The effect of organizational culture, personality, job satisfaction, and trust on school supervisor performance

Received Apr 16, 2020 Revised Jun 16, 2020 Accepted Jul 30, 2020 This research was about school supervisors who play a strategic role in the management of human resources in the school environment. The study aims to determine the direct and indirect influences of organizational culture, personality, job satisfaction, and trust on the school supervisor's performance. The research samples were 180 supervisors of the school Education Office Special capital Jakarta. Data collection using questionnaires with a Likert scale, before analyzed the obtained data will be validated and reliably in respondents outside of the research sample. Data were analyzed through path analysis, as data analysis requirements were tests of normality, homogeneity, and linearity. Research results there was a direct influence of organizational culture, and personality on job satisfaction; Organizational culture, and personality on trust; Organizational culture, and personality on performance; Job satisfaction, and trust on performance, then there was an indirect influence of organizational culture through job satisfaction on the performance of school supervisor. The conclusion that the performance of the school supervisor at the Education Office of Jakarta was influenced by variations level of organizational culture, personality, and Trust, but the personality of school supervisors should have a priority attention to improving their performance.


RESEARCH METHOD
This study was quantitative with the type of causal research; data processed using path analysis. The study was held in November 2019 to March 2020. The sample of this study was 180 primary school supervisors, junior high school, and high school. To obtain research data using questioners, there were five sets of questioners: organizational culture, work environment, personality, motivation, and job performance. The rating scale used for all variables has five categories of the answer options, namely: (a) always; (b) often; (c) sometimes; (d) infrequently; and (e) never. Alternate answers are weighted by a value of five to one for a positive statement, and a weight value of one to five for negative statements. The respondents were asked to answer questions in the questionnaire of which 30 items of organizational culture, personality, work motivation, trust, and job performance, the valid instruments were used in this research.
Validity and Reliability. After five instruments of research composed, the next test the instrument on 20 respondents out of research samples to find out validity and reliability. Then the validity of instrument items was determined by comparing the value of obtained with the critical value r-pearson's product moment at 20 of respondents. If > , then the instrument item is valid and is used for data collection. Conversely, if < , then the item becomes invalid and was not used in the study. The reliability of the items of valid instruments then analyzed by the Cronbach alpha technique. The calculation of the instrument reliability coefficient was only done after the invalid items were not used in the study. The calculation is done using the Excel for Windows program. The reliability calculations of OC = .919; P = .917; JS = .912; T = .913; SSP = .916. All data have > (.360), then all data were reliable. To obtain the research data by distributing instruments through the coordinator of School supervisor in five municipalities as many as 200 exemplars with 30 working days, then the returned instrument that has been completed with as much as 180 copies.

RESULTS AND DISCUSSION
The first requirement to be met in a path analysis is that the sampling error must originate from a population that is normally distributed. Test the normality error data is performed to know that the distribution of the observed sample error comes from a population that is on a normal distribution or not. Test statistics conducted to test the normality of distribution errors in this study is the test of Lilliefors. The hypothesis presented in the normality test is H0: Data derived from the normal distribution population, and H1: Data derived from a population that does not normally distribute.
The provisions in this test are if the statistics L0 < Ltable (  =0.05) then the error data is normally distributed. Conversely, if L0 > Ltable (  =0.05) then the data is not distributed normally. Summary result of test counting normality error, that all variables have L0 = 0 < Ltable ( =0.05). So it is said that all data are normal distribution. The second requirement to be filled with data in the track analysis is that the sample data comes from a population that has a homogeneous variant. A homogenization test is conducted to determine that the sample data is derived from a population that has a variant or diversity that is homogeneous. Test the statistics conducted to know the data homogeneity with Levene Statistics. The Data comes from a population that has a homogeneous variant when the sig. >. 05. All the data in this study has the sig. >. 05, then data comes from a population that has a homogeneous variant.
Test the significance and linearity of the regression model. The next requirement in using a path analysis is that the exogenous and endogenous variables formulated in the structural models have significant and linear relationships. Therefore, it is carried out the significance test and linearity of the simple linear regression model following the inter-variable relationship model formulated in the research model. If value deviation from Sig. >. 05 the relationship between the two variables is linear if value deviation from Sig. <. 05 the relationship between the two variables is not linear. And also if < the relationship between the two variables is linear if > the relationship between the two variables is not linear. The summary of an analysis of linearity results all data, it can be concluded that all variable pairs have linear and significant relationships.

