Adaptive Culture as an Important Predictor of Improving Lecturers'
Performance
USASTIAWATY CIK AYU SAADIAH ISNAINY1, AGUSTINUS BAMBANG SETIYADI1,
RISWANTI RINI1, APRINA APRINA2
1Program Studi Doktor Pendidikan,
University of Lampung, Bandar Lampung,
INDONESIA
2Politeknik Kesehatan Tanjung Karang,
Lampung,
INDONESIA
Abstract: - Lecturer performance is a crucial aspect of efforts to ensure quality management from tertiary
institutions. Lecturer performance is a responsibility of their profession to provide results according to their
function as educators in teaching and learning activities which are very important in learning. This study aims
to analyze why and how the direct effect of Adaptive Culture on lecturer performance. This research was
conducted in the work area of Higher Education in Lampung. The type of research used is quantitative research
with a "cross-sectional" approach, and the analysis used is path analysis with statistical tests using SEM. This
study aims to obtain the results of the influence of Adaptive Culture on Lecturer Performance in Lampung
Province. The sampling technique in this study used a total sampling technique. All subjects who were there
when the researcher came had the same opportunity to be selected as a sample. The sample was taken from the
lecturer population at the Higher Education Institutions in Lampung Province. The authors directly observed all
respondents related to Adaptive Culture and Lecturer Performance. The measurement scale used is the Likert
scale. Then it is translated into variable indicators then these variable indicators are used as benchmarks for
compiling instruments in the form of questions. Based on the calculation results, Adaptive Culture affects
Lecturer Performance by .038. It can be concluded that Adaptive Culture has a positive and significant effect
on lecturer performance.
Key-Words: - Adaptive Culture, Performance, Lecture, and Business World
Received: March 15, 2023. Revised: June 29, 2023. Accepted: July 10, 2023. Published: July 21, 2023.
1 Introduction
Lecturer performance is essential in efforts to ensure
quality management from tertiary institutions.
Lecturers' performance is a responsibility of their
profession to provide results according to their
function as educators in teaching and learning
activities which are very important in earning.
Lecturer performance is the main determining factor
in achieving a university's competitive and
comparative advantage, [1], [2], [3]. Thus, tertiary
institutions' efforts to maintain competitive and
comparative advantages can be carried out by
implementing Beban Kerja Dosen (BKD)/Lecturer
Workload for each lecturer. BKD measurement
aims to make the performance of the lecturers
follow the goals and objectives of the Higher
Education standard, [4].
Enactment of lecturer BKD will support the
creation of a lecturer climate following Dikti
(Higher Education) standards, encourage
performance excellence, strengthen the scientific
ethos that upholds the nature of the institution as a
learning center that keeps up with the times, and
creates new creations. In Indonesia, several tertiary
institutions, especially those that have been
accredited as "A" institutions, have started to review
the BKD to perform better not only in terms of
output but also outcome to manage the quality of the
performance of lecturers, [5], [6].
In education, "the man behind the system"
applies, which means that humans are the
determining factor in the strength of education.
Lecturers are people who teach at tertiary
institutions and determine the birth of a new
generation that is ready to compete in the current era
of globalization, [7].
Lecturers carry out teaching activities according
to their responsibilities to the expected results can
be said to be good quality education. The lecturer's
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2023.20.140
Usastiawaty Cik Ayu Saadiah Isnainy,
Agustinus Bambang Setiyadi,
Riswanti Rini, Aprina Aprina
E-ISSN: 2224-2899
1600
Volume 20, 2023
duties and functions cannot be separated from the
Tri Dharma of Higher Education, namely education,
research, and community service activities, [8].
Lecturers in tertiary institutions have a strategic
role, one of which is related to students.
Lecturer performance is a responsibility of their
profession to provide results according to their
function as educators in teaching and learning
activities which are very important in learning.
Lecturers must adapt to lecturer performance
demands. Lecturers must have habits to keep up
with changes.
Adaptive culture is an adaptability culture
characterized by values that support a company's
ability to detect, interpret and translate signals from
the environment into new behavioral responses.
This kind of culture often appears in environments
that require fast response and high-risk decision-
making. Adaptive culture can build elements that
enable the achievement of lecturer performance
outputs and outcomes, [9], [10].
