IMPROVING EMPLOYEE PERFORMANCE THROUGH IMPLEMENTATION OF TRANSFORMATIONAL LEADERSHIP STYLE, ORGANIZATIONAL CULTURE IMPROVEMENT AND MOTIVATION

Setyo Riyanto Associate Professor at Mercu BuanaUniversity, Jakarta, Indonesia. ...................................................................................................................... Manuscript Info Abstract ......................... ........................................................................ Manuscript History Received: 28 May 2020 Final Accepted: 30 June 2020 Published: July 2020

As an archipelago country with the 4 th most significant population in the world, Indonesia cares deeply about the efforts to equalization development, especially the infrastructure. The quality of the access to the national development of the infrastructure will largely depend on the quality of its human resources that currently become one of the responsibilities of the Human Resources Development Agency (BPSDM) Ministry of Public Works Republic of Indonesia. This study is intended to conduct research and analysis of what factors have a significant impact on the performance of BPSDM employees. The results of the survey of 100 employeesBPSDMthe Ministry of Public Works, indicating that three main factors affect the performance of BPSDM Employees, namely the Transformational Leadership Style, Organizational Culture, and Employee Motivation.The calculations using the multiple regression with the SPSS ver. 24show that TheOrganizational Culture has the biggest and most significant influence on The Performance of BPSDM employees and Transformational Leadership Style is the least impact variable on the performance of BPSDM employees of the Ministry of Public Works.

…………………………………………………………………………………………………….... Introduction:-
Increasing the competency of human resources to support infrastructure development in order to achieve national economic growth and global competitiveness in Indonesia will be very dependent on Badan Pengembangan Sumber Daya Manusia / BPSDM (The Human Resources Development Agency Ministry of The Public Works Republic of Indonesia) in charge of improving the quality of human resources in the field of infrastructure development. BPSDM, it is required to be able to produce integrated technocrats, effective, and efficient concerning the mainstreaming of sustainable development with good governance in the process of achieving national development objectives.
At this time, Indonesia is building various types of infrastructures on a large and wide-scale to prepare the foundation for the welfare of the people in the future, so that it requires competent human resources and adequate amounts.
Improving human resource competence is the task of BPSDM. BPSDM has a target of human resource development in the form of programs and activities that have been established as an indicator of performance success for more ISSN: 2320-5407 Int. J. Adv. Res. 8(07), 1473-1482 1474 than one year. Apart from programs and activities, financial planning is an important factor that must be determined because today's budget is included in performance measuring tools or called performance-based budgeting.
Based on the e-Monitoring data on the budget implementation, the financial target has not been able to reach 100% over the last three years, as shown in Table 1: The above data shows that not all programs planned by BPSDM can be realized as expected. Even the percentage achievement of the performance of BPSDMstill under another unit under the Ministry of Public Works. To find out what factors are currently perceived by the employees, who influence the efforts to achieve their performance in carrying out daily tasks, then acquired the main nine factors felt by the employees of BPSDM have a significant contribution to the effort to achieve the performance of the organization. From the results of the data carried out, obtained three main factors that are most influential to the performance, namely TheTransformationalLeadership, then Employee Motivation and Organizational Culture. The results of the data can be seen in Diagram 1.
The pre-survey data, as seen in Diagram 1, shows that three main variables affect the performance of the BPSDM organization, namely The Style of Transformational Leadership, Organizational Culture, and Motivation.
Based on the results of the initial survey, we conduct research involving 100 employees of BPSDM who have direct links to the planning activities to evaluate the work program of human resources development in the Ministry of Public Works to be researched using the survey method using questionnaires to measure the influence of the three variables that have the strongest influence on the performance of BPSDM employees of Ministry Public Works of the Republic of Indonesia.
Literature Review:-Employee Performance, transformational leadership: Achieving organizational objectives cannot be separated from resources owned by organizations run by employees who play an active role as perpetrators in achieving organizational objectives. Therefore, the level of achievement of the organization will be heavily influenced by how well the human resources are empowered and inspired by the leadership system that supports them to achieve their best performance (Peter, 2018 Employee performance is synonymous with high productivity and passion in achieving results, and it will be closely related to how to manage team members who are competent and always motivated to contribute theirs all the best to the organization they are currently working on (Andrew, 2019; Peter, 2016; Harrison, 2018; Kyle, 2011).
Various previous studies it is known that dimensions in employee performance are determined by the quality of work, which is commonly measured from error rate, level of damage, degree of accuracy. In addition to quality, performance is also often measured by the achievement of the resulting quantity of work and the effectiveness of the work it generates. Another thing that is not less important is working time, the indicator that is often used to measure it is level of absence, level of delay, and use of work time. Another very important part of the current era is the capability of employees in building the collaboration with others in working, given that without cooperation between employees, it is very difficult to create the performance expected by an organization (John Miner, 2011;Shantz, 2011;Shi, 2011;Sobihah, 2017), as the results of the research show that leadership in the current 45 Almost all research conducted agreed that the important element of the achievement of an organization's performance is leadership. This element is capable of engaging the relationship between its leader and Followersnya, and the two are united by many reasons, including mutual need relationships, a bond of respect, and a bond of common interest in an idea or project. Whatever the relationship, it is not static, but it grows and changes as the needs and interests of both leaders and followers change. This relationship will be very productive when the leader can be an individual who serves or leads a fellow for the good of all and not for personal gain ( In other words, when leaders engage in transformational leadership behavior, employees are more satisfied, more optimistic about the future, less likely to abandon their jobs, more likely to trust their leaders, and perform at a higher level than employees who work for leaders who do not display this key behavior (Baldwin et al. Organizational culture not only defines the relevant employees, customers, suppliers, and competitors but also defines how a company will interact with this key actor. Thus, an influential culture facilitates understanding of business strategy by employees and motivates supporting behavior by members through mentoring, storytelling, and examples. Consequently, the success of the business strategy will significantly depend on the proper behavior (Stanley, 2011). Not only should one understand the job assignment, but we also have to be aware of how interacting with colleagues may represent different cultures, and with those, they serve that can also represent different cultures (Ann, 2013; Peter et al., 2018; Margaret, 2014). Robbins (2014) stating that organizational culture is a shared meaning sharing system by members that differentiate organizations from other organizations. According to Robbins, several dimensions of organizational culture include innovation I, and the courage to take risks, the orientation of results, orientation to people, orientation to the team, aggressiveness and competitiveness, and stability. Managers can build a positive culture in their group and hope that their success is contagious outside of their departments or units. The motivation of work is the one that makes a person act or behaves with the possibility of fulfilling personal goals or needs in the workplace (Robbins, 2014;Shuck, 2018;Vina, 2018). The cultivation of work can be driven from several things, such as The need and the urge to do something new at work, The motivation to be able to do The job better than before and always want to achieve higher achievements. An employee in need of high achievers will 1477 likely take risks, avoid or minimize conflicts and misunderstandings arising from differing values, beliefs, assumptions, motivations (Mohit, 2013; Andrew, 2017; Jutta, 2018; Lambert, 2018; Helena, 2020). My cultivation is often in the distinction between two types of motivation based on their origin, namely intrinsic and extrinsic motivation. Intrinsic motivation refers to activities in which the origin of motivation is driven by internal strength, which consequently returns to spontaneous gratification for oneself. Conversely, extrinsic motivation leads to satisfaction not rooted in the activity itself, not in the separable consequences of actions, such as (monetary) reward or avoidance of punishment (Maital, 2019; Gagari, 2018; Roland, 2020; Virginia, 2019; Fabian, 2019).

