Jurnal Ilmu Administrasi Publik | April 2019 ANALYSIS OF ...

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


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.


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)


Referring the result of cross loading estimation in

Table 4.1, the loading value of each dimension / indicator


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)


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



blocks.

Table 4.3 Discriminant Validity Value on Village

Official Performance (Y1)


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



blocks.

Table 4.4 Discriminant Validity Value on Community

Satisfaction (Y2)


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


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).


Table 4.6 Composite Reliability


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


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).


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


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


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


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


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).


Figure 4.2 Bootstraping


Table 4.9 Direct Effect


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


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


(Y2) with P-Value of 0,000 <0.05.

Table 4.11 Total Effect


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


(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


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)


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)


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


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)


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).


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)


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


accepted: Village Official Performance (Y1) affected

Community Satisfaction (Y2).


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


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.


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.


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

Peraturan Menteri Dalam Negeri Nomor 44 Tahun

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

Undang-Undang Nomor 6 Tahun 2004 Tentang

Desa

Undang-Undang Nomor 32 Tahun 2004 Tentang

Pemerintah Daerah

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