There is a practical knowledge gap in previous
research on adaptive culture and lecturer
performance. There is a scarcity of research
involving aspects of both variables in the prior
literature. There are few practical or research studies
in the area of these variables. This is important and
worthy of investigation in developing knowledge of
aspects that affect lecturer performance. The
research on this problem is essential because
lecturer performance can be influenced by many
things and can be strengthened by various factors
and adaptive culture factors. Furthermore, previous
theoretical research focused on pure management
and business studies is very little practical research
has been carried out on aspects of education in
organizing and managing education as the element
in maintaining the quality of Indonesian human
resource education in the future.
Education is armed with knowledge about
adaptive culture so that lecturers can look far ahead
to problems in the world of education to prepare
human resources who have a highly adaptive
culture. However, the phenomenon that arises is that
research examining the importance of lecturers
having an adaptive culture that affects the lecturer is
still rare.
The role of adaptive culture is essential
concerning the performance of lecturers as a whole
to deal with challenges and changes of a different
nature. Lecturers, over the past few years, have
received increasing attention from the government
regarding education which emphasizes the
importance of carrying out effective and competent
roles to accomplish educational goals, [11].
Lecturers are responsible for the quality of
student graduates. In addition, they must deal with
the internal and external expectations that arise from
different locations. Carrying out this responsibility
requires an expectation of success in several
additional function areas, [12]. Adaptive culture
does not belong to one discipline. Adaptive culture
becomes part of all facets of life in which the world
is globalized. The research setting is only where the
data collected is analyzed. However, adaptive
culture belongs to everyone, including business
people, [13].
Adaptive culture becomes essential in corporate
sustainability. In the current era of globalization.
Companies need to have an adaptive culture. An
adaptive corporate culture can improve performance
and a progressive mindset that can adapt the
organization to a continuously evolving
environment, [14].
Intercultural communication in business is
essential to know one's character. For example,
when a subordinate wants to meet his boss, he
usually wears neat clothes, speaks with a smile, and
performs other manners. Especially in international
relations, people should understand cultural
differences to maintain the smooth running of
proliferating business cooperation. This has become
a culture in the business world, [15].
This study aims to analyze why and how does
Adaptive Culture directly affect lecturer
performance?
2 Method
This research was conducted in the work area of
Higher Education in Lampung. The type of research
used is quantitative research with a "cross-sectional"
approach, and the analysis used is path analysis with
statistical tests using SEM. This study aims to
obtain the results of the influence of Adaptive
Culture on Lecturer Performance in Lampung
Province. The sampling technique in this study used
a total sampling technique. All subjects who were
there when the researcher came had the same
opportunity to be selected as a sample. The sample
was taken from the lecturer population at the Higher
Education Institutions in Lampung Province. The
authors directly observed all respondents related to
Adaptive Culture and Lecturer Performance. The
measurement scale used is the Likert scale. Then it
is translated into variable indicators used as
benchmarks for compiling instruments in the form
of questions. All items are in English. To meet the
readability requirements items, the researcher
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2023.20.140
Usastiawaty Cik Ayu Saadiah Isnainy,
Agustinus Bambang Setiyadi,
Riswanti Rini, Aprina Aprina
E-ISSN: 2224-2899
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Volume 20, 2023
received the assistance of a language interpreter
expert.
Questionnaire items are compiled and distributed
electronically with Google Forms. The choice of the
Google Forms electronic application included that
this research was carried out during a pandemic.
The population was considered homogeneous. This
rule is also commonly used in analysis where
questionnaires are distributed via electronic
networks such as email and Google Forms. The data
analysis technique consists of two types of assisted
by SPSS and Amos Version 23.
The collected data were analyzed using the
concept of Structural Equation Modeling of
Confirmatory Factor Analysis. Structural Equation
Modeling is to answer multi-dimensional
management, industrial engineering, psychological,
and social research to explain various practical
phenomena through different dimensions or
indicators, and complex model research impacts
"complicated" decision-making processes. This
complexity increases because there are various
tiered patterns of causality whose practical terms are
relatively complicated. This complicated
relationship can be interpreted as a series of
relationships that are built between one or several
endogenous variables with one or several exogenous
variables and can also be more than one exogenous
variable, where each endogenous and exogenous
variable is in the form of a factor or construct built
from several indicators (manifestations) directly
observed.
3 Result
Below is the demographic of the respondents
presented in Table 1.
Table 1. Respondent Demographic Data
No
Data
Total
1
Marital Status
Single
10
Married
193
Total
203
2
Lectures Certification
No
53
Yes
151
Total
203
3
Age
>59
25
20-29
9
30-39
100
40-49
46
50-59
30
Total
203
4
Education
Magister
174
Doctor
29
Total
203
5
Tenure (Years)
< 1
3
1-4
29
5-9
59
10-15
57
>16
55
Total
203
6
Academic Level
Expert Assistant
83
Lector
96
Associate Professor
19
Professor
5
Total
203
Source: Research Data, 2022.
