests were used to measure whether or not the questionnaire was consistent in
this study. The test was performed by comparing the standard variable Cronbach's Alpha value
of 0.6. If the value of Cronbach's Alpha exceeds 0.6 then the indicator or questionnaire is
declared reliable. The results of the reliability test can be seen in the table as follows:
Table 2. Data Reliability Test Results
Variable
Cronbach's Alpha
Reliability Limits
Information
Leadership (X1)
.780
0,60
Reliable
Organizational climate (X2)
. 639
0,60
Reliable
Work motivation (X3)
. 732
0,60
Reliable
Employee Performance (Y)
. 734
0,60
Reliable
Source: Data Processing Results, 2022
Based on the reliability test result table above, all variables consisting of leadership
variables, organizational climate, work motivation and employee performance each have a
Cronbach's Alpha value greater than 0.6 so that all variables are declared reliable and can be
used in subsequent analysis.
Multiple Linear Regression Analysis Results
Multiple linear regression analysis is used to determine the magnitude of the influence of
free variables, namely leadership, organizational climate, work motivation on bound variables,
namely employee performance. The results of the calculation of multiple linear regression in
this study can be seen in the table as follows:
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Table 3. Multiple Linear Regression Analysis Results
Model
Unstandardized Coefficients
Standardized Coefficients
B
Std. Error
Beta
1
(Constant)
.822
.356
Leadership X1
.488
.094
.564
Organizational Climate X2
.065
.072
.061
Work motivation X3
.342
.114
.345
Source: Data Processing Results, 2022
Based on the table above, the regression equation formed in the regression test in this study
is as follows:
Y = a + b1X1+ b2X2 + b3X3 + e
Y = 0.822 + 0.488X1+ 0.065X2 + 0.342X3
From the results of the equation above, the conclusions that can be explained are as
follows:
1) The value of the constant (a) of 0.822 with a positive sign states that if the variables of
leadership, organizational climate and work motivation are considered constant then
the value of Y is 0.822
2) The value of the regression coefficient of the leadership variable (X1) of 0.488 with a
positive sign states that if the increase in one unit of the leadership variable will result
in an increase in the employee performance variable (Y) by 0.488 units assuming that
other factors are constant or fixed.
3) The value of the regression coefficient of the organizational climate variable (X2) is
0.065, with a positive sign stating that if the increase in one unit of the organizational
climate variable will result in an increase in the employee performance variable (Y) by
0.065 units assuming that the other factors are constant or fixed.
4) The regression coefficient value of the work motivation variable (X3) is 0.342, this
explains that each increase in the unit of the work motivation variable will result in an
increase in the employee performance variable (Y) of 0.342 units assuming that the
other factors are constant or fixed.
Hypothesis Testing Results
T Test Results (Partial Test)
The t test is used to determine the partial (own) influence of the free variables, namely
leadership (X1), organizational climate (X2) and work motivation (X3) on the bound variables,
namely employee performance. The criteria used is that if the calculation > ttabel or sig < 0.05
then the variable X concerned has a significant influence on employee performance. The value
of ttabel at a significance level of 5% and free degree (df) = n-k-1 = 61-3-1=57 then a ttable
value of 2.002 is obtained. The results of the t-test analysis in this study, which was assisted
by the SPSS for windows application program, can be seen in the table as follows:
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Table 4. T Test Results
Coefficients
a
Model
Unstandardized
Coefficients
Standardized
Coefficients
t
Sig.
B
Std. Error
Beta
1
(Constant)
.822
.356
2.308
.025
Leadership X1
.488
.094
.564
5.197
.000
Organizational climate X2
.065
.072
.061
.082
.935
Work motivation X3
.342
.114
.345
3.004
.004
a. Dependent Variable: Performance Y
Source: Data Processing Results, 2022
Based on the table above, the t
count
value for the leadership variable (X1) is 5.197 with a
significance level of 0.000. Therefore, t
count
(5.197) > t
table
(2.002) and the resulting significance
value of 0.000 which is smaller than 0.05. Therefore, the leadership-free variable (X1) partially
has a significant positive influence on the employee performance bound variable (Y).
Based on the table above, the calculated value for the organizational climate variable (X2)
was obtained at 0.082 with a significance level of 0.000. Therefore, the calculated value (0.082)
< ttabel (2.002) and the resulting significance value of 0.935 which is greater than 0.05, it can
be concluded that the organizational climate-free variable (X2) partially does not have a
significant influence on the employee performance bound variable (Y).
Based on the table above, the calculated value for the work motivation variable (X3) was
obtained at 3.004 with a significance level of 0.004. Therefore, t
count
(3.004) > t
table
(2.002) and
the resulting significance value of 0.004 which is smaller than 0.05. Hence, the work
motivation free variable (X3) partially has a significant influence on the employee performance
bound variable (Y).
