THE MEDIATING EFFECT OF ACHIEVEMENT MOTIVATION ON THE RELATIONSHIP BETWEEN ORGANIZATIONAL CULTURE AND INNOVATIVE BEHAVIOR IN PUBLIC SECTOR

Muhammad Abid Marzuki, Billy Tunas and Mukhtadi. Doctoral Program of Human Resources Management, State University of Jakarta, Indonesia. ...................................................................................................................... Manuscript Info Abstract ......................... ........................................................................ Manuscript History Received: 16 August 2019 Final Accepted: 18 September 2019 Published: October 2019

In a dynamic environment, the public sector continues to face pressure to provide the best service and innovation is the key factor to answer the demands of society. This study aims to investigated the mediating effect on the relationship between achievement motivation and innovative behavior. This research was conducted at a government institution namely the Educational Service Unit of Education Department in Bekasi City. The study involved sample of 118 officers taken through simple random sampling. This study revealed that organizational culture and achievement motivation have a positive direct effect on innovative behavior and organizational culture also have a positive direct effect on achievement motivation. Other finding show that achievement motivation mediate the influence of organizational culture on innovative behavior. Based on these results, the organizational culture and achievement motivation in the Educational Service Unit of Education Department in Bekasi City need to be improved in order to improve employees' innovative behavior.

…………………………………………………………………………………………………….... Introduction:-
Innovation is a very urgent factor required in changing environment conditions. Organizations that fail to innovate will risk losing the competitiveness and survive (Tidd, Bessant, & Pavitt, 2005). Innovation is not only a necessity for the private sector, but the public sector is also constantly being demanded to show the innovation ( . This indicated how important the problem of innovation in the public sector must be in following the increasingly critical demands of modern society. Employees in the government environment can't longer use the old way of working by being passive and just following the routine, but must have the initiative and creativity in completing their tasks. The key to innovation in an organization depends on the ability of organization members to innovate. In other words, employee innovative behavior is a key success factor for an organization to innovate (Park & Jo, 2018). Likewise in the public sector, innovation behavior is also a key to government innovation (Kim, Kim, & Park, 2008). Innovative behavior is determined by many factors such as organizational culture. The organizational values will be a reinforcing and driving factor for members of the organization to innovate in carrying out the work. This is Based on the description above, it is known that efforts to improve the management of the Educational Service Unit of Education Department in Bekasi City in providing responsive and adaptive bureaucratic responses are influenced by a variety of factors. Achievement motivation becomes important and is directly related to innovative behavior and organizational culture is important to support employee to be more innovative. Therefore, the researcher intends to conduct research about the mediating effect of achievement motivation on the relationship between organizational culture and innovative behavior in Educational Service Unit of Education Department in Bekasi City.

Innovative Behavior
Innovation is an important pillar for organizations to develop and survive in the long term. The dynamic and changing environment conditions are the main reason why innovation is needed. According to Lynch (2015, p. 255), innovation is defined as "the implementation of a new or significantly improved product (good or service), or process, a new marketing method, or a new organizational method in business practices, workplace organization or external relations". Another definition stated by Schilling (2017, p. 19), "innovation is the practical implementation of an idea into a new device or process". These definitions explain many things that are included in innovation and are not only limited to the findings of objects or services, but can be in the form of processes, management practices, and strategies. This shows that innovation has broad or multidimensional.
In general there are two innovations namely radical innovation and incremental innovation. Radical innovation is defined as innovation that is very new and different from prior solutions, whereas incremental innovation is an innovation that makes a relatively minor change from existing practices (Schilling, 2017). While Sundbo (2003) shows four types of innovation. The first type is product innovation refers to the introduction of new products to the market. Second, process innovation refers to the introduction of new production processes as made possible by new technologies, or new work routines. Third, organizational innovation refers to the introduction of new organizational forms or new management philosophies. Fourth, market innovation that shows the new market behavior of a company such as new strategies, new marketing, new alliances and so on.
One of the innovations needed by an organization is innovation at the individual level or commonly referred to as employee innovative behavior. Carmeli, Meitar, and Weisberg (2006, p. 75) define innovative behavior "as a multiple-stage process in which an individual recognizes a problem for which she or he generates new (novel or adopted) ideas and solutions, works to promote and build support for them, and produces an applicable prototype or model for the use and benefit of the organization or parts within it". Another definition described by Kleysen and Street (2001, p. 286), "innovative behavior as individual actions directed at the generation, introduction and application of beneficial novelty at any organization level". Schilling (2017) shows innovative individual characteristics within the organization including mastering equipment and basic operations in the fields found, having curiosity and more interested in problems than solutions, questioning assumptions that have been made in previous work fields, and finding global solutions rather than local solutions.
Some of the opinions above show that innovation behavior takes place in several processes. The process of innovative behavior according to Adair (2004) includes idea generation, harvesting ideas, and developing and implementing ideas. Tidd, Bessant, and Pavitt (2005) show the process of innovation in the four stages i.e. searching, choosing, implementing and learning. While for Kleysen and Street (2001) show five stages in the process of innovative behavior which are also used as dimensions of innovative behavior, namely opportunity exploration, generativity, informative investigation, championing, and application.

