The Effectiveness of Government Officials in the Defense Policy and Planning Office, Office of the Permanent Secretary for Defense

Abstract

        The purposes of this research were to study: 1) the effectiveness of job performance, 2) performance motivation level, 3) work attitude level, 4) the relationship between motivation and attitude and the work effectiveness of government officials, and 5) to present guidelines for effective performance of civil servants in the Defense Policy and Planning Office of the Permanent Secretary for Defense. It is a quantitative research in which the questionnaires were used to collect data. From a sample group of 222 persons calculated from Taro Yamane's formula with an error of 95% or 0.05.  Data analysis is in the forms of frequency distribution, percentage, mean, and standard deviation. The data were also analyzed by using Pearson Correlation Coefficient (r).

The study found that the overall performance of civil servants was at a high level ( = 4.45). The item with the highest average value ​​was the performance (= 4.71), and followed by absenteeism (= 4.59), productivity ( = 4.45), intention to resign ( = 4.36), attitude of individual ( = 4.33), and stress ( = 4.28). The overall value of attitude levels in the performance of civil servants was at a high level ( = 3.91), starting from organizational commitment (= 4.17), work participation ( = 4.07), and job satisfaction ( = 3.50). The level of work attitude of civil servants found that the overall value was at a high level ( = 3.61), where the highest value was respect ( = 3.90), and then followed by nature of work performed ( = 3.58), responsibility ( = 3.57), and success at work ( = 3.52), respectively. For the relationship between motivation, attitude, and effectiveness of civil servants, it was found that there was a high correlation with a Sig (2-tailed) value of 0.35, which was greater than 0.05, that is, to reject the main hypothesis (H0) and to accept the secondary hypothesis (H1). The correlation was at a relatively high level with a correlation coefficient (r) of 0.72, indicating that the two variables were not correlated in the same direction. For the effective performance guidelines for civil servants, it was found that there should be improvements in a person's productivity, performance, absenteeism, willingness to quit, a pers on's attitude and stress and to promote operational resources to be ready in various fields to facilitate the work of personnel.