Jurnal Ilmu Administrasi Publik | April 2019
ANALYSIS OF THE EFFECT OF SERVICE QUALITY AND ORGANIZATIONAL
CULTURE ON VILLAGE OFFICIAL PERFORMANCE AND COMMUNITY
SATISFACTION
(A Study at Sanankulon Village Office, Sanankulon District, Blitar Regency)
By:
Ferida Asih Wiludjeng
Risqa Latifatul Ulfa
Indria Guntarayana
Department of Public Administration
Faculty of Social and Politics
Universitas Islam Balitar
Indonesia
Abstract: Village government as one of the government agencies that carry out public services must improve the quality
of service in order to create satisfaction that can be felt by the community. However, there are still various arising issues
in the community such as not meeting the people's expectations of the right to service that should be received by the
community. Therefore, it is necessary to improve public services so that people's bad impression of the government can
be fixed. The purpose of this study was to investigate and explain the implications of strategy and significant effect of
service quality and organizational culture on the performance of village official and community satisfaction. This study
adopted mixed method design. The results showed that service quality had a significant positive effect on village official
performance; organizational culture had a significant positive effect on village official performance; service quality had a
significant positive effect on community satisfaction; organizational culture had no significant effect on community
satisfaction; village official performance had a significant positive effect on satisfaction community; and the implications
of the strategy to improve village official performance and community satisfaction at Sanankulon Village Office were to
include village officials in workshops to improve leadership competence and management of the village government, use
finger print attendance continuously, create vision and mission, hold morning and end-of-the-day ceremonies, provide
verbal and written warnings to undisciplined officials, and evaluate the criticisms and suggestions delivered by the
community.
Keywords: Service Quality, Organizational Culture, Village Official Performance, Community Satisfaction
INTRODUCTION
According to Law Number 32 of 2004 concerning
Regional Government, regional governments are given such
broad authority by the central government to regulate their own
regional households, including the provision of services to the
community. However, according to (Fajar Diah Astuti et al,
2018), there are still various issues that arise in the community
such as not meeting the people's expectations of service rights
that should be received by the community. Therefore (Enceng
and Purwaningdyah, 2008) suggested the need for
improvement of public services so that the public's bad
impression to the government can be mended. Such
improvement can affect the community satisfaction, so that
public trust in the government can be rebuilt. According to
(Hasnih et al, 2016), the village government as one of the
government agencies that carry out public services must also
improve the quality of service in order to create satisfaction that
can be felt by the community. The community will be satisfied if
the Village Official performance meets expectations, otherwise
the community will be disappointed if their performance is under
expectations. Whereas, according to (Ferry Siswadhi, 2016) the
performance of an organization cannot be measured by service
providers, but rather from service recipients. This is because
performance is basically output and not input. The party that
experiences the output is not the service provider (bureaucracy)
but the service user (community). According to (M. Fahmi et al,
2018) performance itself is an implication of organizational
culture. Organizational culture is a pattern, norms, beliefs, and
values that apply in an organization, in which those aspects can
affect the actions or behavior of human resources or employees
in an organization. Employees who have understood the values
in an organization will make these values the personality of the
organization. These values and beliefs will eventually be
translated into their daily behavior at work, so that it will be an
Jurnal Ilmu Administrasi Publik | April 2019
individual performance, and each good individual performance
will lead to excellent organizational performance.
The legal basis related to the village and village
government in the implementation of public services has been
clearly outlined, including as described in Law Number 6 of
2014 concerning Villages; Regulation of the Minister of Home
Affairs Number 44 of 2016 concerning Village Authority;
Government Regulation Number 47 of 2015 concerning
Amendment to Government Regulation Number 43 of 2014
concerning Regulations for Implementing Law Number 6 of
2014 concerning Villages; Regulation of the Minister of
Villages, Development of Disadvantaged Regions, and
Transmigration Number 1 of 2015 concerning Guidelines for
Authority Based on Origin and Village Scale Local Authority;
Regulation of the Minister of Home Affairs Number 84 of 2015
concerning Organizational Structure and Work Procedure of
Village Governments; and Blitar Regent Regulation Number 26
of 2017 concerning Amendments to the Regulation of Blitar
Regent Number 8 of 2017 concerning Guidelines for the
Preparation of Village Government Organizational Structure and
Work Procedures. Although the instructions for the
implementation of public services in Blitar Regency are clearly
regulated, public services in villages or sub-districts in Blitar
Regency have not been implemented optimally.