Framework:
Based on the aforementioned hypothesis, the framework of this research can be shown as Figure 1, where the relationship between independent variables (transformational leadership style, organizational culture, and motivation) to the dependent variable (employee performance) is formulated. Figure 1 shows that there are both partial relationships and influences from each independent variable or simultaneously to the dependent variables (employee performance) as in the following frameworks:

Methods:-Research Type:
The methods of research used in this research are quantitative descriptive research and verification methods used to test the truth of the hypothesis gained through the collection of data in the field. Descriptive research is used to analyze the data by explaining the relationship between the research variables to be interpreted according to the research objectives. While the verification method is used to test the hypothesis according to the study objectives, the verification method is done to verify the code of the hypothesis implemented through the collection of data in the field. Data sources and sampling data are collected from the source and require further processing. The population of 1478 this research is BPSDM employees of the Ministry of Public Works of the Republic of Indonesia. Samples are BPSDM employees who are directly related to the preparation of the plan until supervision. Amount 100 is obtained through the calculation of the sample size of Slovin with a level of reliability of 95%. The models used in this study were causality models, and to test the hypothesis, analytical techniques used multiple linear regression by placing BPSDM employee performance as a variable dependent, meanwhile, Transformational Leadership, Motivation and Organizational Culture variable as the independent variable. Data management Using SPSS ver, 24.

Result and Discussion:-
To test the level of reliability of questionnaires used in this study, We used the instrument reliability test of the Cronbach's Alpha coefficient (α). The Question Item of each of the research variables is highly reliable if it has a cronbach Alpha value > 0.70.     Helena, 2020, who found a strong influence from positive motivation to employee performance. With this picture, it appears that the performance of BPSDM is now more contributed by the implementation of organizational culture and the lowest motivation and contribution from transformational leadership.
Considering the dominance of the aggressiveness of leadership in maintaining employee performance, after considering the results of previous research, it is advisable to further enhance the leadership role by advancing the dimensions of the transformational leadership, but while still striving to build and maintain a culture of the organization that is considered very effective today in the. To improve organizational performance, it is important to make improvements to the factors that are capable of motivating employees, and by remembering that the results of this study still contain many limitations; therefore it is advisable to do the research using the same variables but done against other work units in the environment of Ministry of Public Works of The Republic of Indonesia.