PERFORMANCE OF CIVIL SERVANTS: THE ROLE OF MOTIVATION AND ORGANIZATIONAL CULTURE

How to cite this paper: Karepesina, M. T. (2023). Performance of civil servants: The role of motivation and organizational culture [Special issue]. Corporate Governance and Organizational Behavior Review, 7 (3), 385–394. https:


INTRODUCTION
Employee performance, within the scope of government, is the achievement of a job in accordance with the requirements that have been determined based on the main tasks and functions of each to achieve organizational goals (Anwaruddin, 2006). Meanwhile, performance appraisal is a formal system that is used within a certain period of time to assess an employee's work performance. So, performance appraisal is part of the performance evaluation which forms the basis for mapping the human resources needed by the organization (Setiobudi, 2017).
To move human resources to follow the direction of the organization, organizational culture and work motivation are needed to support employee performance. Strong organizational culture and high motivation are very important to improve employee performance (Shahzad et al., 2012). Motivation is someone's driving force in doing a job to get the best results. For this reason, if employees have high work motivation, and generally have high performance, then employee motivation needs to be increased so that employees can produce the best performance (Lazaroiu, 2015;Jalagat, 2016). Meanwhile, a strong organizational culture will form a healthy climate in the work environment that will form high employee commitment to their duties and responsibilities to advance the organization through their performance (Yiing & Ahmad, 2009).
Previous studies state that motivation has a positive effect on employee performance. Rohim and Budhiasa (2019) stated that awards from the organization in the form of remuneration, such as employee performance benefits, have a positive effect on individual attitudes in sharing knowledge. The interaction between remuneration and organizational culture variables has a positive effect on a variety of knowledge. This finding illustrates that organizational culture is a purely moderating variable that strengthens the relationship between remuneration and knowledge sharing. Mardanov's (2021) research results show that the motivational variable can be said to be an employee motivator. Motivation as a driving factor for improving performance, as well as employee satisfaction, cannot be separated from the leadership's role in changing the organizational atmosphere to be more optimal and professional (Ryanto et al., 2021). Ryanto et al. (2021) show that work motivation directly improves employee performance. Motivation and organizational culture have an important role in improving employee performance. Organizational culture directly affects work motivation. Nurcahyo and Indradewa (2022) stated that organizational culture in the government environment must be considered so that employee motivation and performance are maintained properly. The organization maintains a deep work environment, as well as organizational culture increases the motivation of the employee. Paais and Pattiruhu (2020), in their research, show that organizational culture has an important role in influencing job performance and satisfaction.
Thus, the research question for this study is as follows: RQ: What causes ladies and gentlemen to have no motivation to work?
Several previous studies found that motivation directly influences employee performance. Therefore, this study is intended to examine how giving motivation contributes to employee performance. The research question used is based on motivation according to Robbin and Hakim (2009), organizational culture was adopted from Robbin (1990), and employee performance was adopted from Dessler (1999). Statistical tests using IBM SPSS Statistics version 20.0 software showed that organizational culture influences employee performance. However, the results of this study also found that motivational variables had no effect on employee performance.
The remainder of this paper is structured as follows. Section 2 reviews the relevant literature. Section 3 provides the methodology used in the study. Section 4 presents the results while Section 5 discusses the findings. Section 6 concludes the paper.

Organizational culture
Limaj and Bernroider (2019) and Miller et al. (2006) define organizational culture as a set of basic assumptions and beliefs held by employees, developed and lowered to overcome the problems encountered by employees. Employees who are not satisfied with the organization as a whole are impacted by their dissatisfaction and it can affect performance. Robbins and Hakim (2009) says that organizational culture is a system that is adhered to in an organization that distinguishes it from other organizations, while David (2011) defines organizational culture as the behavior developed by the organization for external adaptation and internal integration. Organizational culture, according to Kreitner and Kinicki (2003), is a constructive culture, passive-defensive culture, and defensive-aggressive culture. Biswas found that employees with good adaptability to organizational culture will get effective performance. Crewson (1997) said that public service motivation is the ideas that drive a person to action, commitment, choice of guidance, organizational efforts, and behavior that differ depending on the sector in which the subject operates, distinguishing between the public and private sectors. Therefore, Perry (2000) identifies four dimensions that determine public service motivation, including 1) interest in policy-making, 2) commitment to the public interest, 3) compassion, and 4) self-sacrifice. Performance can be measured using the three needs theory approach. McClelland ("Theory of needs", n.d.) says the need for achievement is internal employee support to achieve the goals they are going to do and what they are doing. Meanwhile, the need for affiliation encourages employees to compete by staying away from high risks and vulnerabilities (Pak et al., 2021).

