Fadli Andri, Sri Yanthy Yosepha, Tateng Sukendar, Sri Widodo

The Influence of Organizational Culture, Work Team and Competence on The Performance of Private Personnel of Rifle Company C, Battalion 461, Rapid Movement Force Command

Introduction

The influence of organizational culture, work team and competence on the performance of private personnel of rifle company c, battalion 461, rapid movement force command. This study examines the direct influence of organizational culture, work teams, and competence on the performance of military personnel at Rifle Company C Battalion 461 Kopasgat.

Abstract

This study aims to analyze the influence of organizational culture, work team, and competence on the performance of the enlisted personnel of Rifle Company C Battalion 461 Kopasgat. This study uses a quantitative approach, survey method and path analysis. The population with saturated sampling technique obtained 52 respondents. Data were analyzed using Excel and SPSS 25 software. The results of the study indicate that: Organizational culture has a direct positive and significant effect on competence of 0.334; Work team has a direct positive and significant effect on competence of 0.663; Organizational culture has a direct positive and significant effect on performance of 0.501; Work team has a direct positive and significant effect on performance of 0.418; Competence has a direct positive and significant effect on the performance of enlisted personnel of Rifle Company C Battalion 461 Kopasgat of 0.243.

Review

This study meticulously examines the influence of organizational culture, work team effectiveness, and individual competence on the performance of enlisted personnel within a highly specific military context: Rifle Company C, Battalion 461 Kopasgat. Employing a quantitative approach with a survey method and path analysis, the research aims to unravel the direct relationships between these critical organizational and individual factors. The findings robustly indicate that organizational culture and work team significantly and positively influence competence, and, more broadly, all three factors—organizational culture, work team, and competence—exert a direct, positive, and significant effect on the overall performance of the personnel. This provides valuable empirical evidence regarding the drivers of performance in a specialized military setting. While the study presents a clear objective and utilizes an appropriate quantitative methodology, certain aspects of its design warrant critical consideration. The reliance on a saturated sampling technique with a relatively small population of 52 respondents, while covering the entire specified unit, raises questions about the statistical power and generalizability of the findings beyond this particular company. For complex path analysis involving multiple constructs, a larger sample size typically enhances the robustness and confidence in the observed statistical relationships. Furthermore, the abstract does not elaborate on the specific operationalization of constructs like "organizational culture" or "competence" within the unique military environment, which could significantly impact how these variables are understood and measured. The exclusive use of a survey method also leaves open the potential for common method bias, where self-reported measures might inflate correlations. Despite these limitations, the research offers practical implications for military leadership and personnel development. The consistent positive effects suggest that investing in a strong organizational culture, nurturing cohesive and effective work teams, and prioritizing the enhancement of individual competence are crucial strategies for boosting performance within such units. For future research, it would be highly beneficial to replicate this study with a larger, perhaps more diverse, sample to improve generalizability and statistical power. Incorporating longitudinal data collection could also provide a clearer understanding of causality and dynamic relationships over time. Additionally, exploring potential mediating effects, particularly how competence might mediate the influence of culture and team on performance, could offer a more nuanced and theoretically richer contribution to the understanding of performance drivers in military contexts.

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