Volume 2, Issue 4, April 2021 E-ISSN : 2686-6331, P-ISSN : 2686-6358

DOI: https://doi.org/10.31933/dijemss.v2i4
Received: 16 March 2021, Revised: 15 April 2021, Publish: 22 April 2021

THE IMPORTANCE ROLE OF COMPETENCY-BASED ON

TRAINING, MOTIVATION AND ORGANIZATIONAL CULTURE IN
IMPROVING THE EMPLOYEE PERFORMANCE IN EDUCATION
AND RESEARCH TRAINING CENTERS AND HR DEVELOPMENT AT
THE MINISTRY OF COMMUNICATION AND INFORMATICS

Eka Budi Febriyarso1, Sangkala Ruslan2

1)
Universitas Mercu Buana, Jakarta, Indonesia, [email protected]
2)
Universitas Mercu Buana, Jakarta, Indonesia, [email protected]

Corresponding Author: Eka Budi Febriyarso

Abstract: This research has intended to reveal the impact caused by training, motivation and
organizational culture on employee performance at the BLSDM Education and Training
Center of the Ministry of Communication and Informatics. This research type was included in
descriptive quantitative through distributing questions to employees on a Likert scale. The
respondents used as many as 40 employees with help from SPPS25 software program, data
analysis was carried out by validity, reliability, and some linear regression correlation. The
sampling technique obtained from its sample of respondents with the data analysis technique
used was multiple linear regression. The results showed that; (1) Training had a significant
effect on employee performance; (2) Motivation has a significant impact on employee
performance; (3) Organizational culture had a significant impact on employees.
Keywords: Training, Motivation, Organizational Culture, Employee Performance.

INTRODUCTION
In this current reform era and the impact of global competition, it has greatly
accelerated and hugely transformed the performance improvement from the government
apparatus. Human resource (HR) issues recently become the center of attention from a
bureaucracy or any organization to survive in this globalization era along with growth
rapidly. The levels of competition, human resources within the organization are tightly
related to the overall organizational strategy and excellent Human Resources planning.
Government officials are required to work professionally, moral, clean, and ethical in
order to support the bureaucratic reform and encourage the smooth running of government
and development tasks as well as improving performance. According to the BKN regulation

Available Online: https://dinastipub.org/DIJEMSS Page 642

Volume 2, Issue 4, April 2021 E-ISSN : 2686-6331, P-ISSN : 2686-6358

Number 8 of 2019 in article 1 paragraph 13 which stated that the professional standards of the
State Civil Apparatus are the criteria that used to seizing the level of professionalism which
includes the dimensions of qualification, competence, performance, and discipline. Currently,
the performance quality of civil servants in Indonesia still could be said not good enough.
Thus, the indicators which have a huge contribution in organizational culture are
professionalism, innovation and team work.
In order to shape that character on the State Civil Apparatus (ASN), it is necessary to
provide guidance through training that leads to an effort to increase the competence, attitude
and dedication spirit, efficiency, effectiveness and quality from its ongoing tasks. In order to
face current demands and tasks and particularly to answer the future challenges, education
and training is oblige. The development of Human Resources (HR) which is performed by
the Ministry of Communication and Information (Kemkominfo) through training is an effort
to improve its employees.
Quoted from overall survey result on participants, all of them said that 87.45% of the
training programs responded to the benefits of itself which followed in excellent category,
meaning that it can be hugely interpreted that the participants felt their insight and knowledge
increased after participating in the training. However, the cost of education and training at the
HR Research and Development Center for Education and Training Institutions has been
fluctuated each year, this cause of the agency budget work plan policy and in 2018 the target
achievement of participants was only 68.3% and 12 training programs for managerial,
technical and training practices were conducted functionally, so there needs to be a more
precise application of competency-based training.
Apart from the competency-based training factor, the pre-survey results showed that
there were two other main factors that were considered to have a strong impact on employee
performance levels, such as motivation (73%) and organizational culture (66%). Therefore,
the author would like to research further related to this variable to prove the partial and
simultaneous influence which from competency-based training, motivation and
organizational culture towards the employees' performance of the Education and Training
Center and Human Resources Research and Development Agency at the Ministry of
Communication and Informatics.

LITERATURE REVIEW
Training
Training and development in organizations begins when person joins an organization
and continues throughout career in that organization. Dessler in Sinambela (2016) were
explained that training is a process of teaching skills which needed by new employees to do
their jobs. According to Aguinis & Kraiger in Alfiyah & Riyanto (2019) training is defined as
a systematic method which has an impact on increasing the knowledge, skills and attitudes in
an efforts to improve the effectiveness of individuals, teams and organizations. According to
Noe (2012:41) training dimensions consist of: training needs, training readiness, creating a
learning environment, ensuring training transition, selecting training methods, and evaluating
training programs.