Work motivation
Human resource management is professionally created to maintain a balance between employee needs, demands, and organizational capabilities (Mappamiring et al., 2020). Indahingwati et al. (2019) said that motivation is very important so that employees carry out their jobs well. Motivation is a frequent problem faced by organizations (Arshadi, 2010). Marinak and Gambrell (2008) define motivation as a psychological process that provides goals, as well as direction for employee behavior or as an internal driver in meeting employee satisfaction. Charness and Dufwenberg (2006)

Employee performance
McCausland et al. (2005) said that employee performance is directly influenced by employee satisfaction. Meanwhile, dissatisfied employees have low organizational commitment and impact.
Performance is work which is a significant comparison between work and labor standards (Dessler, 1999). Meanwhile, according to Mathis and Jackson (2002), performance is the result of the ability of employees multiplied by effort as well as support. Gibson et al. (2000) says that employee performance will decrease if one of the factors is reduced or absent.
According to Robbins (2007), the goals of performance appraisal are: 1) to make decisions in human resource management or dismissal; 2) to identify training and development needs; 3) to do validation of selection and development programs; 4) to provide evaluation/feedback to employees related to their performance; 5) to become the basis for determining the allocation of remuneration. Gunapalan and Ekanayake (2019) said that organizational success lies in the ability and competence of employees.
According to Islam et al. (2019), performance is an activity that is conducted by an employee over a certain period of time. Whereas Jameel and Ahmad (2019) and Santos et al. (2018) said that employee performance depends on the ability and competence of employees in competing, as well as their ability to achieve organizational goals.
Delegation of authority policy can affect employee performance. This has an impact on the development of skills among employees and helps strengthen connections within the organization and can manage work time effectively (El-Helow, 2010).

Data and samples
This research is survey research. The population of the study is civil servants (pegawai negeri sipil -PNS) at the Central Maluku Regency Regional Development Planning Agency (RDPA). There were 40 questionnaires distributed, but only 31 questionnaires were returned which were ready for processing.

Data collection techniques
Data collection was carried out through document studies, interviews, and questionnaires. The variable measurement adopted from previous research work motivation was measured by 12 items adopted from Robbins and Hakim (2009). Organizational culture is measured by 5 items adopted from Robbins (1990), while employee performance is measured by 20 items adopted from Dessler (1999). The variable measurement uses a five-point Likert scale, where 1 = "strongly disagree", while 5 = "strongly agree". The Likert scale is a bipolar scale method in statistics that is used to measure quantitative data in the form of positive and negative response data. There are 5 response options. The main purpose of using the method of Likert scale is to produce accurate and verifiable data. There are 5 aspects of customer satisfaction: 1. Tangible aspect. Where the ability of a company to provide the best services to its customers that can be felt directly by them.
2. The aspect of reliability and assurance, namely the ability of a company to provide services to customers.
3. The responsiveness aspect, namely the aspect where the benchmark of service will greatly affect behavior and satisfaction of people who get services.
4. The aspect of empathy, namely services from organizations related to the satisfaction of customers.
5. The aspect of information systems, namely the company has data that is used to support customer satisfaction (Boone & Boone, 2012).

Data analysis method
To test the causal relationship between the independent variable and the dependent variable, multiple regression analysis was used with IBM SPSS Statistics software version 20.0. Multiple regression is needed because there is more than one independent variable or dependent variable. Multiple linear regression analysis was done to know the direction and how large influence of independent variables on variables dependent (Ghozali, 2016).

Descriptive analysis
Statistics is a method used to describe, organize, and conclude the main characteristics of sample data. Descriptive statistics include tabulations and descriptions of data sets. The descriptive statistics of the research variables are shown in Table 1.

