ISSN : 2338-2015 PRINT / 2355-8407 Online Copyright Ikacana Publisher EFFECTS OF STRUCTURE OF ORGANIZATION, LEADERSHIP BEHAVIOR, AND DECISION MAKING TO ORGANIZATIONAL COMMITMENT OF THE BOARD OF DPD AGPAII OF BEKASI CITY MADALI Post Graduate Program, State University of Jakarta hasyimmadali@gmail.com Abstract. The objectof this study wasto determine the effectof organizational structure, leadership behaviors, anddecision making towards organizational commitment DPD board AGPAIIBekasi City. This study uses aquantitative approach with survey method and path analysis techniques. The study population wasallmembers of DPD AGPA II Bekasi city. This study sampled 55 administrators. This research data collection techniques using a questionnaire with five alternative answers (1) always(2) often(3) sometimes, (4) rarely, (5) never. At each study variable. Development ofinstruments for each variable through the conceptual definition, operational definition, grating instrument, testing the validity and reliability calculation. Data analysis techniques with descriptive statistics, inferential. The findings lead to recommendations for improvementof organizational structure will lead to improving organizational commitment, improved behavior ofa leader with some of the leadership style will enhance organizational commitment, decision-making right individuals will increase organizational commitment, improvement of the organizational structure will improve decision making,improvement leader behaviorwill lead to increased retrieval decision Keywords: Organizational structure, leadership behaviors, decision making, and Organizational commitment Indonesian Journal of Educational Review, Prototype Edition, 71-82 71
Outlook on Basic Educational Quality Improvement Madali The current era of globalization is characterized by competition in quality which requires a fundamental change in many fields. It highlighted the importance of improving the quality of educators or teachers. The teacher is a decisive component in the education system as a whole, which should get the primary, first and foremost concern. Therefore, any improvement efforts are being made to improve the quality of education will not contribute significantly without the support of professional and qualified teachers (Mulyasa, 2009:5). In Law of the Republic of Indonesia Number 14 of 2005 on Teachers and Lecturers (UUGD), on section nine concerning organization of professions and code of ethics on article 41: 1, it is explained that teachers can establish a professional organization that is independent, and further described in paragraph: 2, that teachers are required to be members of a professional organization. This implies that the organization of the teaching profession is the association of a legal entity established and administered by teachers to develop the professionalism of teachers (Mulyasa: 47). Organizations is an integral part of life and human life even though the organizational experience of each human being will differ from one another, but people still need the organization. This difference occurs because of educational background, experience, socioeconomic status, culture, age, and others. The most important thing in the organization is to have a strong commitment to the organization as a psychological state. Commitment to the organization is a requirement for every member of the organization in order to support the progress and effectiveness of the organization. Organizational commitment tends to be interpreted as a blend of attitude and behavior. In this case Colquitt, Lepine, and Wesson (2011: 69) says "Organizational commitment is defined as the desire on the part of an employee to Werner a member of the organization". Organizational commitment can influence a person to choose whether he remains a member of the organization or move to other places (turn over). Almost similar to that what has been disclosed by Robbins and Judge (2011: 111) that "organizational comimtment is the degree to roomates Identifies an employee with a particular organization and its goals and wishes to maintain membership in the 72
organization". The degree to which employees identify with certain organizations with goals and objectives to maintain membership in the organization. Meanwhile McShane and Von Glinow (2010: 112) stated organizational comimtmentis the employe s emotional attachment to, identification with, and involvement a particular organization.effective organizational commitment is shown by an employee's interest in the emotional aspects of the organization, identification with the organization, and involvement in the organization. O'Reilly cited by Mullins (2005: 902) says that organizational comimtmentas typically conceived of as an individual s psychological bond to the organization, including asense of job involvement, loyality, and a belief in the values of the organization. Organizational commitment as a strong desire to remain as a certain member, to strive as desired by the organization, with certain beliefs, and accept the values and goals