Jurnal Surya Pasca Scienta Vol.
XIV No.
II .
ISSN: 2774-5236, 2407-6648
https://journal.
id/index.
php/jimspc 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 Fadli Andri 1.
Sri Yanthy Yosepha2*.
Tateng Sukendar3.
Sri Widodo4 1,2,3,4 Faculty of Postgraduate Program.
Universitas Dirgantara Marsekal Suryadarama *Corresponding author: rio.
sttpln@gmail.
Article Info Abstract Article history:
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.
Work team has a direct positive and significant effect on competence of 0.
Organizational culture has a direct positive and significant effect on performance of 0.
Work team has a direct positive and significant effect on performance of 0.
Competence has a direct positive and significant effect on the performance of enlisted personnel of Rifle Company C Battalion 461 Kopasgat Received : Sept 08 2025 Revised : Sept 09 2025 Accepted : Sept 10 2025 Keywords:
Strategic management, work discipline, employee DOI: 10.
35968/jimspc.
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
In terms of defense, the development of a nation's defense forces is intended to protect the nation's interests .
ational interest.
by considering various intermediate factors to protect against all forms of threats.
Current actual threats are multidimensional and difficult to predict when conflict will occur.
Therefore, the Indonesian Air Force (TNI AU), as a complement to the Indonesian National Armed Forces (TNI), is required to be able to protect every area under its responsibility from threats, disruptions, obstacles, and challenges (AGHT) from other countries.
In the context of implementing operations, capturing targets and defending strategic objects, the Air Force is the duty, role, and function of the Rapid Action Force Command (Kopasga.
, in this case carried out by the 461st Kopasgat Battalion.
Therefore.
Therefore, personnel of the 461st Kopasgat Battalion are required to achieve superior performance.
However, in reality, several enlisted personnel from Rifle Company C, 461st Kopasgat Battalion, have not achieved their performance targets.
The performance assessments for Company C, 461st Kopasgat Battalion, in 2022 and 2023, showed several enlisted personnel receiving scores below the productive standard, namely below 80.
Several factors are suspected to influence the performance of these enlisted personnel from Rifle Company C, 461st Kopasgat Battalion.
The dominant factors suspected to influence performance are organizational culture, teamwork, and Regarding organizational culture, it was found that some enlisted personnel lacked work innovation and were reluctant to take critical risks.
Meanwhile, regarding teamwork, some enlisted personnel were unable to contribute to each other and mobilize their abilities, lacking mutual commitment to tasks and results, which impacted the achievement of their performance targets.
Furthermore, in terms of competency, some of these privates were unable to identify and resolve work problems, did not understand their duties, did not comprehend job descriptions, and were not skilled at operating equipment to support operational tasks.
This phenomenon occurred because the competencies of some of these privates allegedly did not match the requirements of their assignments.
The phenomenon of the failure to achieve the performance targets of the noncommissioned officers of Rifle Company C.
Battalion 461 Kopasgat is important to study in depth because the implications are not only for the individual noncommissioned officers but also for the high risks faced in carrying out military operations (OMP) and military operations other than war (OMSP).
HYPOTHESES DEVELOPMENT
Based on the theoretical study and research problem formulation, the following research hypothesis is proposed:
It is suspected that organizational culture directly influences the competence of the enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat.
It is suspected that the work team directly influences the competence of the enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat.
It is suspected that organizational culture directly influences the performance of the enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat.
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 It is suspected that the work team directly influences the performance of the enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat.
Competence directly influences the performance of the enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat.
It is suspected that competence directly influences the performance of the enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat.
Competence directly influences the performance of the enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat.
METHODOLOGY
This study used a quantitative approach with survey methods and path Using a saturated sampling technique (Arikunto, 2013: .
, a sample of 52 people was obtained.
Data collection techniques included observation, documentation, and questionnaires, using a Likert scale with a score of 1 to 5.