Validity test
In this study, the approach used to measure validity is construct validity by conducting factor analysis. The test tool used to perform factor analysis is the Kaiser-Meyer-Olkin measure of sampling adequacy (KMO MSA). The questionnaire instrument is declared valid if it has a KMO MSA value and a loading factor of 0.5. The Experience variable does not need to be tested for validity because it is measured based on years of service. The following results of the research variable validity test can be seen in Table 2. It can be seen that almost all indicators for the Motivation variable are valid, where the KMO MSA value obtained is > 0.5 and the loading factor value obtained for this indicator is > 0.5, so that it can be used for further data processing. Except for indicators M.2, M.3, M.6, and M.12, which are invalid because the loading factor value is less than 0.5 so these indicators are not included in the further data processing.  Table 3 shows that all indicators of the Organizational culture variable are valid, where the KMO MSA value obtained is > 0.5 and the loading factor value obtained for these indicators is > 0.5, so that it can be used for further data processing. It is seen from Table 4 that almost all indicators for the Performance variable are valid, where the KMO MSA value obtained is > 0.5 and the loading factor value obtained for the indicator is > 0.5, so that it can be used for further data processing. Except for indicators P.1, P.2, P.5, and P.10, which are invalid because the loading factor value is less than 0.5 so these indicators are not included in further data processing.

Reliability test
This test is carried out with the aim of knowing the consistency of the degree of dependency and the stability of the measuring instrument. According to Curatman et al. (2022), with this test, a measurement can determine the level of accuracy with the use of the formula for Cronbach's alpha coefficient. If the alpha coefficient value is greater than 0.60, it can be concluded that the research instrument is reliable or unreliable. The Experience variable does not need to be tested for reliability because it is measured based on the length of service. The data in Table 5 shows that the measuring instrument used in this study is reliable, where Crobanch's alpha value for each variable is greater than 0.60, so it can be used for further data processing.

Normality test
Data was collected with the aim of knowing whether the residual data in the multiple linear regression model is normally distributed or not. If the normal probability plot shows that the points spread close together. Furthermore, the data normality test was also carried out using the one-sample Kolmogorov-Smirnov test. In a multivariate way, the data normality test was carried out on the residual value. Normal distributed data is shown with a significance value above 0.05. Departing from the data in Table 6 above, it is known that the Asymp. Sig. (2-tailed) is 0.999 > 0.05, it can be concluded that the residual data is normally distributed or meets the assumption of normality.
The results of the one-sample Kolmogorov-Smirnov test are consistent with the results of the normal probability plot test.

Heteroscedasticity test
This test aims to see the variance of the residual from one observation to another. The heteroscedasticity test in this study was carried out by looking at the scatterplot graph and the Glejser test. The Glejser test results show that if the significance value is > 0.05, it can be concluded that the research data fulfills the classical assumption of heteroscedasticity. Figure 1. Heteroscedasticity test results Figure 1 shows the scatterplot of the distribution of random points both above and below the number 0 on the Y-axis. It can be concluded that there is no heteroscedasticity problem in the research data or that the data meet the assumption of heteroscedasticity.

Hypothesis testing
The results of the classical assumption test as a whole show that the regression model meets the classical assumptions. So the next step is to do an evaluation, as well as interpret the multiple linear regression model to test the direct effect of the variables Motivation (X1) and Organizational culture (X2) on Performance (Y).
Testing the formulated hypothesis is carried out partially or simultaneously. The null hypothesis (H0) states that the independent variable has no effect on the dependent variable. The alternative hypothesis (Ha) states that there is an influence of the independent variables on the dependent variable.
Decision-making in this study will use a significant probability based on a negligible value of 5%, if the probability is significant at < 0.05, then H0 is rejected and Ha is accepted. Vice versa, if the probability is significant at > 0.05, then H0 is accepted and Ha is rejected. If H0 is accepted, then there is no effect of the independent variables on the dependent variable, whereas if H0 is rejected, then there is an effect of the independent variables on the dependent variable. The data in Table 8 shows an Adjusted R-square of 0.266. This means that the influence of the variables Motivation (X1) and Organizational culture (X2) on Performance (Y) is 26.6% and the remaining 73.4% is influenced by other variables outside this research model. Based on the statistical values in Table 9 above, the calculated F-value is 6.437 with a significance value of 0.005. Because the significance value is less than 0.005 < 0.05, it can be concluded that the Motivation (X1) identification variable and Organizational culture (X2) simultaneously have a significant effect on the Performance (Y) variable in the RDPA of Central Maluku Regency.
This shows that the variable Motivation has a significance value of 0.263 < 0.05, a significance value of 0.263 < 0.05 means that H0 cannot be rejected. This means that motivation has no significant effect on the performance of Bappeda (Development Planning Agency at Sub-National Level) employees in Central Maluku Regency. Furthermore, for the Organizational culture variable, a significance value of 0.007 < 0.05 was obtained, then Ha was accepted. This means that organizational culture has a positive effect on the performance of Bappeda employees in Central Maluku Regency.