Test F Results (Joint Test)
Test F was carried out to determine the influence of leadership (X1), organizational climate
(X2) and work motivation (X3) simultaneously (together) on performance (Y). while the
criteria used were if F
count
> F
table
or sig < 0.05 then Ho was rejected and H1 was accepted. The
Ftabel value at a significance level of 5% and the free degree (df1)= n-k-1 = 61-3-1=57, then
the F
table
value of 2.766 was obtained. The results of the F test (simultaneous test) assisted by
using the SPSS for windows program in this study can be seen in the table as follows:
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Table 5. F Test Results
ANOVA
b
Model
Sum of Squares
df
Mean Square
F
Sig.
1
Regression
5.403
3
1.801
53.289
.000
a
Residual
1.927
57
.034
Total
7.330
60
a. Predictors: (Constant), Work Motivation X3, Organizational Climate X2,
Leadership X1
b. Dependent Variable: Performance Y
Source: Data Processing Results , 2022
Based on the simultaneous model testing table above, a F
count
value of 53.289 with a
significance of 0.000 was obtained. Therefore, the calculated F
count
value (53.289) > F
table
(2.766) and the resulting significance value of 0.000 and this value is much smaller than the α
(0.05) it can be concluded that the leadership variables (X1), organizational climate (X2), and
work motivation (X3) simultaneously have a significant influence on the employee
performance variable (Y).
Coefficient of Determination Results
To find out how strong the relationship of free variables to bound variables is and how
much influence free variables have on bound variables can be seen in the values of the
correlation coefficient and coefficient of determination in the table as follows:
Table 6. Coefficient of Determination Results
Model Summary
Model
R
R Square
Adjusted R Square
Std. Error of the Estimate
1
.859
a
.737
.723
.18384
a. Predictors: (Constant), Work Motivation X3, Organizational Climate X2, Leadership X1
Source: Data Processing Results , 2022
The given criteria for interpreting the degree of the correlation coefficient are as follows:
Table 7. Estimation of the Magnitude of the Correlation Coefficient
Coefficient Interval
Relationship Levels
0,000 – 0,199
Very Weak
0,200 – 0,399
Weak
0,400 – 0,599
Keep
0,600 – 0,799
Strong
0,800 – 1,000
Very Powerful
Source: Sugiyono, 2020.
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Based on the table above, the value of the coefficient of multiple correlation (R) of 0.859
is obtained, this shows that between free variables and bound variables have a very strong level
of relationship in the category. As for knowing the magnitude of the contribution of the
influence of free variables on bound variables, it can be seen from the value of the coefficient
of determination (R2). The value of the coefficient of determination (R2) was obtained at 0.737
or around 73.7%, meaning that the free variable had an influence on the bound variable by
73.7% while the remaining 26.3% was influenced by variables outside the research variable.
Most Dominant Variables
The free variables that have the most dominant effect on bound variables can be seen in
the ranking of standardized coefficients (β) or Standardized of Coefficients of each free
variable as stated in the table as follows:
Table 8. Calculation Results of the Most Dominant Variables
Coefficients
a
Model
Unstandardized
Coefficients
Standardized
Coefficients
t
Sig.
B
Std. Error
Beta
1
(Constant)
.822
.356
2.308
.025
Leadership X1
.488
.094
.564
5.197
.000
Organizational climate X2
.065
.072
.061
.082
.935
Work motivation X3
.342
.114
.345
3.004
.004
a. Dependent Variable: Y performance
Source: Data Processing Results, 2022
Based on the table above, the leadership variable has the largest coeficent value of β (beta),
which is 0.564 which is the largest value among other free variable variables. Therefore, the
most dominant variable influencing employee performance is the leadership variable.
The Effect of Leadership on Employee Performance
Partially, the test results show that leadership has a positive effect on employee
performance. The positive influence is seen from the regression coefficient value of 0.488 with
a significant prob of 0.000 which is smaller than α = 0.05. Positive influences show that
leadership is in the same direction as employee performance where the better a person leads,
the better it will improve employee performance and vice versa.
Based on the t-test, the results were obtained that leadership variables have a significant
effect on employee performance, this can be seen from the calculation value of t
count
> t
table
(5.197 > 2.002) and the level of significance that is smaller than the degree of trust used, which
is 5% (0.000 < 0.05). From the results of this test, evidence was obtained that leadership had a
partial effect on the performance of employees of the Regional Inspectorate of West Kutai
Regency so that the first hypothesis could be accepted.