Hypothesis testing requirements
There are several steps in the determination and testing of the path coefficient in the analysis path, including: 1) determination of the correlation coefficient between variables in the structural model, 2) determination and testing significance of the line coefficient on each substructure contained in the structural model, 3) and the great determination of direct and indirect influences of the exogenous variables against endogenous variables in structural models, as seen in Figure 1.
Determination of the correlation coefficient between variables in structural models in Table 1  The effect of organizational culture, personality, job satisfaction, and trust on school… (Virgana Virgana) 437 relationship between variables in the structural model as shown in Table 1 also addition, the whole value of the correlation coefficient is Sig. < .05 The result of a path coefficient of counting is used to test the proposed hypothesis and measure the impact of both direct and indirect exogenous variables against endogenous variables in structural models. Withdrawal of the hypothesis conclusion is done through the calculation of the statistical value of each path coefficient, provided if tcount > ttable. Then all of the path coefficients in this study are significant.

Research question 1:
Whether there is a direct influence of organizational culture on job satisfaction?.
Calculation results obtained that the path coefficient X1 by X3 (p31) gets .558 with tcount = 7.385. At α = .05 retrieved ttable = 1.973, because the value tcount (7.385) > ttable (1.973). Then the path coefficient is very significant. It is thus evident that there is a direct positive influence on organizational culture (X1) to job satisfaction (X3).

Research question 2:
Whether there is a direct influence of personality on job satisfaction?
Calculation results obtained that the line coefficient X2 by X3 (p32) gets .174 with tcount = 2.296. At α = .05 retrieved ttable = 1.973, because the value tcount (2.296) > ttable (1.973), Then the path coefficient is very significant. It is thus evident that there is a direct positive influence personality on job satisfaction (X3).

Research question 3:
Whether there is a direct influence of organizational culture on trust?
Calculation results obtained that the line coefficient X1 by X4 (p41) gets .390 with tcount = 4.432. At α = .05 retrieved ttable = 1.973. Because the value tcount (4.432) > ttable (1.973), then the path coefficient is very significant. It is thus evident that there is a direct positive influence on organizational culture (X1) on trust (X4).

Research question 4:
Whether there is a direct influence of personality on trust?
Calculation results obtained that the line coefficient X2 by X4 (p42) gets .189 with tcount = 2.151. At α = .05 retrieved ttable = 1.967, because the value tcount (2.151) > ttable (1.967), Then the path coefficient is very significant. Thus it is evident that there is direct influence: Personality (X2 ) on trust (X4).  973), then the path coefficient is very significant. It is thus evident that there is a direct positive influence on job satisfaction (X3) on job performance (X5).

Research question 8:
Whether there is a direct influence of trust on job performance?
Calculation results obtained that the line coefficient X4 by X5 (p54) gets .159 with tcount = 2.511. At α = .05 retrieved ttable = 1.973, because the value tcount (2.511) > ttable (1.973), then the path coefficient is very significant. It is thus evident that there is a direct positive influence on trust (X4) on performance (X5).

Research question 9:
Whether there is an indirect of organizational culture through job satisfaction on job performance?
To determine the indirect influence of organizational culture through job satisfaction on performance, by doing the following calculations as follows: On the test, two parties obtained the value = 1.974. Because the value tcount > ttable 2.196 > 1,974). Then it can be concluded that there is a significant indirect influence of organizational culture through job satisfaction on performance.

Research question 10: Whether there is an indirect of personality through job satisfaction on job performance?
To determine the indirect influence of personality through job performance on performance, by doing the same way obtain 532 = 32 x 53 = .189 x .305 = .057645, 32

Hypothesis
Hypothesis was proofed by testing comparing the t-count with the t-table, if t-count the > t-table, then the hypothesis was received, and conversely if T-count < t-table, then the hypothesis was rejected. In this study all t-count > t-table, then the hypothesis was received t-count the > t-table, then the hypothesis was received as seen in Table 1.