Research studies on the effect of service quality and
organizational culture on performance and satisfaction have been
conducted by many researchers. Research conducted by Sabri
(2017) regarding official performance and quality of public
services at Kadia Village Office, Kadia District, Kendari City
revealed that the performance of Village Official in providing
quality public services in Kadia – in terms of serving the
community – has yet to be in accordance with expectations.
Inadequate facilities at the Village Office of Kadia can hamper
the smooth implementation of Village Official’ tasks in serving
the community, hence there are often delays in procesings
community requests which are increasingly growing. The results
of field research on Village Official indicated that the quality of
community service remained low. Subsequent research was
carried out by Nova IE Tamara, Lisbeth Mananeke,
Christoffel Kojo (2018) concerning the effect of service quality
on the satisfaction of Kawangkoan Bawah community in
Amurang Barat District, South Minahasa Regency which
showed that the simultaneous effect of reliability,
responsiveness, assurance, empathy, and direct evidence was
significant on community satisfaction variable. Furthermore,
research conducted by Riska Pratiwi (2012) on the effect of
organizational culture on employee performance at the State
Wealth Services and Auction Office indicated that
organizational culture had a significant effect on the
performance of employees at the office by 32%, while 68% is
influenced by other factors.
LITERATURE REVIEW
According Afrizawati (2014: 17), service quality is
defined as the expected level of excellence and control over the
level of excellence to meet customer desires. Service quality is
not viewed from the point of view of service provider, but it is
based on public perception (customers) as the service recipients.
Wirawan (2007: 10) posits that organizational
culture is the norms, values, assumptions, beliefs,
philosophies, organizational habits, and so on (the
contents of organizational culture) developed over a long
time by the founder, leader, and members of the
organization. Those contents are then socialized and
taught to new members and applied in organizational
activities so that they affect mindset, attitude, and
behavior of the members of an organization in creating
products, serving consumers, and employee performance
in the organization.
Pabundu (2010: 121) states that performance is
the results of job functions / activities of a person or group
in an organization that is influenced by various factors to
achieve organizational goals within a certain period of
time.
According to Lovelock and Wirtz (2011: 74),
satisfaction is an attitude that is decided based on the
experience. Satisfaction is an assessment of the
characteristics or features of a product or service, which
provides a level of consumer pleasure related to the
fulfillment of consumer needs. Consumer satisfaction can
be created through quality, service, and value. The key to
achieving customer loyalty is to provide high customer
value.
Jurnal Ilmu Administrasi Publik | April 2019
RESEARCH METHOD
The present study adopted mixed method design. It
combines two existing methods, namely qualitative
quantitative research. Sugiyono (2011) states that the
mixed methods research is a research method that
combines quantitative with qualitative methods to be used
together in a research to obtain more comprehensive,
valid, reliable, and objective data.
According to Sekaran (2011: 241) population is the
entire group of people, events, or things that researchers
want to investigate. Population in this study were people
who came to Sanankulon Village Office to ask for
services. The sample in this study was determined by
using non-probability sampling method, that is, a sampling
technique that does not provide the same opportunity for
every member of the population to become a sample.
Regarding purposive sampling, Sugiyono (2016: 85)
states, "Purposive sampling is a technique of selecting the
sample of data sources with certain considerations.” The
reason for using Purposive Sampling technique was that
not all samples have criteria that fit the phenomenon under
study. To select the sample of questionnaire respondents,
simple random sampling was adopted (Kerlinger (2006:
188). The number of sample in this study ranged from 100
people. In this study, the number of indicators were 21.
The ten times of the number of indicators were used to
determine the sample; therefore, the sample needed in this
study were 100. For the better results, Hair et al., (2006:
605) stated that to get a considerably good measurement,
the number of participants range from 100-200.