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Organizational Culture and Innovative Behavior Cascio (2016: 43) provides an explanation that organizational culture "culture is the pattern of basic assumptions a given group has invented, discovered, or developed in learning to adapt both to its external and internal environments. The pattern of assumptions has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems". The explanation is also in line with stated by Schein (2010, p. 18), "organizational culture is defined as a pattern of basic assumptions-invented, discovered, or developed by a given group as it learns to cope with a problem of external adaptation and internal integration that has worked well enough to be considered perceive, think, and feel in relation to those problems". This definition confirms that organizational culture is an important instrument in organizations to assist employees in adapting to the environment and as a reference in solving problems. Denison (1990) identified four dimensions of organizational culture, namely mission, consistency, involvement, and adaptability. The mission shows the direction and intensity of the strategy, goals and objectives, and vision. Consistency shows coordination and integration, agreement, and the organization's core values. Involment is what shows the development of capabilities, team orientation, and empowerment. Adaptability is the organization's ability to respond to changes in the external environment, customer focus, and organizational learning.
Organizational culture has an important role in influencing employee behavior, including innovative behavior. That is because culture is a value that is a reference for individuals in acting and solving problems. Herzog (2011) emphasizes that organizational culture has a strong impact on innovation and innovation success. Previous study also indicated that organizational culture as predictor of innovative behavior ( Nicholls quoted by Wigfield and Eccles (2002, p. 1) explains "achievement motivation refers to motivation in situations in which individuals' competence is at issue". Wigfield and Eccles (2002, p. 1) explain "achievement motivation theorists attempt to explain people's choice of achievement tasks, persistence on those tasks, vigor in carrying them out, and quality of task engagement". Motivation for achievement is a need that shows a sense of pleasure in completing a job for its own sake (DuBrin, 2012). Achievement motivation has certain characteristics. DuBrin (2012) mention some characteristics of high achievement motivation include finding satisfaction when completing challenging tasks, realizing high standards, and developing better ways to do things. McClelland cited by Bowring-Carr (2005) mention five characteristics of achievement motivation, i.e. setting challenging goals, finding ways to improve things, the value of personal responsibility, seeking objective feedback, and preferring to work with experts for friends. Other characteristics of

Organizational Culture and Achievement Motivation
Organizational culture is the values that serve as a reference for acting in an organization. The conducive condition of organizational culture will be a motivating factor for someone to carry out activities to be more serious. Positive values can also be an inspiration for the organization, so that it can foster a spirit to realize success. The important role of organizational culture in influencing achievement motivation can be seen in the organizational behavior model developed by Colquitt et al. (2019). The organizational culture which is a group of organizational mechanism variables influences motivation as variables that are classified in individual mechanisms. In the study of Sinha, Singh, Gupta, dan Dutt (2010) also explained that the technocratic culture has a positive correlation with motivation. Thus the organizational culture can be a source of energy for members of the organization to work harder and be more enthusiastic in completing their tasks. Such conditions indicate that organizational culture can play a role in increasing achievement motivation, so that a positive organizational culture will have an impact on increasing achievement motivation. Therefore, the following hypothesis can be formulated: H3. Organizational culture has a positive effect on employee achievement motivation. . Such patterns of influence allow indirect influence of organizational culture on innovative behavior through achievement motivation. Organizational culture is known to directly influence achievement motivation, and achievement motivation directly influences innovative behavior. Therefore, achievement motivation can play a role in strengthening the influence of organizational culture on innovative behavior. In other words, a positive organizational culture and supported by high achievement motivation will strengthen the influence of organizational culture on innovative behavior. Therefore, the following hypothesis can be formulated: H4. Achievement motivation will mediate the effect of organizational culture on innovative behavior.

Research Methods:-
This research uses quantitative approach with survey method. In the context of this study the method is used to explain the influence of organizational culture on innovative behavior by mediating the achievement motivation variable (see Fig. 1). Organizational culture as independent variable, innovative behavior as a dependent variable and achievement motivation as a mediator variable.