Available Online: https://dinastipub.org/DIJEMSS Page 643

Volume 2, Issue 4, April 2021 E-ISSN : 2686-6331, P-ISSN : 2686-6358

Motivation
Motivation is a factor which encourages someone to do a certain activity.
Mangkunegara (2011:61) suggests that motivation is a condition or energy which moves
employees who are leads or aimed at reaching the goals of the company. While Sunyoto
(2012:191) in Maruhun & Chaerudin (2019) defines the motivation as driving factor on
someone's willingness to work, each motive has its own specific goal that need to be
achieved. Motivational indicators used in this research were include: physiological needs,
safety needs, social needs, achievement needs and self-activation needs (Maslow in Bangun,
2012:317).

Organizational Culture
Culture is very important, particularly for the company, because a strong culture will
make every employee think that rules are not something that should be feared of while
carrying out their work obligations but turn into a necessity. According to Robbins & Coulter
(2012:51), Organizational culture is shared values, principles, traditions and ways of doing
things which affect the way organizational members act. Irnawati & Prasetyo (2020) revealed
that organizational culture often refers to values, symbols which are understood and obeyed
by whole members which are set up by an organization so the organizational members would
feel like a family and divers condition from other organizations. The dimensions of
organizational culture were found by Robbins & Coulter (2012:57) which consist of:
innovation and risk taking, attention to detail, outcome orientation, people orientation, team
orientation, aggressiveness and stability.

Employee Performance
Organizational performance is hugely determined by the elements of its employees,
therefore when doing evaluation of the performance of an organization it should be measured
in terms of work performance of its employees. Maharjan in Aima et al. (2017) explained that
performance is the result that reached because they would feel motivated by their own work
and satisfied with the work they have done. Meanwhile, Mangkunegara (2011:67) stated that
the performance is the actual result of work in terms of quality and quantity that achieved by
an employee in carrying out their duties with responsibilities manner assigned to him.
Furthermore, Mangkunegara (2011:75) also revealed that employee performance could be
assessed from: quality of work, quantity of work, implementation of duties and also
responsibilities.

Previous Research
Alfiyah & Riyanto (2019), and Mardiyah & Purba (2019) found that training has a
significant impact on improving the performance of employee. Maruhun & Chaerudin
(2019), and Putra & Ruslan (2021) found that employees who have high motivation will have
an impact on increasing their owned performance. Suryadi & Aima (2019), and Anitha &

Available Online: https://dinastipub.org/DIJEMSS Page 644

Volume 2, Issue 4, April 2021 E-ISSN : 2686-6331, P-ISSN : 2686-6358

Kumar (2016) found that organizational culture had a positive impact on improving the
performance of the employee .
Theoretical Framework
Based on the phenomena, research objectives, and previous research that has been
submitted, the framework in this study can be described as follows:

Figure 1. Theoretical Framework

Hypothesis
According to the wide explaination about theoretical framework above, the hypothesis
in this research could be written as follows:
H1: Training has a positive and significant impact on employee performance
H2: Motivation has a positive and significant impact on employee performance.
H3: Organizational culture has a positive and significant impact on employee performance
H4: Training, motivation and organizational culture have a positive and significant impact on
employee performance.

RESEARCH METHODS
The research method used sample survey with a questionnaire that needs to be filled in
by the respondents. In this case, the respondents are the employees of Pusdiklat Balitbang and
SDM at Ministry of Communication and Informatics. This research was included in
descriptive quantitative to discover the correlation between each variables. The variables
which affect employee performance in this research are training, motivation, and
organizational culture. The population and sample in this study were 40 Civil Servants of the
Education and Training Center. The data analysis method that was used in this research
includes descriptive statistics, research instrument test, classical assumption test, multiple
regression analysis and hypothesis examination through SPSS 25.

Available Online: https://dinastipub.org/DIJEMSS Page 645

Volume 2, Issue 4, April 2021 E-ISSN : 2686-6331, P-ISSN : 2686-6358

RESEARCH FINDINGS AND DISCUSSIONS

Characteristics of Respondents
Elicited from the research results , the majority of this respondents were male (52.5%)
aged 31-40 years (45%)and had an undergraduate education (43%), had an executive position
(62%)and have a service life for more than 10 years (47.5%). This illustrates that the majority
of employees are men who are in mature ages and expertise on their work field and could be
further improved by implementing the right competency-based on training programs.