Types of data sources in this study were qualitative
and quantitative data. Qualitative data is data obtained in
the form of information, both verbal and written
information relating to the problem under study.
Quantitative data is obtained in the form of figures that can
be calculated, which relate to the problem of the study. To
obtain the required data, the methods used were Literature
Study, Preliminary Study, and Field Study. Literature
study was carried out by gathering information from
books, journals, and other literature that are relevant to
research problems which are then used as a theoretical
basis. This literature study was carried out at the stage of
preparing the literature review (Chapter II) and compiling
research stimuli. Preliminary Study is a pilot study that
aims to determine the use of research instruments in
obtaining information as efficiently and accurately as
possible. The preliminary study was carried out by
distributing questionnaires to check public assumptions to
50 participants. Such study was conducted to test whether
the field opinions were sufficiently understood by
respondents. Field Study is the main study conducted by
distributing questionnaires to 100 respondents who met the
criteria as research respondents. Distribution of the
questionnaire was performed together with the interview.
In the process of distributing research questionnaires,
random sampling method was used based on certain
criteria or considerations. In addition, and theses were
used as a reference for previous research.
RESULT AND DISCUSSION
Figure 4.1 PLS I Model
Source : Smart PLS 3.0 version
Table 4.1 Discriminant Validity Value on Service
Quality (X1)
Source : Smart PLS 3.0 version
Referring the result of cross loading estimation in
Table 4.1, the loading value of each dimension / indicator
Jurnal Ilmu Administrasi Publik | April 2019
of Service Quality (X1) is greater than the value of cross
loading in other blocks. Thus, it can be concluded that all
constructs or latent variables already have good
discriminant validity, in which the indicators in construct
indicator block are better than the indicators in other
blocks.
Table 4.2 Discriminant Validity Value on
Organizational Culture (X2)
Source : Smart PLS 3.0 version
Based on the result cross loading estimation in
Table 4.2, the loading value of each dimension/indicator of
Organizational Culture (X2) is greater than the value of
cross loading in other blocks. Therefore, it is clear to say
that all constructs or latent variables already have good
discriminant validity, in which the indicators in construct
indicator block are better than the indicators in other
blocks.
Table 4.3 Discriminant Validity Value on Village
Official Performance (Y1)
Source : Smart PLS 3.0 version
As shown in Table 4.3, the loading value of each
dimension/indicator of Village Official Performance (Y1)
is greater than the value of cross loading in other blocks.
Hence, all constructs or latent variables already have good
discriminant validity, in which the indicators in construct
indicator block are better than the indicators in other
blocks.
Table 4.4 Discriminant Validity Value on Community
Satisfaction (Y2)
Source : Smart PLS 3.0 version
As Table 4.4 shows, the loading value of the four
dimensions/indicators of Community Satisfaction (Y2) is
greater than the value of cross loading in other blocks.
Thus, it can be concluded that the four constructs or latent
variables already have good discriminant validity, in
which the four indicators in construct indicator block are
better than the indicators in other blocks.
Table 4.5 Average Variance Extracted Value
Source : Smart PLS 3.0 version
Referring to Table 4.5, it is known that the
AVE value of each construct is still under 0.5.
Therefore, it remains a problem of convergent
validity in the model being tested so that the construct
in this research model needs to be modified.
Convergent validity can also be seen from the value
of Average Variance Extracted (AVE). In this study,
the AVE value of three constructs is above 0.5,
except the AVE value of Organizational Culture
variable (X2).
Jurnal Ilmu Administrasi Publik | April 2019
Table 4.6 Composite Reliability
Source : Smart PLS 3.0 version
As revealed in Table 4.6, the model shows that the
composite reliability value for all constructs is above the
value of 0.70. The description is as follows:
Composite Reilability value of Service Quality
(X1) was 0.857. Thus, it is clear that the construct has
good reliability in accordance with the required minimum
value limit.
The Composite Reliability Value of Organizational
Culture (X2) was 0.851. Thus, it can be concluded that the
construct has good reliability in accordance with the
required minimum value limit.
