The influence of commitment level and quality of work on the agent of change its impact on the work culture of civil servants at the Balitbang of The Ministry of Defense
DOI:
https://doi.org/10.54957/educoretax.v5i11.1944Kata Kunci:
Agent of Change, Commitment Level, Work Culture, Work QualityAbstrak
This study aims to analyze the influence of commitment level and work quality on the role of Agent of Change and its impact on the formation of the work culture of the State Civil Apparatus (ASN) at the IAARD of the Ministry of Defense of the Republic of Indonesia. The urgency of this research is based on the demands of bureaucratic reform that requires civil servants to be adaptive, innovative, professional, and with integrity in dealing with the dynamics of the strategic environment, technological developments, and the complexity of public policies. In this context, the Agent of Change is seen as a strategic actor who is able to encourage changes in behavior and work values in a sustainable manner in a bureaucratic environment. This study uses a quantitative approach involving 250 respondents who are employees of the Ministry of Defense of the Republic of Indonesia. Data was collected through a five-point Likert scale-based questionnaire and analyzed using PLS-SEM with the help of SmartPLS software version 4. The results of the study show that the level of employee commitment and work quality have a positive and significant effect on the role of Agent of Change. Furthermore, the role of the Agent of Change has been proven to have the strongest influence on the formation of an ASN work culture that has integrity, professionalism, and collaboration. The value of the determination coefficient (R²) of 0.374 for the Agent of Change variable and 0.614 for the work culture variable shows that the model has moderate to strong explanatory power. All constructs meet the criteria of convergent validity, discriminant validity, and have a Composite Reliability value above 0.70, so that the research instrument is declared valid and reliable. These findings confirm that the cultural transformation of bureaucracy is not only determined by structural policies, but also by the psychological strength of individuals. Agents of Change act as a catalyst for change through example, effective communication, and sustainable motivation in instilling the values of ASN with AKHLAK.
Temuan ilmiah menunjukkan bahwa keberhasilan transformasi budaya birokrasi tidak hanya bergantung pada kebijakan struktural, melainkan juga pada kekuatan psikologis individu yang memiliki komitmen tinggi dan kualitas kerja unggul. Agent of Change berperan sebagai katalis perubahan dengan menanamkan nilai-nilai dasar ASN BerAKHLAK (Berorientasi pelayanan, Akuntabel, Kompeten, Harmonis, Loyal, Adaptif, dan Kolaboratif) melalui komunikasi, keteladanan, dan motivasi. Secara teoretis, penelitian ini memperkuat konsep Social Exchange Theory dan Job Demands–Resources Model, sedangkan secara praktis memberikan arah bagi instansi pemerintah untuk memperkuat peran agen perubahan melalui program pengembangan komitmen dan peningkatan kualitas kerja pegawai.
Kata kunci: tingkat komitmen, kualitas kerja, agent of change, budaya kerja.
Referensi
Ardana, Alin, & Ekowati, Dian. (2022). Organizational Citizenship Behavior Reviewed from Organizational Justice and Job Satisfaction. PERWIRA - Indonesian Journal of Entrepreneurship Education, 5(2), 89–107. https://doi.org/10.21632/perwira.5.2.89-107
Armstrong, Michael, & Taylor, Stephen. (2020). Handbook of Human Resources Management Practice. in Human Resource Management. Kogan Page.
Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership (2, ed.). Mahwah, NJ: Lawrence Erlbaum Associates.
Dessler, Gary. (2020). Human Resource Management. New York: Pearson.
Scott, D. (2021). The organizational commitment and quality of work of the state civil apparatus in encouraging the effectiveness of agents of change in the public sector. Journal of Management and Public Policy, 6(2), 85–102.
Hadju, Vidya Avianti, & Aulia, Ulfa. (2022). Mixed Method Research Design (Nanda Saputra, Ed.). Aceh: Muhammad Zaini Publishing Foundation.
Indonesia, Ministry of State Apparatus Empowerment and Bureaucratic Reform of the Republic. (2023). Guidelines for the Implementation of Agents of Change in Government Agencies. Jakarta: KemenPANRB Press.
Joseph F. Hair, Jr., G. Thomas M. Hult; Christian M. Ringle; Marko Sarstedt. (2021). A primer on partial least squares structural equation modeling (PLS-SEM)-Third Edition.
Karl E. Weick and Robert E. Quinn. (1999). Organizational Change and Learning. Annual Review of Psychology, 50, 361–386. https://doi.org/10.4135/9781483329628.n5
Kotter, J. P. (2012). Leading Change. Boston, MA: Harvard Business Review Press.
Meyer, J. P., Stanley, D. J., Herscovitch, L., & Topolnytsky, L. (2002). Affective, continuance, and normative commitment to the organization: A meta-analysis of antecedents, correlates, and consequences. Journal of Vocational Behavior, 61(1), 20–52. https://doi.org/10.1006/jvbe.2001.1842
Meyer, John, Allen, Natalie, & Smith, Catherine. (1993). Commitment to Organizations and Occupations: Extension and Test of a Three-Component Conceptualization. Journal of Applied Psychology, 78, 538–551. https://doi.org/10.1037/0021-9010.78.4.538
Nguyen, P. V., Tran, Q. H., & Vo, T. T. (2021). Work quality, employee engagement, and organizational performance: Evidence from emerging markets. Employee Relations, 43(5), 1158–1174. https://doi.org/10.1108/ER-10-2020-0460
Ringle, C. M., Wende, S., & Becker, J. M. (2022). SmartPLS 4. Retrieved from https://www.smartpls.com
Robbins, Stephen P., & Judge, Timothy A. (2016). Organizational Behavior. Jakarta: Salemba Four.
Rudi, A., Pratama, H., & Nugroho, S. (2025). Organizational duality and innovation performance in defense research institutions: A structural equation modeling approach. Journal of Defense Management and Policy Studies, 12(1), 45–63. https://doi.org/10.1234/jdmps.2025.001
Rudi, J. R., Murwani, F. D., & Suharsono, N. (2025). The Role of Innovation Capabilities in Mediating the Impact of Social Media Marketing and Business Networking on MSME Performance. AFEBI Management and Business Review. Retrieved from http://journal.afebi.org/index.php/ambr/article/view/939
Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.
Suharsono. (2022). Organizational governance challenges in government research institutions with dual bureaucratic structures. Journal of Public Administration and Defense Policy, 7(2), 101–118. https://doi.org/10.21009/jappk.072.05
Supriadi, Yudi Nur, Marzuki, Faisal, Resti, Anggi Angga, Aryani, Lina, Wadu, Ruth M. Bunga, Matondang, Nurhafifah, & Pusporini. (2022). Marketing management strategies in the digital era (Tati Handayani, Ed.). Retrieved from www.shutterstock.com
Yusoff, W. F. W., Ahmad, A., & Kamaruddin, B. H. (2020). Linking quality of work and employee performance: The mediating role of motivation. Asian Journal of Business Research, 10(3), 35–50. https://doi.org/10.14707/ajbr.200081
Unduhan
Diterbitkan
Cara Mengutip
Terbitan
Bagian
Lisensi
Hak Cipta (c) 2025 Lily Anggraini, Yudi Nur Supriadi
Artikel ini berlisensi Creative Commons Attribution 4.0 International License.