of the organization. In line with what was stated by Andre (2008: 50) that "organizational comimtment is the person's emotional attachment to and identification with Reviews their organization". Organizational commitment is a statement about the employee identification with the goals oganisasi and desire to maintain membership in the organization. Furthermore, according to McShane and Von Glinow (2010: 13), to build commitment within the organization, the followings must be realized: (1) Justice and support which will allows commitment to be higher in the organization that can fulfill its obligations and the welfare of the members and constituted by humanitarian values, such as fairness, courtesy, forgiveness, and moral integrity; (2) Shared Values. Definition of effective commitmen refers to the identification of an employee of the organization, and this identification will be higher if the individual values in line with the values of the organization;(3) Trust. Trust leads to positive expectations from one person to another at a serious risk, trust within the meaning of putting Faith to another person or to a group, mutual trust is an activity for receiving belief one must accept and show trust; (4) Organizational Comprehension; and (5) Indonesian Journal of Educational Review, Prototype Edition, 71-82 73
Outlook on Basic Educational Quality Improvement Madali Employee Involvement. Employee involvement in the expectations of effective commitments to strengthen the social identity of employees with the organization and the employees feel that they are part of the organization took part in making decisions about the future, employee engagement will build loyalty for by directly involved showed confidence in the employees. Many variables affect organizational commitment but this study focused on three variables, namely: organizational structure, leadership behaviors, and decision making. The objective of this research and article writing is to determine the effect of organizational structure on organizational commitment, behavior of leaders on organizational commitment, organizational structure to decision making, behavior of leaders on decision making, and decision-making on organizational commitment. 74 METHOD This study uses a quantitative approach, survey methods, and Path Analysis techniques. Variables in path analysis consists of exogenous variables, namely: organizational structure, leadership behaviors, and decision-making while the endogenous variables, namely: commitment to the organization. The target population of this study are all religious teacher and a member of the Association of Indonesian Islamic Teacher (AGPAII) of Bekasi city. Meanwhile, the population covered in this study are only Islamic teachers who are members of the Board of AGPAII DPD of Bekasi city for the office term of 2013-2017 of as many as 75 people. Furthermore, for purposes of this study determined the number of samples 55 of the members of Board of DPD AGPAII Bekasi city. The data collection of this study was conducted using questionnaires. The use of the questionnaire are chosen with consideration that the administrators are the people who know themselves, what is stated by the board to the researcher is correct and reliable, and the interpretation of the board is the same as what is meant researchers. Based on the theories discussed in the previous
chapter, and then compiled konseptrual definition and operational definition of each of the variables, the definition is then translated to several dimensions, indicators, and further a statement is formulated.instrument development through (1) the study of theories related to all the variables; (2) develop each variable dimensions and indicators; (3) preparing clues; (4) develop point statement of the placement of the measurement scale; (5) carry out testing instruments and refinement of point statement; (6) conducting research with spreading questionnaires to a selected sample; (7) analyzing grain by testing the validity and reliability; and (8) preparing data collection as a research report by making a measurement scale, namely: always (score 5), often (score 4), sometimes (score 3), rarely (score 2), never (score 1).Data were analyzed using descriptive statistical analysis techniques and inferential statistics. Presentation of data includes a distribution list and a list of the histogram. The central size include the mean, median, and mode. The size distribution in the form of variance and standard deviation. (Standard deviation), maximum value, minimum value and range. Digunakan inferential analysis on the analysis relating to the testing requirements analysis, namely: (1) test for normality error appraiser; (2) homogeneity, and; (3) The calculation of significance linearity test through a simple regression model. While the multivariate statistical analysis technique is used to answer the hypothesis. RESULTS Based on data obtained in the field and which is processed statistically using LISREL 8.70 program into the list of the frequency distribution obtained from questionnaires consisting of a 30-points and has five (5) alternative answers. Scoring is done by using a Likert scale, ie weighting approach 1 to 5, it is thus theoretically minimum score is 100, and mksimum score was 127 out of the range calculated. Further calculations, giving an average value () 115.327; the mean or median (Me) of 116,167dan Mode (Mo) amounted to 117.318; 6.242 standard deviation and the range of scores by 27.If the data are arranged in the frequency list then there are 7 classes Indonesian Journal of Educational Review, Prototype Edition, 71-82 75