The Composite Reliability Value of Village
Official Performance (Y1) was 0.858. Therefore, it is clear
that the construct has good reliability in accordance with
the required minimum value limit.
Composite Reliability Value of Community
Satisfaction (Y2) was 0.884. Hence, it can be concluded
that the construct has good reliability in accordance with
the required minimum value limit.
Table 4.7 Cronbach Alpha
Source : Smart PLS 3.0 version
As seen in Table 4.7, the model shows that
cronbach alpha value for Service Quality construct (X1) is
above the value of 0.60 which is equal to 0.794. Thus, it
can be concluded that the construct of Service Quality
(X1) has Good Reliability in accordance with the required
minimum value limit.
From Table 4.7, the model shows that cronbach
alpha value for Organizational Culture Construct (X2) is
above the value of 0.60 which is level with 0.795.
Therefore, it is clear that the construct of Organizational
Culture (X2) has Good Reliability in accordance with the
required minimum value limit.
As indicated in Table 4.7, the model shows that
cronbach alpha value for Village Official Performance
Construct (Y1) is above the value of 0.60; that is, 0.793.
As a result, the construct of Village Official Performance
(Y1) has Good Reliability in accordance with the required
minimum value limit.
Also from table 4.7, it is shown that cronbach
alpha value for the construct of Community Satisfaction
(Y2) is above the value of 0.60 which is equal to 0.832.
Thus, it can be concluded that the construct of Community
Satisfaction (Y2) has Good Reliability in accordance with
the required minimum value limit required.
Effect of Service Quality on Village Official
Performance (Hypothesis 1)
Based on the result of data analysis using Smart
PLS 3.0 as shown in Table 4.25, Original Sample (O) is a
path coefficient of 0.331 and T Statistics (|O/STEDEV|) to
show the significance of effect; that is, 3.597, greater than
t table: 1.984 (t statistics> t table). Thus, Hypothesis 1 was
accepted, namely Service Quality (X1) affected Village
Official Performance (Y1). It can also be interpreted that
Service Quality (X1) had a significant positive effect on
Village Official Performance (Y1).
Effect of Organizational Culture on Village Official
Performance (Hypothesis 2)
With a reference to the result of data analysis
using Smart PLS 3.0 as shown in Table 4.25, Original
Sample (O) is a path coefficient of 0.609 and T Statistics
(|O/STEDEV|) to show the significance of effect of 6.936,
which is greater than t table of 1.984 (t statistics> t table).
Jurnal Ilmu Administrasi Publik | April 2019
Thus, Hypothesis 2 was accepted: Organizational Culture
(X2) affected Village Official Performance (Y1). This can
also be interpreted that Organizational Culture (X2) had a
significant positive effect on Village Official Performance
(Y1).
Effect of Service Quality on Community Satisfaction
(Hypothesis 3)
Based on the result of data analysis using Smart
PLS 3.0 as shown in Table 4.25, Original Sample (O) is a
path coefficient of 0.378 and T Statistics (|O/STEDEV|) to
show the significance of effect; that is, 5.186, greater than
t table of 1.984 (t statistics> t table). Therefore, Hypothesis
3 was accepted: Service Quality (X1) affected Community
Satisfaction (Y2). It also indicates that Service Quality
(X1) had a significant positive effect on Community
Satisfaction (Y2).
Effect of Organizational Culture on Community
Satisfaction (Hypothesis 4)
Referring to the result of data analysis using Smart
PLS 3.0 as shown in Table 4.25, Original Sample (O) is a
path coefficient of 0.123 and T Statistics (| O / STEDEV |)
to show the significance of effect; that is, 1.148, smaller
than t table of 1.984 (t statistics> t table). Thus, Hypothesis
4 was rejected; that is, Organizational Culture (X2) did
not affect Community Satisfaction (Y2). It can also be
understood that Organizational Culture (X2) did not
significantly affect Community Satisfaction (Y2).
Effect of Village Official Performance on Community
Satisfaction (Hypothesis 5)
Based on the resultsof data analysis using Smart
PLS 3.0 as shown in Table 4.25, Original Sample (O) is
the path coefficient of 0.500 and T Statistics
(|O/STEDEV|) to show the significance of effect: 4.656,
greater than t table of 1.984 (t statistics> t table). As a
result, Hypothesis 5 was accepted that Village Official
Performance (Y1) affected Community Satisfaction (Y2).
