The Influence of Internal Factors and Chief-Employee Relationships on
The Performance of Civil Servants in Information Technology
Moderation
HIJRAH APRIYANSYAH, ADLER HAYMANS MANURUNG, ZAHARA TUSSOLEHA RONY
Faculty of Magister Management and Business,
University of Bhayangkara,
Jakarta,
INDONESIA
Abstract: - This study aims to determine and analyze the effect of position equalization policies, leadership,
work systems, and leader-member exchange on the performance of civil servants of the Ministry of
Administrative and Bureaucratic Reform, and to determine and analyze the effect of position equalization
policies, leadership, work systems, and leader-member exchange on the performance of civil servants of the
Ministry of Administrative and Bureaucratic Reform moderated by information technology. The method used
in this study is a quantitative method with survey techniques, where the population used as subjects in the study
are civil servants within the Ministry of Administrative and Bureaucratic Reform. The number of respondents
in this study was 251 employees of the Ministry of Administrative and Bureaucratic Reform. The results
showed that equalization of positions, leadership, work system, and leader-member exchange had a positive
and significant effect on the performance of civil servants of the Ministry. Information technology moderates
the positive influence of equalization of positions and work systems on the performance of civil servants of the
Ministry of Administrative and Bureaucratic Reform. Information technology does not moderate the influence
of leadership and leader-member exchange on the performance of civil servants of the Ministry of
Administrative and Bureaucratic Reform. This research has significant novelty both in terms of research topic,
number of variables studied, and research locus.
Key-Words: - Internal Factors, Chief-Employee Relationships, Information and Technology Moderation
Received: March 13, 2023. Revised: August 27, 2023. Accepted: September 25, 2023. Available online: November 11, 2023.
1 Introduction
Bureaucracy is an organization in government
which is an administrative chain to help achieve the
government's goal of serving the community, [1].
Civil Servant is the main element in the
administration of government and has a very
strategic role in determining the success of
development in various aspects, especially human
resource development in the public sector. The
performance of each civil servant is a key success
factor in achieving human resource development
goals which are national priorities. Nationally, the
performance of the government depends on the
individual performance of each employee. However,
It’s often that the performance of civil servants has a
negative stigma in society. This is due to several
cases such as criminal acts of corruption, collusion,
nepotism, abuse of authority, and indiscipline of
civil servants (Figure 1).
Fig. 1: Evaluation of the Implementation of Civil
Service Performance Management in 2020
Based on data from the evaluation of the
implementation of civil servant performance
management in 2020 by the National Civil Service
3%
35%
50%
12%
Sangat Baik Baik Cukup Baik Buruk
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Agency, as many as 3% of the total Government
Agencies implemented performance management
with a 'very good' performance predicate, followed
by a percentage of 35% holding a 'good' predicate.
Meanwhile, as many as 50% of Government
Agencies hold the title of 'good enough' and as
many as 12% with the predicate of 'bad' from the
number of Government Agencies as a whole in the
implementation of their performance management.
The large percentage of agencies that have a 'bad'
predicate compared to a 'very good' predicate on
their performance management can have a negative
impact and hinder the achievement of human
resource development goals in government
agencies.
In the Ministry of Administrative and
Bureaucratic Reform, employee performance is
influenced by several factors. Internal factors
include equalization of positions, work systems, and
information technology. The other elements in the
chief-employee relationship are leadership and
leader-member exchange. Based on employee
performance information at the Ministry of
Administrative and Bureaucratic Reform in the
period 2020 to 2021, shows that the number of
employees who performed well in 2020 was 360
(three hundred and sixty), and in 2021 increased to
494 (four hundred and ninety-four). The information
shows an increase in the performance of employees
with good status as many as 134 (one hundred
thirty-four) people. Conversely, the performance of
employees who have a bad predicate at the Ministry
of Administrative and Bureaucratic Reform in 2020
amounted to 38 (thirty-eight people) and increased
in 2021 with the number of underperforming
employees decreasing to 24 (twenty-four) people.
The performance of employees in the Ministry
of Administrative and Bureaucratic Reform is
influenced by several factors, according to the
results of interviews with the Bureau of Human
Resources and General Affairs of the Ministry of
Administrative and Bureaucratic Reform, several
factors have a strong influence on the performance
of each employee. Some internal factors that are
considered the most influential, namely equalization
of positions, leadership, work systems, and leader-
member exchange and information technology are
estimated to be internal factors that strengthen or
weaken the performance of civil servants of the
Ministry of Administrative and Bureaucratic
Reform. The Transfer of Administrator and
Supervisory Posts of the Ministry of Administrative
and Bureaucratic Reform is presented in Table 1.