Outlook on Basic Educational Quality Improvement Madali which are presented in a frequency distribution table. In overall the influence between variables of structureof organization can be visualized as follows (X1), the behavior of the leader (X2), and decision-making (X3) on organizational commitment (Y) as follows: Structureof Organization ρ 0,246 ρ 0,345 ρ 0,633 Decision Making (X 3 ) ρ 0,450 (r 0,801) Organizational Commitment Leadership Behavior ρ0,346 The data as described above shows that the organizational structure berpengruh positive direct to organizational commitment, leadership behaviors has positive direct effect to organizational commitment, decisions has positive direct effect to organizational commitment, organizational structure has positive direct effect on decision making and behavior of leaders has positive direct effect to the decision. Furthermore, based on the analysis of data, path coefficients X1 to Y (ρy1) at a price of = 0.246 t = 3.041 and price of t table = 2,000 (2,660) is obtained. Because t count > t table, Ho is rejected and H1 is accepted. So, there is a direct positive effect on the level of signifikani α = 0.01 which means that Ho refused and H1 accepted. These findings reveal that the path coefficient is very significant. That is, that the organizational structure (X1) a positive direct effect on organizational commitment (Y). Thus the organizational structure 76
is an important variable in improving organizational commitment. Based on this empirical evidence, it can be said that the findings suggest that the organizational structure is one of the most important variables and directly affect variables of the organizational commitment. Calculations based on data analysis result shows a path coefficient of X2 to Y (ρy2) at 0.346 with price of t count =3.920andprice of t table =2,000 (2,660). Since t count > t table, Ho is rejected and H1 is accepted. So, there is a direct positive effect on the significant level of α = 0.01 which means that Ho is rejected and H1 is accepted. These findings reveal that the path coefficient is very significant. That is, that the Leader Behavior (X2) a positive direct effect on Organizational Commitment (Y). Based on this empirical evidence, it can be said that the findings suggest that the behavior of leaders is one of the most important variables and directly affect the variables of organizational commitment. Calculations based on data analysis, shows the path coefficients of X3 to Y (ρy3) at 0.450 with a price of t count = 4.655 and price of t table = 2,000 (2,660). Since t count > t table Ho is rejected and H1 is accepted. So, there is a direct positive effect on the significant level of α = 0.01 which means that Ho refused and H1 accepted. These findings reveal that the path coefficient is very significant. That is, that the decision (X3) positive direct effect on organizational commitment (Y). Based on this empirical evidence, it can be said that the findings suggest that decision-making is one of the most important variables and positive direct effect on the variable organizational commitment. Calculations based on data analysis, shows path coefficients of X1 to X3 (ρ31) at 0.345 wth price of t count = 3.260 and price of t table = 2,000 (2,660). Since t count > t table Ho is rejected and H1 is accept. So, there is a direct positive effect on the significant level of α = 0.01 which means that Ho refused and H1 accepted. These findings reveal that the path coefficient is very significant. That is, that the organizational structure (X1) a positive direct effect on Decision (X3). The amount of the contribution to the organizational structure of decision-making at 0.345. Based on this empirical evidence, it can be said that the findings suggest that the organizational structure is Indonesian Journal of Educational Review, Prototype Edition, 71-82 77