Validity and Reliability Test

Based on the results of the validity test, it is known that all indicators of the variables of
training, motivation, organizational culture, and employee performance have a value range of
0.589-0.960, so they are declared valid (> 0.312). Based on the results of reliability, it is also
known that all research variables have a Cronbach's Alpha value of 0.979, so they are
declared reliable (> 0.6).
Table 1. Validity and Reliability Test Results

Classic Assumption Test

According to the normal P-P Plot graphic display, it could be interpreted that the
histogram graphic provides a normal distribution pattern.

Figure 2. Normality Test Results

According to the multicollinearity test results, it was found that all VIF values are less
than 10 and the tolerance values are above 0.1. So it could be interpreted that there is no
multicollinearity occurs.

Available Online: https://dinastipub.org/DIJEMSS Page 646

Volume 2, Issue 4, April 2021 E-ISSN : 2686-6331, P-ISSN : 2686-6358

Table 2. Multicollinearity Test Results

According to the heteroscedasticity test results, it could be seen that there is no clear
pattern such as dots widened above or below the number 0 on the Y axis, so it could be
interpreted that the data were free from heteroscedasticity.

Figure 3. Heteroscedasticity Test Results

Multiple Linear Regression Analysis

Elicited from the t-test results, it was found that training, motivation, and organizational
culture partially have a positive and significant impact on employee performance (t-count >
2.03 and Sig. <0.000). The regression equation Y = 0.137 + 0.301 X1 + 0.388 X2 + 0.355 X3
+ e.
Table 3. The Results from Multiple Linear Regression Analysis

From the F-test, it was notice that the value of F = 47.052 with Sig. = 0.000 <0.05, so it
could be said that training, motivation and organizational culture simultaneous affects the
employee performance with a large influence of 79.7% (R2 = 0.797).

Available Online: https://dinastipub.org/DIJEMSS Page 647

Volume 2, Issue 4, April 2021 E-ISSN : 2686-6331, P-ISSN : 2686-6358

Table 4. F-Test Results

Table 5. Determination of Coefficient Test Results

Inter-Dimensional Correlation Analysis

According to the analysis results, it can be said that the strong correlation occured
between dimensions as follows:
1) The impact from training on employee performance, according to the calculation results
which obtained from the data the strongest correlation found in the variable between the
dimensions of readiness in training variable and responsibility dimension with r = 0.759.
2) The impact from motivation on employee performance, according to the calculation
results which obtained from the data the strongest correlation found between social
dimensions and quality with r = 0.762.
3) The impact from organizational culture on employee performance, according to the
calculation results which obtained from the data with the strongest correlation found
between the dimensions of innovation and responsibility with r = 0.737.
Table 5. The Results of Inter-Dimensional Correlation Analysis

Available Online: https://dinastipub.org/DIJEMSS Page 648

Volume 2, Issue 4, April 2021 E-ISSN : 2686-6331, P-ISSN : 2686-6358

Discussion
Gained from the research results that has been carried out through analysis tools SPSS
25.0, it was found that training partially had a significant impact on the employees'
performance at HR Research and Development Center on the Ministry of Communication
and Informatics. The results from this research were in line with the research who conducted
by Alfiyah & Riyanto (2019) and Mardiyah & Purba (2019) which found that training had a
significant impact on improving the employees' performance. Based on the correlation matrix
between the dimensions training variables and employee performance, the calculation results
showed that the data with the strongest correlation was occured on readiness to responsibility.
This shows that changes in the training variable, particularly the readiness on training
dimension would have greatest correlation with responsibility dimension of employee
performance variable. Training is not only become the responsibility of the organization, but
also for individual employees. This because both the organization and employees will gain
the benefit from it. Not all abilities (skills) needed by the field of work could be earned from
formal schools, because those skills required are more specific and focus on what will be
assigned. Training for employees is a process of teaching certain knowledge and skills and
attitudes so employees would be more skillfull and able to carry out their responsibilities
better accordingly to the standards.
According to the research results which has been carried out by analysis tools SPSS
25.0, it was found that motivation partially had a significant impact on employees'
performance at Pusdiklat Balitbang and HR on the Ministry of Communication and
Informatics. The results from this research were in line with research by Maruhun &
Chaerudin (2019) and Putra & Ruslan (2021) who found that employees who have a high
motivation will have an impact on improving their own performances. According to the
correlation matrix between the dimensions of motivation variable and employees'
performance, it seens that the strongest correlation occured on social dimensions to the
quality. Which means that changes in the motivation variable, particularly in the social
dimension would have huge impact towards the dimension of quality from employee
performance variable. Motivation is one of the driving factors on employees to work as much
as possible to achieve organizational goals and it objectives. The success of an employee
could be viewed from the results of their work or their achievements. In order to make
employees nailing their jobs, the organizations need to provide the training to employees so it
could lift the employees' motivation. Motivation possessed by employees would increase the
productivity and effectiveness at work Thus they could achieve the goals and targets which
set by the organization.
According to the research results which has been done through analysis tools SPSS
25.0, it was found that organizational culture partially had a significant impact towards the
employees' performance at HR Research and Training Center on the Ministry of
Communication and Information. These results were in line with research by Suryadi & Aima
(2019), Anitha & Kumar (2016) who found that organizational culture had a positive impact
in improving the performance. According to the correlation matrix between the dimensions