It can also be clarified that Village Official Performance
(Y1) had a significant positive effect on Community
Satisfaction (Y2).
Table 4.7 R2
Source : Smart PLS 3.0 version
The calculation result of R2 for each endogenous
latent variable in Table 4.7 shows that the value of R2
ranges from 0.771 to 0.869. Based on this, the calculation
result of R2 shows that R2 was strong (0.771 and 0.869).
The calculation result of Q2 shows that Q2 value of
0.970001 is close to 1 (Perfect). In this research model,
constructs or endogenous latent variables had greater Q2
value than 0 (zero). Therefore, the prediction made by the
model was considerably relevant
Tablel 4.8 F2 Result for Effect Size
Source : Smart PLS 3.0 version
Based on those criteria, it can be stated as follows:
a. Effect of Service Quality (X1) on Village Official
Performance (Y1) had sufficient F2 (0.232).
b. Effect of Service Quality (X1) on Community
Satisfaction (Y2) had strong F2 (0.430).
c. Effect of Organizational Culture (X2) on Village
Official Performance (Y1) had strong F2 (0.785).
d. Effect of Organizational Culture (X2) on
Community Satisfaction (Y2) had weak F2 (0.031).
e. Effect of Village Official Performance (Y1) on
Community Satisfaction (Y2) had strong F2 (0.439).
Jurnal Ilmu Administrasi Publik | April 2019
Figure 4.2 Bootstraping
Source : Smart PLS 3.0 version
Table 4.9 Direct Effect
Source : Smart PLS 3.0 version
As seen in Table 4.9, the result of PLS calculation
showed direct effect between variables. It is said there was
a direct effect if P-Value <0.05, and there was no direct
effect if the P-Value >0.05. Referring to Table 4.9, it can
be stated as follows:
a. Service Quality variable (X1) was significant to
Community Satisfaction variable (Y2) with P-Value of
0.008 <0.05.
b. Organizational Culture variable (X2) is significant to
Community Satisfaction variable (Y2) with P-Value of
0.000 <0.05.
Table 4.10 Indirect Effect
Source : Smart PLS 3.0 version
Table 4.10 shows the result of the PLS calculation
which stating indirect effect between variables. It is said
that there was an indirect effect if P-Value <0.05 and there
was no indirect effect if P-Value> 0.05. Based on Table
4.10, it can be declared as follows:
a. Service Quality variable (X1) was indirectly
significant towards Community Satisfaction variable
(Y2) with P-Value of 0.008 <0.05.
b. Organizational Culture variable (X2) is indirectly
significant towards Community Satisfaction variable
(Y2) with P-Value of 0,000 <0.05.
Table 4.11 Total Effect
Source : Smart PLS 3.0 version
Based on the results of data analysis using Smart
PLS 3.0 in Table 4.11 in which Original Sample (O) is the
path coefficient, it can be stated as follows:
a. Service Quality variable (X1) was totally significant
towards Village Official Performance variable (Y1)
with P-Value of 0,000 <0.05.
b. Organizational Culture variable (X2) was totally
significant towards Village Official Performance
variable (Y1) with P-Value of 0,000 <0.05.
c. Service Quality variable (X1) was totally significant
towards Community Satisfaction variable (Y2) with
P-Value of 0,000 <0.05.
d. Organizational Culture variable (X2) was totally
significant towards Community Satisfaction variable
(Y2) with P-Value of 0,000 <0.05.
e. Village Official Performance Variable (Y1) was
totally significant towards Community Satisfaction
variable (Y2) with P-Value of 0,000 <0.05.
Discussion and Implication Strategy
Analysis of Service Quality (X1) on Village Official
Performance (Y1)
The result of R2 calculation showed that R2 was
strong (0.771 and 0.869). The result of Q2 calculation
revealed Q2 value of 0.970001, close to 1 (Perfect).
