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.v5i11.1944Keywords:
Agent of Change, Commitment Level, Work Culture, Work QualityAbstract
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.
culture that had integrity, professionalism, and collaboration. The R² value of 0.374 for the Agent of Change variable and 0.614 for the work culture variable indicates a moderate to strong model explainability. The validity and reliability test showed that all constructs met the criteria of convergent validity, discriminant validity, and had a Composite Reliability value above 0.70, indicating a reliable and valid research instrument.
Scientific findings show that the success of bureaucratic cultural transformation does not only depend on structural policies, but also on the psychological strength of individuals who have high commitment and superior quality of work. Agents of Change act as catalysts for change by instilling the basic values of ASN BerAKHLAK (Service-Oriented, Accountable, Competent, Harmonious, Loyal, Adaptive, and Collaborative) through communication, example, and motivation. Theoretically, this research strengthens the concept of Social Exchange Theory and the Job Demands–Resources Model, while practically providing direction for government agencies to strengthen the role of change agents through commitment development programs and improving the quality of employee work.
Keywords: level of commitment, quality of work, agent of change, work culture.
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