Demographic data in Table 1 informs about the
representativeness of the respondents. Therefore, the
data is appropriate for the basis of this study. Next,
the researcher presents a summary table of match
tables, as shown in Table 2.
Table 2. The Goodness of Fit Index
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DOI: 10.37394/23207.2023.20.140
Usastiawaty Cik Ayu Saadiah Isnainy,
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Riswanti Rini, Aprina Aprina
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No
The
goodness
of Fit
Index
Cut off Value
Criteria
Parame
ters
Obtai
ned
1
CMIN/DF
< 3
1,648
Good Fit
2
CFI
≥ 0,90
0,770
Acceptable Fit
3
TLI
≥ 0,90
0,763
Acceptable Fit
4
NFI
≥ 0,90
0,572
Acceptable Fit
5
RFI
≥ 0,90
0,559
Acceptable Fit
6
IFI
≥ 0,90
0,772
Acceptable Fit
7
RMSEA
≤ 0,08
0,056
Good Fit
Table 2 shows the results of good fit and
acceptable fit, which means that the data presented
can be interpreted. Next, the researcher presents
Standardized Regression Weights: (Group number 1
- Default model). The estimated standard regression
weight can be seen in the estimation table column.
The Standard method controls for reporting
parameter estimates (correlations between
exogenous variables and standard regression
weights). When used with the sample moments
method, it regulates the reporting of sample
correlations. When used with the implied moments
or all implied moments methods, these methods
control the reporting of implied correlations.
Table 3. Standardized Regression Weights: (Group
number 1 - Default model)
Estimate
KD
<---
AC
,038
Source: Research Data, 2022.
In statistics, standardized (regression)
coefficients, also called beta coefficients or beta
weights, are estimates from regression analysis in
which the underlying data has been standardized so
that the variances of the dependent and independent
variables equal 1. Next, the researcher presents
Standardized Direct Effects (Group number 1 -
Default model). Based on the calculation results in
Table 3, Adaptive Culture (AC) affects Lecturer
Performance (KD) by .038.
4 Discussion
4.1 Adaptive Culture and Lectures
Performance
Adaptability culture is characterized by values that
support the university's ability to detect, interpret
and translate into new behavioral responses. This
kind of culture often emerges in environments that
require quick and high-stakes decision-making,
[16].
University culture (corporate culture) is shared
beliefs, values, beliefs, and norms that characterize
the university and are followed by university
members. Culture provides a standard frame of
reference for university members that can be used to
interpret events and facts in the university
environment, [17].
Culture sends messages to people inside and
outside the university about how business is done. It
is rooted in an organization's purpose, strategy,
structure, and approach to its workforce, customers,
investors, and the wider community. Thus, culture is
an essential component in the ultimate success or
failure of a company, [18].
Closely related concepts are university ethics and
university image. University ethics state the
university's values, while the university's image is
the public's perception of the university's culture,
[19]. Organizational values and norms permeate
everyone in the organization. This then guides
behavior and controls how people interact with each
other and stakeholders outside the organization,
[20]. No matter how long it takes to adjust, learning
a new cultural environment makes it easier to get
along with other members, [21].
What factors differentiate the culture of one
university from another? University culture varies
due to differences in the hierarchical levels, the
cultural background, and the direction of the
university. These factors shape the cultural
characteristics of each university, [22]. For example,
regarding orientation, some universities are more
people-oriented, while others are task-oriented. In a
people orientation, cultures tend to prioritize people
when making decisions and believe that people
drive performance and productivity, [23].
Meanwhile, the culture emphasizes efficiency and
quality to encourage performance and productivity.
Interaction between members of the organization is
more rigid and bureaucratic, [24].
Because it shapes attitudes and behavior, culture
can be energy towards a common goal. It
encourages lecturers to work hard to achieve targets
but feels good about doing it. Therefore, culture
influences their (and the university's) productivity
and performance, [25].
The image of the university in the eyes of
stakeholders also depends on the university's norms
and standards for creating value. When a university
demands that its professors respect customers, it
makes a positive impression. Providing outstanding
customer service requires a culture and mindset that
accentuates excellent service and problem-solving.