Meanwhile, F2 calculation exhibited the effect of Service
Quality (X1) on Village Official Performance (Y1); F2
value (0.232) was sufficient. Hypothesis calculation result
showed Original Sample (O) of 0.331 and T Statistics
Jurnal Ilmu Administrasi Publik | April 2019
revealed the significance of effect of 3.597, which was
greater than t table of 1.984 (t statistics> t table). Thus,
Hypothesis 1 was accepted, namely Service Quality (X1)
affected Village Official Performance (Y1).
P1 was categorized as good with the indicator of
village officials who were speedy, friendly, responsive,
and provided clear information, as well as straightforward
and free service process. In the future, the community
hopes that facilities and infrastructure will be complete;
there are innovations, online service facilities, and the
officials will not ignore the principles applied. P3 was
categorized as good with the indicator of competent,
responsive, speedy, effective, and efficient officials, and
they can handle complaints from the community. The
community soon hopes that the officials will be included
in trainings, performing discipline in attendance, and
working hard.
From the statement above, strategies that can be
applied to improve the performance of village officials are
by developing the officials’ competency through training,
seeking innovations, controlling administrative system,
and equipping facilities and infrastructure to support the
performance of village officials.
Analysis of Service Quality (X1) on Community
Satisfaction (Y2)
The result of R2 calculation showed that R2 was
strong (0.771 and 0.869). Meanwhile, the result of Q2
calculation displayed Q2 value of 0.970001, approaching 1
(Perfect). F2 calculation revealed that the effect of Service
Quality (X1) on Community Satisfaction (Y2) had strong
F2 (0.430). Hypothesis calculation result indicated
Original Sample (O) of 0.609 and T Statistics presented
the significance of effect of 6.936, greater than t table of
1.984 (t statistics> t table). Thus, Hypothesis 2 was
accepted: Organizational Culture (X2) affected Village
Official Performacnce (Y1).
P1 was categorized as good with the indicator of
village official who were speedy, friendly, responsive, and
provided clear information, as well as straightforward and
free service process. The community hopes that facilities
and infrastructure will be complete; there are innovations,
online service facilities, and the officials will apply the
principles applied. P4 was categorized as good with the
indicators of service quality, organizational culture, and
official performance which have been well implemented.
The community also will expect that village officials
should be discipline, increase self-awareness, enhance
supervision, and trusted.
From the statement above, strategies that can be
applied to increase community satisfaction are by
increasing self-awareness of village officials about their
duties and responsibilities, and enhancing supervision. By
increasing self-awareness, excellent quality service will be
performed. Excellent service quality will result in an
increasingly high level of community satisfaction.
Meanwhile, by enhancing supervision, it can minimize
errors that result in poor quality of service, which
automatically also affects the level of community
satisfaction as well.
Analysis of Organizational Culture (X2) on Village
Official Performance (Y1)
The result of R2 calculation showed that R2 was
strong (0.771 and 0.869). Meanwhile, the result of Q2
calculation revealed Q2 value of 0.970001, which is close
to 1 (Perfect). The result of F2 calculation showed that the
effect of Organizational Culture (X2) on the Village
Official Performance (Y1) had strong F2 value of 0.785.
Hypothesis calculation result showed the Original Sample
(O) of 0.378 and T Statistics indicated that the significance
of effect of 5.186 was greater than t table 1.984 (t
statistics> t table). Thus, Hypothesis 3 was accepted:
Service Quality (X1) affected Community Satisfaction
(Y2).
P2 was categorized as good with the indicators of
greeting culture, decent administrative system, multi-
functional officials, and clear division of authority. Soon
after, the community expects a 5-second smile to be
cultivated, an orderly administration system, task-oriented
Jurnal Ilmu Administrasi Publik | April 2019
officials, as well as morning ceremony and joint prayers
are lasted. P3 was categorized as good with the indicator
of competent, responsive, speedy, effective, and efficient
officials, and they can fix the community complaints. In
the future, the community hopes that the officials will be
included in trainings, performing discipline in attendance,
and working hard.
From the statement above, the applicable strategies
to improve the performance of village officials are to set
goals (vision and mission), and cultivate a 5-second smile.