Available Online: https://dinastipub.org/DIJEMSS Page 649

Volume 2, Issue 4, April 2021 E-ISSN : 2686-6331, P-ISSN : 2686-6358

shows that the data with the strongest correlation was occured between innovation
dimensions and responsibility dimensions. Which means that the changes in organizational
culture variables, especially in the innovation dimension would have huge impact towards
responsibility dimension from the employee performance variable. Organizational culture is
the main part of an organization, which has the power to determine the success or failure of
an organization. This success could be realized if there has huge support from all members.
Organizational culture is often used or plays a role as a guide in controlling and carrying out
the work activities for each member in the organization. A strong organizational culture
would have a positive influence on the employees' performance because through that the
employees would have a perception that they are in the same cultural values. This would
create a comfortable at work environment for employees and surely increase employee
motivation to work
Simultaneous test results show that training, motivation, and organizational culture
simultaneously affect employee performance. Organizational performance is largely
determined by the employee element. Therefore, in measuring the performance of an
organization first it should be measured in terms of the work performance of its employees.
Employee performance could bring the organization to achieve its goals. An excellent
employee performance could be supported by social factors, psychological factors and
individual factors. This research were analyze the impact of training, motivation and
organizational culture where these variables are included in the performance factor.
Employees need to qualified their ability and competence to accomplished the work. This
competency could be earned through various training and development programs. On this
training process the leader should ensure that they encourages the employees so they could
completed their duties and achieve achievements at work. Organizational culture were also
affects performance, the more positive the organizational culture it will create employees'
comfort at work which will increase the employee productivity at work. Bear in mind about
the role of organizational culture on employee performance, therefore it would be better if in
a team what is needed is the willingness employees to collaborate with each other in
completing tasks given by superiors so the target will be maximally achieved. Thus,
employees are expected to shows its accuracy in doing all work. In accordance with the
Decree of the Minister of Communication and Informatics No.315 of 2015 point (c)
regarding the determination of values which use as the basic and foundation for the
leadership and all employees which stated that integrity implies from thinking, saying,
behaving and acting, accordingly and uphold the principles and moral values as well as the
applicable code of ethics.

CONCLUSION AND SUGGESTION

Conclusion
According to the research results and discussion above, There has several conclusions
that could be made as follows:

Available Online: https://dinastipub.org/DIJEMSS Page 650

Volume 2, Issue 4, April 2021 E-ISSN : 2686-6331, P-ISSN : 2686-6358

1) Training had a positive and significant impact towards employees' performance at

Pusdiklat of the Research and Development Agency on the Ministry of Communication
and Information.
2) Motivation had a positive and significant impact towards employees' performance at
Pusdiklat of the Research and Development Center on the Ministry of Communication
and Information.
3) Organizational culture had a positive and significant impact towards employees'
performance at Pusdiklat of the Research and Development Agency on the Ministry of
Communication and Information.
4) Training, motivation and organizational culture simultaneously affects the employees'
performance at Pusdiklat of the Research and Development Agency on the Ministry of
Communication and Information.

