The Influence of Organizational Climate, Transformational Leadership, and Work Motivation on Teacher Job Performance

Abstract

This research aimed at investigating the influence of organizational climate, transformational leadership, and work motivation on teacher job performance at Pondok Modern Tazakka, Batang - Central Java.The research using quantitative approach with survey method. Amount of the samples in this research are 55 teachers that selected randomly. The data were analyzed by using descriptive statistics and inferential statistic using path analysis. (1) organizational climate have positive direct effect on teacher performance with path coefficient (py1) = 0,257 and t-count 2,963> t-table 1,684; (2) transformational leadership have positive direct effect on teacher performance with path coefficient (py2) = 0,489 and t-count 5,164> t-table 1,684, (3) work motivation have positive direct effect to teacher performance with path coefficient (py3) = 0,261 and t count 2,42> t-table 1,684, (4) organizational climate have positive direct effect (p31) = 0.391 and t-count 3.990> t-table 1.684, and (5) transformational leadership have a direct positive effect on work motivation with path coefficient (p32) = 0.526 and t-count 5,376> t- table 1,684. The Conclusion is organizational climate, transformational leadership, and work motivation have a direct effect on teacher job performance. Organizational climate and transformational leadership also have a direct effect on teacher work motivation. Therefore to improve teacher job performance, organizational climate, transformational leadership, and work motivation must be considered to be improved.

The Role of Motivation, Satisfaction, Discipline, and Environment on Perumdam Tirta Kencana Employees’ Performance

“…According to Mitchell (cited in Sinambela, 2017), high performance will be the result of behavior that is motivated to be effective. The study's findings supporting the first hypothesis, which states that job motivation influences employee performance favorably, are consistent with earlier studies by Kartini et al (2017), Sandika & Andani (2020), Sutianingsih &Handayani (2021), andWidodo (2017). This finding runs counter to research of Wahjoedi (2021), which demonstrates that employee performance was not significantly impacted by work motivation.…”

“…According to Mitchell (cited in Sinambela, 2017), if an individual's motivation results in an effective behavior, great performance is the end outcome. According to the findings of studies by Kartini et al (2017), Sandika & Andani (2020), Sutianingsih &Handayani (2021), andWidodo (2017), this assertion is accurate. According to the findings of these studies, higher levels of employee performance follow rise in job motivation since it has a positive effect on performance.…”

“…The questionnaire items for the work discipline variable were taken from Mangkunegara (2017) and Arda (2017). The questionnaire items for the work motivation variable were modified from studies by Maslow (1970), Kartini et al (2017), and Herzberg (cited in Wibowo, 2018). The job satisfaction variable questionnaire item was modified from studies by Changgriawan, Ghiseli & Brown, Burt, Ghiseli & Brown, and Gilmer (cited in Sinambela, 2017).…”

“…The survey items related to the work environment variable were modified from Sedarmayanti (2018). The questionnaire items used for the performance variable were modified from those found in studies by Kartini et al (2017), Wibowo (2018), and Hasibuan (2019. In addition to being modified from a number of earlier studies, each variable's questionnaire items came from scale development.…”

Organizational Learning, Academic Supervision, and Work Motivation in Enhancing Teaching Competence and Teacher Performance in Modern Pesantren

“…Teacher performance is one of the most determinant factors in improving educational institution quality, including modern pesantren (Rahmah et al, 2020;Rahman et al, 2019;Kartini, Sujanto and Mukhtar, 2017). On the other hand, teacher performance is also greatly influenced by teaching competence (Nurhasni et al, 2020;Aji, Martono and Fakhruddin, 2019;Toha and Katoningsih, 2018;Sumantri and Whardani, 2017).…”