Table 1. Transfer of Administrator and Supervisory
Posts of Ministry of Administrative and
Bureaucratic Reform.
Equalization of positions in of Ministry of
Administrative and Bureaucratic Reform based on
data on the transfer of administrator and supervisory
positions of the Ministry of PANRB in 2020 was
carried out by transferring as many as 63 (sixty-
three) echelon III structural positions to 62 (sixty-
two) functional positions of associate experts
followed by the transfer of 96 (ninety-six) structural
positions of echelon IV to 94 (ninety-four)
functional positions of young experts. In line with
the equalization of positions within the Ministry of
Administrative and Bureaucratic Reform when
compared with paragraph 3 related to employee
performance, the position equalization policy
influences employee performance within the
Ministry of Administrative and Bureaucratic
Reform. In paragraph 3 above, before the
equalization of departments in 2020, the number of
employees who have good predicates is 360 (three
hundred sixty) people, while in 2021, after the
equalization of positions, there is an increase in
employee performance with an increase in
employees whose performance has a good predicate
of 494 (four hundred ninety-four) people. Based on
this, the improvement in employee performance can
be interpreted as equalization of positions affecting
employee performance within the Ministry of
Administrative and Bureaucratic Reform. The
Number of Employees by Gender in the Ministry of
Administrative and Bureaucratic Reform is
presented in Table 2.
Table 2. Number of Employees by Gender in the
Ministry of Administrative and Bureaucratic
Reform
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Based on these data, the influence of leader-
member exchange in the Ministry of Administrative
and Bureaucratic Reform is influenced by the
gender of the head of the organization. In 2019, the
number of male employees was higher at 57%
compared to the number of female employees which
was 43%. Similarly, data on the number of
employees from 2020 to 2022 shows that the highest
employee gender is dominated by male employees.
With an average number of male employees from
2020 to 2022 of 54.33% and an average number of
female employees from 2020 to 2022 of 45.66%.
The difference in the number of employees in the
Ministry of Administrative and Bureaucratic
Reform is influenced by the gender of the leader
considering that from 2019 to 2022 the gender of
the leader in the Ministry of Administrative and
Bureaucratic Reform is male. As with leadership,
the factor of closeness to the leadership or LMX is
very influential on the performance of employees in
the Ministry of State Apparatus Utilization and
Bureaucratic Reform. Gender equality between
leaders and subordinates will make them
comfortable in doing work so that the quality of
work also increases as explained above. In
accordance with LMX criteria, due to time pressure,
there is a special relationship between leaders and
employees in one group. The closeness of the
relationship between the two will affect the
refraction of performance appraisals because leaders
not only view employee performance but also
include exchange value in their relationships.
To improve work through bureaucratic
simplification, changes were made to the work
system that was originally tiered and siloed which
involved slow decision-making to turn into a
collaborative and dynamic work system. In
government agencies, the work system is applied
flexibly with the Flexible Work Arrangement (FWA)
system. Based on the survey results from the
Executive Secretary of the National Bureaucratic
Reform Steering Committee, Civil Servant was able
to meet the work target during FWA as much as
90.73%, Civil Servant satisfaction with the FWA
work system as much as 90.22%, and unit leader
satisfaction with the FWA work system as much as
85%. With the FWA work system, employees will
be more focused on working, more productive, more
efficient with time, fewer distractions and
distractions, healthier physically and mentally, live
calmly, and spend less. Work flexibility is a work
pattern that provides flexibility for civil servants in
government agencies in carrying out official duties
at certain locations and times by utilizing an
electronic-based government system.
The Ministry of Administrative and Bureaucratic
Reformas the driving force of the bureaucracy
utilizes the use of information technology to
improve its performance, according to the following
data (Table 3):
Table 3. Results of Evaluation of Electronic-Based
Government System at the Ministry of
Administrative and Bureaucratic Reform
In accordance with the results of monitoring and
evaluation of electronic-based government systems
at central agencies within the Ministry of
Administrative and Bureaucratic Reform in 2021
with an index of 2.61 (good predicate) and in 2022
with an index of 3.01 (good predicate) show that
information technology on employee performance
has a positive and highly significant influence on
employee performance. To obtain efficient and
effective performance results, organizations must be
able to interact with existing information technology
and utilize information technology to help achieve
their goals. The benchmark of the success of a
government organization can be measured by the
performance of employees produced in the
organization. The presence of information
technology has a very positive impact on the
workforce of government organizations. The
application of information technology for
government institutions has had a good impact,
therefore employee performance has improved. The
implementation of e-government or the Electronic-
Based Government System that has undergone
improvements is expected to have a positive impact
on the government’s performance in providing
services to the wider community, [2].