Fig 1:-Research model
The research population consists of all officers in Educational Service Unit of Education Department, Bekasi City, Indonesia. The questionnaires were randomly distributed among officers and 118 complete questionnaires were collected. The respondent profile consisting of gender, age, education, tenure, and marital status shown in Table 1. Based on the gender, majority of respondents in this study were female, as many as 69 peoples (58.5%) and its age majority were 41-50 years (37.3%). The education of participants generally is bachelor (67.8%), working period most of respondents have worked > 15 years (45.5%), and the marital status it is known that the most is married (94.1%). Data collection was carried out using a questionnaire. Innovative behavior is measured using a 5-point Likert scale from Never (1) to Always (5). The questionnaire developed refers to five dimensions of innovative behavior from Kleysen and Street (2001), namely: opportunity exploration, generativity, informative investigation, championing, and application. The reliability calculation results obtained coefficient of Alpha 0.944 > 0.7 which can be concluded that the innovative behavior instrument is reliable.
Organizational culture is measured by a 5-point Likert scale questionnaire from Strongly Disagree (1) to Strongly Agree (5). The questionnaire developed refers to four dimensions of organizational culture from Denison (1990) including mission, consistency, involvement, and adaptability. The reliability results obtained coefficient of Alpha 0.959 > 0.7, so it can be concluded that the instruments of organizational culture are reliable.
Achievement motivation was measured using a 5-point Likert scale questionnaire from Never (1)  Data analysis techniques used in this study include descriptive statistical analysis and inferential statistics.
Descriptive statistics present information about the minimum score, maximum score, mean score, standard deviation, and correlation coefficients. Inferential statistics are used to test research hypotheses namely by path analysis. The goodness of fit index of the model is also used to see the fit between the theoretical models tested with empirical models. The software of LISREL 8.8 is used to help calculated the path analysis.
1106 Table 2 shows the correlation coefficient that indicated the relationship between variables and descriptive statistics for each variable. The results show that all correlation coefficients between variables indicate a positive and significant relationship. The strongest correlation is a relationship between achievement motivation and innovative behavior (r= 0.677) and the lowest correlations is a relationship between organizational culture and achievement motivation (r = 0.540). The descriptive statistics indicated that the organizational culture variable has scored of 2.5 to 4.7 with mean score of 3.9 and a standard deviation of 0.5; achievement variable shows a score range from 3.3 to 4.9 with a mean score of 4.2 and a standard deviation of 0.4, and variable innovative behavior have a score range from 3.1 to 4.9 with mean score of 4.0 and a standard deviation of 0.4.

Hypothesis Testing
The results of the calculation of the path coefficient of influence of organizational culture and achievement motivation on innovative behavior are shown in Table 3. The goodness of fit test results show the p-value of Chi Square 1,000 and RMSEA = 0,000. The results show that p-value > 0.05 and RMSEA < 0.08, it means that theoretical model fit with an empirical model. In the context of this study, the theoretical model the influence of organizational culture and achievement motivation on innovative behavior in fit with empirical data, or the theoretical model can be applied in the context of Educational Service Unit of Educational Department at Bekasi City. Organizational culture has proven have a direct effect on innovative behavior. This means that changes in organizational culture will have an impact on changing of innovative behavior. Thus, if the organization can develop a positive culture, such as having an orientation on innovation, it will provide encouragement for members of the 1107 organization to carry out an innovation in work. Organizational culture is also a factor that encourages organizational climate to be conducive, so that it can provide comfort and flexibility for organization members to bring out creative ideas. This finding is relevant to the theory that explains organizational culture has an impact on innovation (Herzog, 2011;Zopounidis & Pardalos, 1998) and support previous studies that proves organizational culture as predictor of innovative behavior (Eskiler et  Achievement motivation has a positive direct effect on the innovative behavior. The importance of motivation in influencing innovative behavior was stated by George and Jones (2012) that intrinsic motivation, one of which is in the form of achievement motivation, originated from the work itself, can encourage employees to feel happy and love their work, so that they do good work or often bring creative idea. Creative ideas are an inseparable part of innovative behavior. Therefore, individuals who have a strong inner drive tend to be more creative and carry out their duties in order to provide better results. This is also confirmed by the study of Ruan  Organizational culture besides have a direct effect on innovative organizational behavior is also known to directly influence the achievement motivation. The conducive condition of organizational culture will be a motivating factor for someone to carry out activities to be more serious. Positive values can also be an inspiration for the organization, so that it can foster a spirit to realize success. Colquitt et al. (2017, p. 4) in the organizational behavior model identified that motivation in individual mechanism variables is influenced by organizational culture. In the study of In addition to having a direct effect on innovative behavior, organizational culture is also known to have an indirect effect on innovative behavior through achievement motivation. The occurrence of these indirect effects because of organizational culture theoretically influences achievement motivation (Colquitt et  . The results of previous hypotheses testing also proved that organizational culture directly influences achievement motivation, and achievement motivation also directly influences innovative behavior. Such an influence pattern allows the indirect effect of organizational culture on innovative behavior through achievement motivation. Achievement motivation can play a role in strengthening the influence of organizational culture on innovative behavior.

Conclusion and Recommendation:-
The results of this study has proven the importance of organizational culture and achievement motivation in influencing innovative behavior in the public sector. Achievement motivation is the factor that has the most dominant effect on officer innovative behavior and also mediating the effect of organizational culture on innovative behavior. Therefore the leaders in public sector organizations must pay close attention to internal factors in formulating strategies to enhance innovative behavior.
Based on the conclusions, then organizational culture and achievement motivation should be improved. Relating to organizational culture, the leadership will try to make the organizational culture as a strategic factor in the organization to develop innovative behavior. A comprehensive evaluation of the culture of the organization will be carried out to find out the weaknesses in the application of cultural values. Organizational cultural values that will be 1108 developed are visionary cultural values and set forth in the organization's mission, teach the principle of consistency, ability to adapt, and strengthen the involvement of organizational members. These dimensions will become the main reference in developing organizational cultural values. Meanwhile, to increase achievement motivation, leaders need to inspire the need to implement a reward system for outstanding employees, both financial and non-financial rewards.