Outlook on Basic Educational Quality Improvement Madali one of the most important variables and has positive direct effect on the decision-making variables, Calculations based on data analysis, shows path coefficient of X2 to X3 (ρ32) at 0.502 with a price of t count = 4.754 and price of t table = 2,000 (2,660). Since t count > t table, Ho is rejected and H1 is accepted. So, there is a direct positive effect on the significant level of α = 0.01 which means that Ho is rejected and H1 is accepted. These findings reveal that the path coefficient is very significant. This means, that the behavior of the leader (X2) a positive direct influence on decision making (X3), this study shows that the behavior of leaders has a positive and significant contribution on the level of decision making. Based on this empirical evidence, it can be said that the findings suggest that the behavior of leaders is one of the most important variables and positive direct effect on the decision-making variables. 78 DISCUSSION The results of path coefficient calculation and hypotheses testing that have been concluded show that: the first hypothesis there is a direct positive effect of organizational structure on organizational commitment. Organizational commitment is an interest of an employee in the aspect of emotional to the organization, willing to identify themselves to the organization, and involving himself directly involved with organizational tasks (MacShane and Von Glinow, 2010: 112) this definition shows that organizational commitment is loyalty to a person against his organization by doing the best thing for the betterment of the organization. The members of Board of DPD AGPAII who are committed to the organization will demonstrate positive attitudes and behaviors towards the organization. Organizational commitment is a strong desire to remain as a caretaker, able to strive suit the organization, believes the organization, and always accept the values and goals of the organization (Mullins, 2005: 902). DPD AGPAII Board will have the spirit to keep defending his organization, seeks to improve achievement, and has a strong belief help realize organizational goals. Furthermore, the level of commitment of the board of DPD AGPAII is influenced by the structure of the
organization.the ability of an organization to react quickly and appropriately to threats against the environment and have the efficiency ratio of input to output is partly determined by the structure of the organization, because the organizational structure include liaison roles and the formulation of rules of interaction (Griffin andmoorhead, 2014:430). The results of previous research (theory and research relevant) by (Azawar Seputih, 2010) explains that the structure to accommodate the duties and functions of the organization, then the board will understand the work well and clearly this will prevent the members of board from leaving their job. Based on the results of the calculation of the path coefficients of the effect of the behavior of leaders on organizational commitment shows that the direct effect positive behavior of leaders to organizational commitment. It is hinted that the behavior of leaders is one of the variables that are important and provide a direct positive influence on organizational commitment, so that the high-low commitment AGPAII DPD board is influenced by both the poor behavior of the leader. This proves that the behavior will be acceptable leader board (subordinate) as far as the board see the behavior both as a direct source of satisfaction or as an instrument for the satisfaction of the future (Schermerhon, et al, 2011:307). Leadership behavior may be seen from leaders behavior in everyday situations, less importantly, how leaders motivate the board. To increase the commitment pengurus.perilaku leader has placed itself as part of the organization, results of previous empirically conducted by Ning Chia Ming Jian and Chen, 2007) requires a leader with clear communication with subordinates (board) and ensure that the board of DPD AGPAII have understood the task effective. Thus the findings of this study further reinforce earlier findings about the positive effect of leader behaviors to increase organizational commitment. Based on the calculation of the path coefficient of effect of decision making on organizational commitment indicates that individual decision-making is one of the variables that are important and provide a direct positive effect on organizational commitment so that the level of commitment DPD board AGPAII influenced by individual decision making. Individual decision-making in the Indonesian Journal of Educational Review, Prototype Edition, 71-82 79
Outlook on Basic Educational Quality Improvement Madali research process of identifying problems and opportunities then finish (Daff, 2010: 214). The level of commitment of the board of DPD AGPAII is influenced by individual decision making to enter into AGPAII DPD board. Precise decision made by a person to become part of the organization will be realized from a firm stance in dealing with the existence of an organization and are willing to sacrifice for the benefit and progress of the organization it chooses. Decision-making is to identify and select solutions that lead to the desired state (Kreitner and Kinicki, 2010: 336).To find strategic decision-making, strategies need to be evaluated, and created. Quoting the opinion of Herbert A. Simon Luthans who stated that there are three stages the main decision-making processes, namely: (1) the intelligence activities, explore environments that require decision-making; (2) The design took action activity discovery, development activities