Instrument testing was carried out to determine validity and reliability.
Data analysis techniques were descriptive and inferential.
Testing of analysis requirements was carried out using normality tests, linearity tests, and homogeneity tests, as well as path analysis.
RESULT AND DISCUSSION
RESULT
Table 2.
Normality Test Results Based on the results of the normality test .
ne sample KS), all variables in the Sig.
-taile.
are greater than the Sig.
table of 0.
05, so that all variable distributions come from a normally distributed population.
The detailed results of the linearity test are shown in Table 3.
Based on Table 3, the results show that all Fhit > Ftable, and all Sig.
Deviation from linearity values > Sig.
Table ( = 0.
, concluding that all variables are linear.
Homogeneity Test More detailed homogeneity test results are shown in the following table.
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 Table 4.
Homogeneity Test Results The results of the homogeneity test between exogenous variables and endogenous variables obtained a Sig.
Lavene test value of > 0.
05, meaning the data is homogeneous.
Structural Model and Intervariable Matrix A structural model analyzing organizational culture (X.
, work team (X.
, and competency (X.
on performance (Y).
The structural model is shown in the following The causal relationship between variables in Substructure 1 consists of an endogenous variable.
X3, and two exogenous variables.
X1 and X2.
The path coefficients are then calculated.
Based on the data processing, a summary of the path coefficient calculations and tests is presented in the following table.
Structural Model and Intervariable Matrix A structural model analyzing organizational culture (X.
, work team (X.
, and competency (X.
on performance (Y).
The structural model is shown in the following The correlation matrix between variables in the structural model, as presented in Figure 1, shows all correlation values between variables are positive.
This indicates a 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 positive relationship between the variables, as shown in Figure 1.
Furthermore, all correlation coefficients are significant at = 0.
Substructure Model 1 and Substructure Model 2 align with the proposed research hypothesis, as shown in Figures 2 and 3.
Causal Relationship Model Between Substructure Variables 1 The causal relationship between variables in Substructure 1 consists of an endogenous variable.
X3, and two exogenous variables.
X1 and X2.
The path coefficients are then calculated.
Based on the data processing, a summary of the path coefficient calculations and tests is presented in the following table.
From table 5 it is known that the significance of the two exogenous variables on the dependent variable Endogenous variables .
ork disciplin.
show a significant path, because the calculated t value of both exogenous variables .
rganizational culture and work tea.
on the endogenous variable .
> t table 0.
05, 50 .
The coefficient of determination (R.
shows that the influence of the competency and career development variables on work discipline is 0.
The remainder is due to factors other than these two variables.
Meanwhile, the residual coefficient A1 = Oo1 - R2 adjusted = Oo1 - 0.
Oo0.
343 = 0.
586 represents the influence of other variables outside of X1 and X2.
Therefore, the equation for substructure 1 is:
X3 = A1 A31 X 1 A32 X2
X3 = 0.
586 A34X 1 0.
663 X2
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 The path diagram for Sub Structure 1 is shown in Figure 3.
Path Coefficient in Substructure 2 The conceptual model of the causal relationship in substructure 2 is shown in Figure The causal relationship between variables in substructure 2 consists of one endogenous variable, namely the performance variable (Y), and three exogenous variables, namely X1.
X2, and X3.
The structural equation for substructure 2 is:
Y = A2 AY1.
X1 AY2.
X2 AY3.
From the table above, it shows that the three path coefficients of the exogenous variables on the endogenous variable (Performanc.
are significant because the calculated t value of the three exogenous variables .
rganizational culture, work team> t 05, 50 .
217 X3
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 Meanwhile, the path diagram can be seen in Figure 5.
The results of the path coefficients in substructures 1 and 2 are transformed into the following structural equation:
X3 = A1 31 X1 32 X2
= 0.
334 X1 0.
663 X2
Y = A2 y1 X1 y2 X2 y3 X3 = 0.