Suggestion
Elicited from the results of discussion analysis and some of the conclusions above, the
suggestions which could be recommendation to complement these research results as follows:
1) In the training variable, it was found that this dimension has a small impact on employee
performance. This need to be concern for the leaders or Head of the HR Research and
Development Center at the Ministry of Communication and Information Technology, it
shows that this method dimensions in efforts to achieve the effective training are very
important for employee performance by implementing their work so as to increase the
work productivity and possibly become a career targets. What is done by the leadership is
that the method chosen in the training program should be adjusted to the type of training
that carried out and developed.
2) In the motivation variable, it was found that the security dimension has a small impact on
employee performance, the lower the need for security in employees, will give bad work
productivity so it affects the performance. This should be a concern for leaders and
organizations so they can look back to the divide of tasks or assignment by providing
guidance, including or involving on meetings, seminars, workshops, group discussion
forums and adding in trainings, technical guidance in order to improve their technical
competence and employees would be motivated in the context of the need for a sense of
security which will have an impact on the employees performance themselves and the
organization.
3) In the Organizational Culture variable, it was found that the aggressiveness dimension
had small impact to employee performance, this needs to be a concern for leaders and
organizations on this department in order to build good communication with employees
which aims to encourage an intensive interaction so the employees could have a mutual
correlation in order to give it back aspirations quickly and will foster mutual respect in a
positive work culture and leaders could actively adding the employees in solving
problems or finding solutions in meetings then the employees would feel that their role

Available Online: https://dinastipub.org/DIJEMSS Page 651

Volume 2, Issue 4, April 2021 E-ISSN : 2686-6331, P-ISSN : 2686-6358

and involvement in the organization has important place as well which it would increase
the aggressiveness of every employees to be better.
4) The authors expectation for further research is that they could investigate further into
other variables which has an impact on employee performance. The significant impact
from training, motivation and organizational culture on employee performance which
could be found in this research has open any possibility relates to other influential factors
from other variables such as work environment, work discipline, work stress,
competence, organizational commitment, compensation, leadership style and others.
Adding more respondents from several government agencies which have a positive value
and have an impact in improving organizational performance to reached the goals.

REFERENCES
Aima, H., Adam, R., & Ali, H. (2017). Model of Employee Performance: Competence
Analysis and Motivation (Case Study at PT. Bank Bukopin, Tbk Center). Journal of
Research in Business and Management, 4(11), 49-59.
Alfiyah, N., & Riyanto, S. (2019). The Effect of Compensation, Work Environment and
Training on Employees’ Performance of Politeknik LP3I Jakarta. International
Journal of Innovative Science and Research Technology, 4(5), 947-955.
Anitha, R., & Kumar, M.A. (2016). A Study on the Impact of Training on Employee
Performance in Private Insurance Sector. Coimbstore District, 6, 1079-1089.
Bangun, W. (2012). Manajemen Sumber Daya Manusia. Bandung: Erlangga.
Irnawati, J.E., & Prasetyo, J.H. (2020). The Influence Over the Transformational of
Leadership Style, the Organizational Culture, and Employee Empowerment towards
Achievement of Organizational Strategies in one the Central Government
Organization. International Journal of Innovative Science and Research Technology,
5(3), 917-927.
Mangkunegara, A.A.P. (2011). Manajemen Sumber Daya Perusahaan. Bandung: Remaja.
Rosdikarya.
Mardiyah, A., & Purba, C.B. (2019). The Effects of Competency, Training and Education,
and Career Development on Employees’ Performance at Hermina Hospital
Kemayoran. International Journal of Innovative Science and Research Technology,
4(6), 313-323.
Maruhun, S., & Chaerudin. (2019). The Effect of Discipline and Training on Job Motivation
and Implication on Employee Performance (Study Case at PT. Vania Interior
Furnishing). Dinasti International Journal of Education Management and Social
Science, 1(2), 197-207.
Noe, R.A. (2010). Manajemen Sumber Daya Manusia Mencapai Keunggulan Bersaing.
Jakarta: Salemba Empat.
Putra, R., & Ruslan, S. (2021). Influence Work Discipline, Organizational Learning, and
Motivation to Employee Performance at PT CIMB Niaga Tbk. Dinasti International
Journal of Digital Business Management, 2(2), 324-334.

Available Online: https://dinastipub.org/DIJEMSS Page 652

Volume 2, Issue 4, April 2021 E-ISSN : 2686-6331, P-ISSN : 2686-6358

Robbins, S.P., & Coulter, M. (2012). Management. 11th. Prentice Hall., New Jersey.
Sinambela, L.P. (2016). Manajemen Sumber Daya Manusia. Jakarta: PT Bumi Aksara
Suryadi, H., & Aima, M.H. (2019). The Influence of Organizational Culture and Training on
Organizational Commitment and Also Its Implications on the Performance of Health
Workers in Puskesmas Johar Baru District. Dinasti International Journal of
Management Science, 1(2), 148-162.

Available Online: https://dinastipub.org/DIJEMSS Page 653