and analysis of the problem (3) selecting the activity of a specific action. (Luthans, 2011: 256). Based on the three existing paths, namely the existence of a positive direct effect of organizational structure on organizational commitment, direct influence of the behavior of leaders to organizational commitment and direct effect of the positive behavior of leaders to organizational commitment. Thus, based on the statistical calculation and which has been outlined above it can be concluded that, in overall, the variables are the effect of one another, of which there are significant positive direct variable organizational structure to organizational commitment, there is a direct effect of the positive behavior of leaders to organizational commitment, there is a direct effect of the positive decision decisions on organizational commitment, there is a direct positive influence on the decisionmaking structure of the organization, and there is a direct positive influence on decision making behavior of leaders 80 CONCLUSION Based on the discussion and findings, the conclusion of the study may be described as follows: First, the organizational structure has positive effect on organizational commitment. This means that the improvement of
organizational structure will lead to improvement of organizational commitment. The implication is that organizational commitment can be increased by improving the organizational structure of the efforts that need to be done to improve the structure of the organization are: to clarify the division of labor, enforcing the rules of the organization, coordinate with each other, always communicate in the work, and prepare reports and accountability. Second, the behavior of the leader of a direct effect on organizational commitment. This means that a change of leadership behavior will lead to improving organizational commitment. The implication is that organizational commitment can be increased by improving the behavior of the leader, then efforts should be made to improve the behavior of leaders is: give orders in a good way, simple in giving instruction, participate in real time, and duty always delegated to the board. Third, decision making directly influence organizational commitment. This means that the improvement of decision-making will lead to increased organizational commitment. The implication is organizational commitment can be improved by improving the decision making the effort to do is: determine the issues to be taken, make sure the problem has been identified, prepare the solution, resolve the problem immediately, and take the best decisions among the best. Fourth, the organizational structure of a positive direct effect on decision making structural repairs that will lead to increased organizational decision-making. The implication is: the decision-making can be improved by improving the organizational structure, efforts need to be done to improve the structure of the organization are: determining the positions in accordance with the competence, appreciating the capabilities of the board, there should be a rotation of position. Fifth, the behavior of the leader has positive effect on decision-making. It means that a change of leaders behavior will result in an improved decision-making. The implication is: the decision-making can be improved by improving the behavior of leaders, the efforts that need to be done to improve the behavior of a leader are: motivating subordinates, guide and give direction to subordinates, to reward subordinates. Indonesian Journal of Educational Review, Prototype Edition, 71-82 81
Outlook on Basic Educational Quality Improvement Madali REFERENCES Andre, Rae. Organizational Behavior an Introduction to your life in Organizations. Singapore: Pearson Prentice Hall, 2008. Azwar Seputih, The effect of Organizational Culture, Organizational Structure ang Job Satisfaction on Organizational Commitment. Disertasi, Universitas Negeri Jakarta, 2010. Colquitt, Jason A., Jeffery A. Lepine, and Michael J. Wesson, Organizational Behavior. Improving Performance and Commitmen in the Workplace. New York: McGraw-Hill Companies, Inc, 2011. Griffin, Ricky. W, Gregory Moorhead, Organizational Behaviopr: Managing People and Organizations. New Zeland: South- Western, 2014. Ivancevic, John M, Robert Konopaske, Michael T. Matteson, Organizational Behavior and Management. New York: MicGraw-Hill, 2008. Kreitner, Robert, Angelo Kinicki, Organizational Behavior. New York: McGraw-Hill, 2010. Luthan, Fred. Organizational Behavior: An Evidence-Based Approach. Boston: McGraw Hill, 2011. McShane, Stevent L., and Mary Ann Von Glinow, Organizational Behavior. New York: McGraw- Hill, 2010. Ming Jian dan Ming Chia Chen, The Relationshipof Leadership, Team Trust and Team Performance,.2007. Mullins, Laurie. J, Management and Organizational Behavior. London: Pearson Education, 2005. Mulyasa. E, Standar Kompetensi dan Sertifikasi Guru. Bandung: Remaja Rosdakarya, 2008.. Robbins, Stephen P. and Timothy A. Judge, Organizational Behavior. New Jersey: Pearson Prentice Hall, 2011. 82