501 X1 0.
418 X2
243 X3
Thus the path diagram of the relationship between variables in Figure 6 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 Based on the results of the path coefficient calculations, the coefficient model per substructure 1 obtained two path coefficients, namely 31 = 0.
334 and 32 = 0.
663, and structure 2 obtained three path coefficients, namely y1 = 0.
y2 = 0.
y3 = 0.
The detailed results of the path coefficient calculations for substructure 1 and substructure 2 are presented in Table 11.
Hypothesis Testing The first hypothesis, the path coefficient score of organizational culture on competency .
334 with a calculated t-value of 3.
Since the calculated t-value is greater than the t-value at dk = 50 for = 0.
05, which is 2.
H0 is rejected and H1 is It is concluded that organizational culture has a direct positive and significant effect on competency, contributing 0.
The second hypothesis, the path coefficient score of the work team on competence .
663 with a calculated t value of 7.
Because the calculated t score is greater than the t table score at dk = 50 for = 0.
H0 is rejected and H1 is accepted.
is concluded that the work team has a direct positive and significant effect on competence with a contribution of 0.
The third hypothesis, the path coefficient score of organizational culture on performance .
501 with a calculated t value of 5.
Because the calculated t score is greater than the t table score at dk = 50 for = 0.
H0 is rejected and H1 is accepted.
It is concluded that organizational culture has a direct positive and significant effect on performance with a contribution of 0.
The fourth hypothesis, the path coefficient score of the work team on performance .
418 with a calculated t value of 4.
Since the calculated t score is greater than the t table score at dk = 50 for = 0.
H0 is rejected and H1 is accepted.
It is concluded that the work team has a direct positive and significant effect on performance.
The fifth hypothesis, the path coefficient score of the placement on performance .
243 with a calculated t value of 2.
Since the calculated t score is greater than the t table score at dk = 50 for = 0.
H0 is rejected and H1 is accepted.
It is concluded that the work team has a direct positive and significant effect on performance.
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 A summary of the hypothesis testing results is presented in Table 12.
Discussion Organizational Culture Directly Influences Competence.
Analysis of the first hypothesis shows that organizational culture has a direct, positive, and significant effect on the competence of the enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat, with a value of 0.
The level of work competence of the enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat, is influenced by organizational culture.
Improving the organizational culture of the enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat, will improve their competence.
Teamwork has a direct effect on Competence Hypothesis analysis shows that teamwork has a direct, positive, and significant effect on the competence of enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat, with a value of 0.
The level of competence of enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat is influenced by teamwork.
Improving teamwork among enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat, will improve their Organizational Culture has a direct, positive, and significant effect on Hypothesis analysis results show that organizational culture has a direct, positive, and significant effect on the performance of enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat, with a value of 0.
The level of performance of enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat is influenced by organizational Improving organizational culture among enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat, will improve their performance.
Teamwork has a direct, positive, and significant effect on performance The hypothesis analysis shows that the work team has a direct, positive, and significant effect on the performance of the enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat, with a value of 0.
The performance of the enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat is influenced by the work team.
Improving the work team of the enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat, will improve their performance.
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 Competence has a direct effect on performance Hypothesis analysis shows that competence has a direct, positive, and significant effect on the performance of enlisted personnel in Rifle Company C.
Battalion 461 Kopasgat, amounting to 0.
The performance of enlisted personnel in Rifle Company C.
Battalion 461 Kopasgat is influenced by competence.
CONCLUSION
Organizational culture has a direct, positive, and significant effect on the competence of enlisted personnel in Rifle Company C.
Battalion 461 Kopasgat, amounting to 0.
An improvement in the organizational culture of enlisted personnel in Rifle Company C.
Battalion 461 Kopasgat, will lead to an increase in competence of 0.
Teamwork has a direct, positive, and significant effect on the competence of enlisted personnel in Rifle Company C.