The Influence of Leadership, Organizational Climate, and Work Motivation on Employee’s Performance
1425 Interdisciplinary Social Studies, 1(12), Sep 2022
This result supports several previous research results conducted by several researchers
including Tsani and Hariyanto (2020) who concluded that leadership has an influence on the
performance of PT Astra International BMW Sunter employees.
The Effect of Organizational Climate on Employee Performance
The test results partially showed that work motivation had a positive effect on employee
performance. The positive influence is seen from the value of the regression coefficient of
0.065 with a significant prob of 0.935 which is greater than α = 0.05. Positive influences show
that the organizational climate is in the same direction as employee performance where the
better the organizational climate, the more employee performance will also increase and vice
versa.
Based on the t-test, the results were obtained that the organizational climate variables did
not have a significant effect on employee performance, this can be seen from the indigo t
count
< t
table
(0.082 > 2.002) and the level of significance greater than the degree of trust used, which
is 5% (0.953 < 0.05). From the results of this test, evidence was obtained that the organizational
climate did not have a partial effect on the performance of employees of the Regional
Inspectorate of West Kutai Regency so that the second hypothesis could be rejected.
This result is not in line with a study conducted by Nufus (2021) entitled the influence of
organizational climate on the performance of Alfamart employees in Bintaro and Tsani and
Hariyanto (2020) with the title of the influence of work motivation, organizational climate and
leadership on employee performance which concluded that the organizational climate has a
significant positive influence on the performance of Inspectorate employees.
The Effect of Work Motivation on Employee Performance
The partial test results show that work motivation has a positive effect on employee
performance. The positive influence is seen from the regression coefficient value of 0.342 with
a significant prob of 0.001 which is smaller than α = 0.05. Positive influence shows that work
motivation is in the same direction as employee performance where the more work motivation
increases, the more employee performance will increase and vice versa, the decrease in work
motivation, the more employee performance will decrease.
Based on the t-test, the results were obtained that the work motivation variable had a
significant effect on employee performance, this can be seen from the indigo t
count
> t
table
(3.004
> 2.002) and the degree of significance that is smaller than the degree of trust used, which is
5% (0.004 < 0.05). From the results of this test, evidence was obtained that work motivation
had a partial effect on the performance of employees of the Regional Inspectorate of West
Kutai Regency so that the third hypothesis could be accepted.
This result is in line with the results of research by Tsani and Hariyanto (2020) which
shows that work motivation has a positive and significant influence and relationship on
employee performance. This shows that there is a positive and significant influence or
relationship between work motivation variables and performance variables.
The Influence of Leadership, Organizational Climate, and Work Motivation on Employee’s Performance
1426 Interdisciplinary Social Studies, 1(12), Sep 2022
The Influence of Leadership, Organizational Climate and Work Motivation on
Performance
The simultaneous test results showed that the variables of leadership (X1), organizational
climate (X2) and work motivation (X3) together had a positive and significant effect on the
performance of employees of the West Kutai Regency Regional Inspectorate. This can be seen
from the significant value of 0.000 smaller than α=0.05 (0.000 < 0.05) with a calculated F value
of 53.289 greater than the F
table
value (53.289 > 2.766). From the results of this test, evidence
was obtained that leadership (X1), organizational climate (X2) and work motivation (X3)
together have a positive and significant effect on the performance of employees of the West
Kutai Regency Regional Inspectorate so that the hypothesis can be accepted.
The Most Dominant Influence on Employee Performance
Based on the test results consisting of leadership variables (X1), organizational climate
(X2) and work motivation (X3) it can be seen that the leadership variable has the largest
coeficent value of β (beta), which is 0.564 which is the largest value among other free variable
variables. So it can be concluded that the most dominant variable affecting the performance of
employees of the Regional Inspectorate of West Kutai Regency is the leadership variable. So
that the hypothesis is acceptable.
CONCLUSION
Partially, the leadership has a positive and significant effect on the performance of
employees of the Regional Inspectorate of West Kutai Regency. Partially, the organizational
climate did not have a positive and significant effect on the performance of employees of the
Regional Inspectorate of West Kutai Regency. Partially, work motivation has a positive and
significant effect on the performance of employees of the Regional Inspectorate of West Kutai
Regency. Simultaneously, the leadership, organizational climate and work motivation have a
positive and significant effect on the performance of employees of the Regional Inspectorate
of West Kutai Regency. The leadership variable has the most dominant influence on the
performance of employees of the Regional Inspectorate of West Kutai Regency.
The results of this study show that leadership, organizational climate and work motivation
have a positive and significant influence on the performance of employees of the West Kutai
Regency Regional Inspectorate. Therefore, the West Kutai Regency Regional Inspectorate
needs to continue to maintain and improve these variables. It is expected that future research
could dive deeper to the topics to reveal more insight regarding them.
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