Determination of vision and mission is crucial since a clear
vision and mission will facilitate a government agency
including village office to achieve its goals. In addition,
the implementation of a 5-second smile culture is also
essential because the main focus of the community's
assessment in the service process is the officials’ attitude
when serving the community. By applying 5-second smile,
the community will be impressed with the friendliness of
the officials in serving the community. Thus, the
community will think if the attitude of village officials is
respectable and friendly, the community will automatically
assess that their performance is excellent, too.
Analysis of Organizational Culture (X2) on
Community Satisfaction (Y2)
The result of R2 calculation showed that R2 was
strong (0.771 and 0.869). The result of Q2 calculation
revealed Q2 value of 0.970001, approaching 1 (Perfect).
F2 calculation result showed that the effect of
Organizational Culture (X2) on Community Satisfaction
(Y2) had weak F2 (0.031). Hypothesis calculation result
showed the Original Sample (O) of 0.123 and T Statistics
revealed the significance of effect of 1.148, smaller than t
table of 1.984 (t statistics> t table). Thus, Hypothesis 4
was rejected: Organizational Culture (X2) did not affect
Community Satisfaction (Y2).
P2 was categorized as good with the indicators of
greeting culture, decent administrative system, multi-
functional officals, and clear division of authority. The
people will soon expect a 5-second smile to be cultivated,
an orderly administration system, task-oriented officials,
as well as morning ceremony and joint prayers are
persisted. P4 was categorized as good with the indicator of
well-applied service quality, organizational culture, and
official performance. The community also will expect that
village officials should be discipline, have self-awareness,
enhance supervision, and trusted.
Strategies that can be applied to improve the
performance of village officials are to regulate time
(especially attendance), apply morning and afternoon
ceremonies, and continuously use fingerprint attendance.
With the implementation of morning ceremony and joint
prayer before starting to work, village officials will be
more discipline in terms of attendance. In addition, the
presence of afternoon ceremony prevent the officials from
leaving the office before homecoming time. The
implementation of morning and afternoon ceremonies set
the officials to go home properly. It can minimize
indiscipline of the officials. On the other hand, by using
fingerprint attendance continuously, it can be a reference
for the village head to evaluate the level of discipline of
his officials. With this strategy, the officials’ indiscipline
can be detected as early as possible and can be evaluated
as quickly as possible. If these strategies are well
implemented, it will certainly create an excellent
organizational culture, which also affects the level of
community satisfaction to be better.
Analysis of Village Official Performance (Y1) on
Community Satisfaction (Y2)
The result of R2 calculation showed that R2 was
strong (0.771 and 0.869). Q2 calculation revealed the
value of 0.970001, approaching 1 (Perfect). The result of
F2 calculation exposed that the effect of Village Official
Performance (Y1) on Community Satisfaction (Y2) had
strong F2 (0.439). Hypothesis calculation result showed
Original Sample (O) of 0.500 and T Statistics revealed the
significance of effect of 4.656, which is greater than t table
of 1.984 (t statistics> t table). Therefore, Hypothesis 5 was
Jurnal Ilmu Administrasi Publik | April 2019
accepted: Village Official Performance (Y1) affected
Community Satisfaction (Y2).
P3 was categorized as good with the indicators of
competent, responsive, speedy, effective, and efficient
officials, and they can overcome the community
complaints. The community hopes that the officials will be
included in trainings, performing discipline in attendance,
and working hard. P4 was categorized as good with the
indicators of service quality, organizational culture, and
official performance that have been properly implemented.
The community will also expect the officials’ discipline,
self-awareness, enhanced supervision, and trust.
Strategies that can be applied to increase
community satisfaction are to encourage village officials
to work, maintain community trust, and inviting the
community to deliver criticism and suggestions for the
officials. Working diligently will produce a decent
performance, which will then result in a higher level of
community satisfaction. The high level of community
satisfaction will create community trust which is crucial to
be maintained, given that community trust is one of the
objectives of the service process. In addition, involving the
community in performance appraisal is also critical
because the community is the main party who directly
feels the excellent and poor performance of village
officials. Criticisms and suggestions can become the basis
for the officials to evaluate their performance in the future.