Battalion 461 Kopasgat, amounting to An improvement in the teamwork of enlisted personnel in Rifle Company C.
Battalion 461 Kopasgat, will lead to an increase in competence of 0.
Organizational culture has a direct positive and significant effect on the performance of the enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat, amounting to 0.
If the organizational culture of the enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat improves, it will be followed by an increase in performance of 0.
The work team has a direct positive and significant effect on the performance of the enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat, amounting to If the work team of the enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat, increases, it will be followed by an increase in performance of Competence has a direct positive and significant effect on the performance of the enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat, amounting to If the competence of the enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat, increases, it will be followed by an increase in performance of REFRENCE Ahmadi.
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Work Team And Competence On The Performance Of Private Personnel Of Rifle Company C.
Battalion 461.
Rapid Movement Force Command The correlation matrix between variables in the structural model, as presented in Figure 1, shows all correlation values between variables are positive.
This indicates a positive relationship between the variables, as shown in Figure 1.
Furthermore, all correlation coefficients are significant at = 0.
Substructure Model 1 and Substructure Model 2 align with the proposed research hypothesis, as shown in Figures 2 and 3.
Causal Relationship Model Between Substructure Variables 1 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 Structural Model and Intervariable Matrix A structural model analyzing organizational culture (X.
, work team (X.
, and competency (X.
on performance (Y).
The structural model is shown in the following figure.
From table 5, it is known that the significance of the two exogenous variables on the endogenous variable .
ork disciplin.
shows a significant path, because the t-value of the two exogenous variables .
rganizational culture and work tea.
on the endogenous variable .
is > t-table 0.
05, 50
The coefficient of determination (R.
shows that the influence of the competency and career development variables on work discipline is 0.
The remainder is due to factors other than these two variables.
Meanwhile, the residual coefficient A1 = Oo1 - R2 adjusted = Oo1 - 0.
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 Oo0.
343 = 0.
586 represents the influence of other variables outside of X1 and X2.
Therefore, the equation for substructure 1 is:
X3 = A1 A31 X 1 A32 X2
X3 = 0.
586 A34X 1 0.
663 X2
The path diagram for Sub Structure 1 is shown in Figure 3.
Path Coefficient in Substructure 2 The conceptual model of the causal relationship in substructure 2 is shown in Figure 4.
The causal relationship between variables in substructure 2 consists of one endogenous variable, namely the performance variable (Y), and three exogenous variables, namely X1.
X2, and X3.
The structural equation for substructure 2 is:
Y = A2 AY1.
X1 AY2.
X2 AY3.
X3.
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 From the table above, it shows that the three path coefficients of the exogenous variables on the endogenous variable (Performanc.
are significant because the calculated t value of the three exogenous variables .
rganizational culture, work team> t table 0.
05, 50 .
217 X3.
Meanwhile, the path diagram can be seen in Figure 5.
The results of the path coefficients in substructures 1 and 2 are transformed into the following structural equation:
X3 = A1 31 X1 32 X2
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 = 0.
334 X1 0.
663 X2
Y = A2 y1 X1 y2 X2 y3 X3 = 0.
501 X1 0.
418 X2
243 X3.
Thus the path diagram of the relationship between variables in Figure 6 Based on the results of the path coefficient calculations, the coefficient model per substructure 1 obtained two path coefficients, namely 31 = 0.
334 and 32 = 0.
663, and structure 2 obtained three path coefficients, namely y1 = 0.
y2 = 0.
y3 = 0.
The detailed results of the path coefficient calculations for substructure 1 and substructure 2 are presented in Table 11.
Hypothesis Testing The first hypothesis, the path coefficient score of organizational culture on competence .
is 334 with a calculated t value of 3.
Because the calculated t score > t table score at dk = 50 for = 0.
05 is 2.
006, then reject H0 and accept H1.
It is concluded that organizational culture has a direct positive and significant effect on competence with a contribution of 0.