Discussion
First result organizational culture has a significant direct influence on job satisfaction. The finding was reinforced by previous research stating that organizational culture on job satisfaction is positive of 200 samples [31]. The second result of organizational culture has a significant direct influence on trust. The finding was reinforced by previous research stating that there was a positive association between organizational culture, and trust [32,33]. The third result of organizational culture has a significant direct influence on performance. The finding was reinforced by previous research stating that a deeper look at the correlation matrix shows that all elements of organizational culture such as managing change, achieving goals, teamwork, and cultural strength are positively correlated with job performance [34]. Employee's performance is significantly credited to the bureaucratic and supportive cultures [35]. The regressed coefficient correlation result shows that an evaluation of the employee performance of the explanatory variable (Beta Column) shows that Bureaucratic culture is significant [36]. In our study, the magnitude of direct influence organizational culture on performance is 3.61% meaning that the contribution of organizational culture influence performance is small. It shows that it is necessary to improve the organizational culture by re-understanding the vision and mission of education.
The fourth result is personality has a significant direct influence on job satisfaction. The finding was reinforced by previous research stating that Generally, personality effects on the level of job satisfaction among staff and predict its level [37]. Personality had affected 43.3% of the variation in job satisfaction [38]. The fifth result is personality has a significant direct influence on Trust. The finding was reinforced by previous research stating that that personality agreeableness (β=0.126, p<0.01) and conscientiousness (β=0.234, p<0.001) significantly affect generalized trust [39]. And the sixth result is personality has a significant direct influence on performance. Other research found that generally, personality had an affected on employee job performance [40]. There is a positive relationship between Employee Productivity and explanatory variables like Agreeableness, Consciousness, and extraversion [41]. In our study, the magnitude of direct influence personality on performance is 5.02 % meaning that the contribution of personality has affected performance is small.
The seventh result is Job satisfaction has a significant direct influence on performance. The finding was reinforced by previous research stating that Job satisfaction has a positive and significant impact on employee performance at PT. Bank XYZ [42]. In our study, the magnitude of direct influence job satisfaction on performance is ( 53 ) 2 = (.305) 2 = .0930 or 9.30 %, it means that Job satisfaction influence 9.30 % on performance. Therefore, the performance of school supervisors still need to be improved by increasing the satisfaction of their work through periodic coaching by the Head of Education office in DKI Jakarta, and the eighth result is Trust has a significant direct influence on performance. The finding was reinforced by previous research stating that trust in relationships among employees in organizations is an important factor in the realization of organizational performance [43]. In our study the magnitude of direct influence Leadership style towards Trust is 2.53 %, it means that trust influence of 2.53 % on performance. Therefore, the performance of school supervisors still need to be improved by increasing the level of trust in their work.
The ninth result is Organizational culture has a significant indirect influence though job satisfaction on the performance, the comparison between the direct effect of organizational culture on the performance of school supervisor ( 51 ) and the indirect effect of organizational culture through job performance on the performance of school supervisor ( 51 ). The magnitude of influence 51 = ( 51 ) 2 = (.183) 2 = .0335 or 3.35% and magnitude of indirect influence 531 = 31 x 53 = .558 x .305 = .1702 or 17,02 %, hence magnitude of influence 541 > 51 . It means that the variable intervening (job satisfaction) is very effective in influencing the performance of school supervisors in DKI Jakarta, in other words, that organizational culture is associated with the variable job satisfaction will have more influence on job performance. The novelty in our research has been found that In the management of human resources in education Office in Jakarta that organizational culture, and job satisfaction is important in improving the job performance of school supervisor, and the studies generally use less than five variables while in our study using five variables by using the intervening variables that can determine the presence or absence of human resources management in an organization.

CONCLUSION
Organizational culture, personality, job satisfaction, and trust have a significant direct influence on the school supervisors' performance in DKI Jakarta. And also organizational culture has significant indirect influence through job satisfaction on the performance of the school supervisor. Personality and trust of the variables have to be improved, to improve the performance of school supervisors gradually it will improve the quality of education in Indonesia.
School supervisors need to improve personality and trust through capacity building and characterbuilding programs. Education officer should pay attention to the job satisfaction of school supervisors besides financial such as verbal praise. The education service should have a periodic school supervisor rotation program. Future research should continue to examine the different variables exogenous to variable endogenous with deferent variables intervening. To obtain more accurate results, needed a larger sample with wider nationwide coverage.