Likewise, when a university puts forward
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Usastiawaty Cik Ayu Saadiah Isnainy,
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environmental issues, the public will see it as a
positive behavior, [26], [27].
Ultimately a mixture of cultures aligned with
strategy and leadership drives positive results.
Conversely, an ineffective culture can reduce
organizational performance. High absenteeism, high
turnover, and poor relationships are examples of the
impact of a culture. It's all detrimental to the
university, [28].
Over time, cultures and systems become
established. It wasn't bothered when some people
left the University or when some new lecturers.
Even though it has been established, the university
culture is still flexible to change. For example,
executives are pursuing radical changes in
university direction to adapt to a dynamic business
environment. This change requires them to develop
a new culture that is more appropriate, [29].
It is possible to categorize organizational culture
as (1) Integrative culture: which emphasizes
consensus and consistency, predictability, and
clarity. This integration brings unity, certainty, and
clarity to the work experience. (2) Differentiated
culture: tolerates subcultures with some variation in
values and behavior. Subcultures develop that have
internal consensus about fundamental values and
assumptions but differ widely between each
subculture. This often results in inconsistency across
the organization. (3) Fragmented culture: allows
diversity to be the rule rather than the exception.
There are many interpretations of values and
premises, which generate significant ambiguity.
This ambiguity can arise from rapid changes within
organizations, the growing diversity of the
workforce, and an increasingly global environment.
As stated by Mangkunegara that the term
performance comes from the word job performance
or actual performance (presentation of work results
or real achievements achieved by a person), namely
the quality and quantity of work (output) performed
by a lecturer in carrying out his duties, [30].
Obligations of duties by the responsibilities assigned
to him. Performance is the level of results or
execution of a particular task. This understanding is
based on lecturer performance, namely the grade of
results or implementation of lecturer duties in
carrying out their duties and responsibilities as
educational staff at a tertiary institution, [31].
Lecturer performance is the work achieved by
lecturers within a certain period under their
authority and responsibilities as academic operating
staff. The success of one's performance is influenced
by many factors, both internal (from within) and
external (from outside). Lower's opinion provides an
overview of the five factors that affect individual
performance: (1) self-esteem. (self-esteem), (2)
experience, (3) actual situation, (4) individual
personality (personality), (5) relationships with
other people (communication from others), [32].
The performance of lecturers is very dependent
on the performance of lecturers and other lecturers
as well as existing stakeholders. Lecturers who can
establish good communication with campus
residents will achieve success in their performance
and vice versa. Dessler mentions six ways to assess
the performance of a person, namely: (1) the
assessment is carried out by the closest leader of the
study program (leader), (2) the assessment uses peer
assessment, (3) the assessment is carried out by the
assessment committee, (4) self-assessment is carried
out by those who are assessed, (5) assessment is
carried out by students, and (6) assessment is carried
out through feedback. In this study, the lecturer's
performance assessment was carried out by the
lecturer, [33]. There are seven performance
indicators, namely: (1) productivity, (2) quality of
work, (3) initiative, (4) teamwork, (5) problem-
solving, (6) pressure, and (7) motivation, [34].
5 Conclusion
To have good performance and keep up with the
demands of an increasingly complex, the lecturers
must have skilled at implementing an adaptive
culture. Adaptive culture is essential and a
requirement for lecturers to improve lecturer
performance. In short, adaptive culture is a solution
for lecturers.
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Contribution of Individual Authors to the
Creation of a Scientific Article (Ghostwriting
Policy)
-Usastiawaty Cik Ayu Saadiah Isnainy and
Agustinus Bambang Setiyadi propose ideas and
draft research.
-Usastiawaty Cik Ayu Saadiah Isnainy have
organized and executed the collecting data field.
-Usastiawaty Cik Ayu Saadiah Isnaniny, Agustinus
Bambang Setiyadi, Riswanti Rini and Aprina were
responsible for the integration of the discussion.
Sources of Funding for Research Presented in a
Scientific Article or Scientific Article Itself
No funding was received for conducting this study.
Conflict of Interest
The authors have no conflict of interest to declare.
Creative Commons Attribution License 4.0
(Attribution 4.0 International, CC BY 4.0)
This article is published under the terms of the
Creative Commons Attribution License 4.0
https://creativecommons.org/licenses/by/4.0/deed.en
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WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2023.20.140
Usastiawaty Cik Ayu Saadiah Isnainy,
Agustinus Bambang Setiyadi,
Riswanti Rini, Aprina Aprina
E-ISSN: 2224-2899
1606
Volume 20, 2023