The second hypothesis, the coefficient score of the work team path to competence .
with a calculated t value of 7.
Because the calculated t score > t table score at dk = 50 for = 0.
006, then reject H0 and accept H1.
It is concluded that the work team has a direct positive and significant effect on competence with a contribution of 0.
The third hypothesis, the path coefficient score of organizational culture on performance ( y.
501 with a calculated t value of 5.
Because the calculated t score > t table score at dk = 50 for = 0.
05 is 2.
006, then reject H0 and accept H1.
It is concluded that organizational culture has a direct positive and significant effect on performance with a contribution of 0.
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 The fourth hypothesis, the coefficient score of the work team path to performance ( y.
with a calculated t value of 4.
Since the calculated t score > t table score at dk = 50 for = 0.
05 is 006, then reject H0 and accept H1.
It is concluded that the work team has a direct positive and significant effect on performance with a contribution of 0.
The fifth hypothesis, the coefficient score of the placement path on performance ( y.
with a calculated t value of 2.
Because the calculated t score > t table score at dk = 50 for = 0.
006, then reject H0 and accept H1.
It is concluded that the work team has a direct positive and significant effect on performance with a contribution of 0.
The summary of the results of the hypothesis testing is presented in Table 12.
Discussion Organizational culture has a direct effect on competence.
Analysis of the first hypothesis shows that organizational culture has a direct, positive and significant effect on the competence of the enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat, with a value of 0.
The level of work competence of the enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat is influenced by organizational culture.
Improving the organizational culture of the enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat, will improve their competence.
Teamwork has a direct influence on competence.
Hypothesis analysis shows that teamwork has a direct, positive, and significant influence on the competence of the enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat, with a value of The level of competence of the enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat is influenced by the teamwork.
Improving the teamwork of the enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat, will improve their competence.
Organizational culture has a direct impact on performance.
The results of the hypothesis analysis indicate that organizational culture has a direct, positive, and significant impact on the performance of the enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat, with a value of 0.
The performance of the enlisted personnel of Rifle Company C.
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 Battalion 461 Kopasgat is influenced by organizational culture.
Improving the organizational culture of the enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat, will improve their performance.
Teamwork has a direct, positive, and significant effect on performance.
Hypothesis analysis shows that teamwork has a direct, positive, and significant effect on the performance of the enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat, amounting to The performance of the enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat is influenced by the teamwork.
Improving the teamwork of the enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat, will improve their performance.
Competence directly influences performance.
Hypothesis analysis shows that competence has a direct, positive, and significant effect on the performance of enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat, amounting to 0.
The performance of enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat is influenced by CONCLUSION Organizational culture has a direct positive and significant effect on the competence of the non-commissioned officers of Rifle Company C.
Battalion 461 Kopasgat by 0.
If the organizational culture of the non-commissioned officers of Rifle Company C.
Battalion 461 Kopasgat increases, it will be followed by an increase in competence by 0.
The work team has a direct positive and significant effect on the competence of the noncommissioned officers of Rifle Company C.
Battalion 461 Kopasgat, by 0.
If the work team of the non-commissioned officers of Rifle Company C.
Battalion 461 Kopasgat, increases, it will be followed by an increase in competence by 0.
Organizational culture has a direct positive and significant effect on the performance of the enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat, by 0.
If the organizational culture of the enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat, improves, it will be followed by an increase in performance of 0.
The work team has a direct positive and significant effect on the performance of the enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat by 0.
If the work team of the enlisted personnel of Rifle Company C.
Battalion 461 Kopasgat increases, it will be followed by an increase in performance by 0.
Competence has a direct positive and significant effect on the performance of the noncommissioned officers of Rifle Company C.
Battalion 461 Kopasgat by 0.
If the competence of the non-commissioned officers of Rifle Company C.
Battalion 461 Kopasgat increases, it will be followed by an increase in performance by 0.
BIBLIOGRAPHY