Research Findings
Service Quality Findings (X1)
Research findings from Service Quality (X1)
variables include:
1. Developing the officials’ competency through
training,
2. Seeking for innovations,
3. Managing administration system,
4. Complementing facilities and infrastructure.
Organizational Culture Findings (X2)
Research findings from Organizational Culture
variable (X2) include:
1. Increasing the officials’ self-awareness of ther duties
and responsibilities,
2. Tightening supervision.
Village Official Performance Findings (Y1)
Research findings from Village Official
Performance variable (Y1) include:
1. Setting goals,
2. Cultivating 5-second smile.
Customer Satsfaction Findings (Y2)
Research findings from Community Satisfaction
(Y2) variable include:
1. Cultivating morning and afternoon ceremonies,
2. Using fingerprint attendance constantly.
From these findings, researchers formulated the
following deming cycle:
Figure 4.2 Deming Cycle
CONCLUSION AND SUGGESTION
Service Quality (X1) had a significant positive effect on
Village Official Performance (Y1). Service Quality (X1) was
categorized as good with the indicator of village officials who
were speedy, friendly, responsive, and provided clear
information as well as straightforward and free service process.
Village Official Performance (Y1) was categorized as good with
competent, responsive, speedy, effective, and efficient officials,
and they can cope with community complaints.
Jurnal Ilmu Administrasi Publik | April 2019
Organizational Culture (X2) had a significant positive
effect onVillage Official Performance (Y1). Organizational
Culture (X2) was categorized as good with the indicators of
greeting culture, excellent administration system, multi-
functional officials, and clear division of authority. Village
Official Performance (Y1) was categorized as good with the
indicator of competent, responsive, speedy, effective, and
efficient officials, and their abilities to deal with community
complaints.
Service Quality (X1) had a significant positive effect on
Community Satisfaction (Y2). Service Quality (X1) was
categorized as good with the indicator of speedy, friendly,
responsive officials who provide clear information as well as
easy and free service process. Community Satisfaction (Y2) was
categorized as good with the indicators of well-implemented
service quality, organizational culture, and village officials
performance.
Organizational Culture (X2) did not significantly affect
Community Satisfaction (Y2). Organizational Culture (X2) was
categorized as good but needs to be improved again concerning
greeting-the-community culture, proper administrative systems,
multi-functional officials, clear division of authority, and the low
level of attendance. Community Satisfaction (Y2) was
categorized as good with the indicators of service quality,
organizational culture, and officials’ performance.
Village Official Performance (Y1) was categorized as
good with the indicator of speedy, friendly, responsive officials
who provided clear information as well as straightforward and
free service process. Community Satisfaction (Y2) was
categorized as good with the indicators of well-implemented
service quality, organizational culture, and officials’
performance.
The implication of strategies in improving the
performance of village officials and increasing community
satisfaction are to include village officials in workshops to
improve leadership competencies and village government
management. In addition, fingerprint attendance is continuously
used, vision and mission are created, morning and afternoon
ceremonies were implemented, the community is involved in
delivering criticism and suggestions, and verbal and written
warnings are given to undisciplined officials.
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Law
Peraturan Bupati Blitar Nomor 8 Tahun
2017 Tentang Pedoman Pelaksanaan Penyusunan
Struktur Organisasi dan Tata Kerja Pemerintah Desa
Peraturan Menteri Dalam Negeri Nomor
84 Tahun 2015 Tentang Susunan Organisasi dan
Tata Kerja Pemerintah Desa
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2016 Tentang Kewenangan Desa
Peraturan Menteri Desa, Pembangunan
Daerah Tertinggal dan Transmigrasi Nomor 1
Tahun 2015 Tentang Pedoman Kewenangan Lokal
Berskala Desa
Peraturan Pemerintah Nomor 47 Tahun 2015
Tentang Perubahan Atas Peraturan Pemerintah
Nomor 43 Tahun 2014 Tentang Peraturan Pelaksanaan
Undang-Undang Nomor 6 Tahun 2014 Tentang Desa
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Desa
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