DISCUSSION
The null hypothesis (H0) stated that motivation has no effect on employee performance. Partially, for the Motivation (X1) variable, a significance value of 0.263 < 0.05 is obtained. Because the significance value is 0.263 < 0.05, H0 was accepted and Ha was rejected. This means that H1 is rejected or proven insignificant. To find out if the Motivation variable does not affect employee performance, a focus group discussion (FGD) was conducted. The employee's reason for stating the working conditions or atmosphere in Bappeda of Central Maluku Regency is that employees carrying out their work are often told to work overtime without paying overtime pay. Another thing that makes most employees unmotivated in carrying out their jobs is the hegemony of power which is so strong that the reign of the ruling dynasty has lasted for 20 years. While in previous studies, there is a significant relationship between motivation and employee performance. Rohim  For the Organizational culture (X2) variable, a significance value of 0.007 < 0.05 was obtained, so the H0 was rejected and Ha was accepted. This means that H2 is accepted or proven significant, which means that organizational culture has a significant positive effect on the performance of Bappeda employees in Central Maluku Regency. This is in line with several studies conducted by Ryanto et al. (2021) and Nurcahyo and Indradewa (2022).
The results of this study indicate that motivation has no effect on employee performance. Motivation is a driving factor to act simply in a situation that encourages or causes a person to carry out an act or activity that takes place consciously. Based on motivation theory, the above understanding is contrary to the main principle that a person only does activities that are fun to do. This shows that under certain conditions under forced circumstances, someone will do something they do not like, so the work done tends to be ineffective or inefficient (Inari et al., 2012).

CONCLUSION
It was found that the motivation given by Bappeda has no effect on employee performance. Motivation is not something that can be observed but something that can be inferred because of something that is seen in behavior. What employees want from their jobs is generally something that is important to them, as well as to the organization. This shows that things that are considered as supports that are directed at motivating employees in accordance with the direction and desires of the organization are not working as they should.
Motivation needs to be encouraged and driven by the leadership so that employees want to work optimally. On the other hand, factors of communication, coordination, environment, achievement recognition, and mutual respect are needed to create comfortable working conditions for all parties. Research locations in government organizations (public sector) and companies (private sector) also affect employee motivation, because government organizations pay salaries and employee benefits schemes that are stipulated in clear regulations, employees with low performance will receive the same salary as other employees. The results of this study are in line with the research of Inary et al. (2016) and Wijaya and Andreani (2015).
The results showed that organizational culture affects organizational performance. This shows that organizational culture is a value that integrates human resources in dealing with external and internal problems as an attempt to adjust integration into the organization. Soedjono (2005) and Meitriana and Irwansyah (2019), state that organizational culture is a system of spreading beliefs and values that develops within an organization and directs the behavior of its members.
A good organizational culture will influence the mindset and actions of employees in completing their duties. Organizations that have a strong culture will be able to improve the performance of their employees and foster a spirit of togetherness (Meitriana & Irwansyah, 2019).
Based on the results of the research above, the researchers suggest that in the future, the RDPA of Central Maluku Regency has more synergy between leaders and subordinates in creating a more dynamic work environment according to job demands. The organizational culture has been created and determined to be maintained and further improved in accordance with the demands of a work environment that is always dynamic so that organizational performance can be optimally supported.
Motivation, organizational culture, and employee performance remain a concern in the organization. This study has a number of limitations, including access to respondents and the ability to generalize these findings with research results in other locations. Researchers admit that it is necessary to carry out ongoing studies on the factors that influence employee performance. Consulted with superiors in the past month Confession 10

I. WORK MOTIVATION
The supervisor checks the work process in the last month Self-actualization 11 Superiors provide an evaluation of the results of work in the past month 12 Made mistakes on assignments given in the last month The organization where I work always provides an opportunity to correct the mistakes that have been made because I think that is a valuable lesson