2 Problem Formulation
Based on this description there are such problems
can be identified related to the lack of assurance and
certainty for the careers of civil servants due to the
implementation of bureaucratic simplification
policies through simplification of organizational
structure and equalization of positions that are
considered to affect the performance of civil
servants. The influence of leadership style in
creating collaboration to achieve synergy in
realizing performance targets and motivating
employee performance. The quality of public
services is still low due to procedural obstacles in
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decision-making. There is still a low motivation for
civil servants to change the structural work culture
to an innovative work culture to realize the
professionalism of civil servants. Limited use of
information and communication technology in
government administration.
3 Problem Solution
The data collection was carried out by distributing
questionnaires online in the form of Google Forms
sent to respondents. The minimum number of
samples needed in this study was 247 respondents
and researchers managed to obtain responses from
251 respondents, therefore researchers processed all
the data obtained. Based on the data obtained in the
data collection, the description of the characteristics
of respondents will be described as follows.
1. The characteristics of respondents based on
gender consisted of males as many as 153
respondents or 61% of all respondents. Female
gender as many as 98 respondents or 39% of all
respondents. The majority of respondents in
this study were male.
2. The characteristics of respondents based on age
consist of 20-30 years, namely as many as 82
respondents or 32.67% of all respondents. Aged
31-40 years as many as 92 respondents or
36.65% of all respondents. Aged 41-50 years as
many as 92 respondents or 36.65% of the total
respondents. Age >50 years as many as 17
respondents or 6.77% of all respondents. The
majority of respondents’ ages in this study were
31-40 years and 41-50 years.
3. The characteristics of respondents based on
work units consisted of the Deputy for
Institutional and Governance Affairs, which
was 94 respondents or 37.45% of all
respondents. Deputy for Public Service as
many as 26 respondents or 10.36% of all
respondents. Deputy for Bureaucratic Reform,
Apparatus Accountability, and Supervision as
many as 22 respondents or 8.76% of all
respondents. Deputy for Human Resources
Apparatus as many as 33 respondents or
13.15% of the total respondents. The
Ministerial Secretariat was 75 respondents or
29.88% of the total respondents. Expert Staff
for Work Culture as many as 1 respondent or
0.40% of all respondents. The majority of
respondents’ work units in this study are
Deputy for Institutional and Governance
Affairs.
4. The characteristics of respondents based on
domicile consist of Bandar Lampung, which is
as many as 1 respondent or 0.40% of all
respondents. Bekasi as many as 19 respondents
or 7.57% of all respondents. Bogor as many as
13 respondents or 5.18% of the total
respondents. Depok as many as 49 respondents
or 19.52% of the total respondents. Jakarta had
as many as 133 respondents or 52.99% of the
total respondents. Karawang as many as 1
respondent or 0.40% of all respondents. Seoul
as many as 1 respondent or 0.40% of the total
respondents. Sukabumi as many as 1
respondent or 0.40% of all respondents.
Tangerang as many as 33 respondents or
13.15% of the total respondents. The majority
of respondents in this study are domiciled in
Jakarta.
5. The characteristics of respondents based on
length of work consist of 1-10 years, which is
as many as 157 respondents or 62.55% of all
respondents. The length of work for 11-20
years was 61 respondents or 24.30% of the total
respondents. Working time of 21-30 years as
many as 27 respondents or 10.76% of the total
respondents. Length of work >30 years as
many as 6 respondents or 2.39% of all
respondents.
6. The characteristics of respondents based on
tenure consist of 1-5 years, namely as many as
190 respondents or 75.70% of all respondents.
The tenure of office of 6-10 years was 36
respondents or 14.34% of the total respondents.
The tenure of office >10 years was 25
respondents or 9.96% of the total respondents.
3.1 Measurement Model: Validity and
Reliability Test
The outer model is used to assess the validity and
reliability of the model. Validity tests are carried out
to determine the ability of research instruments to
measure what should be, [3], and, [4]. Reliability
tests are used to measure the consistency of
measuring instruments in measuring a concept or
can also be used to measure the consistency of
respondents in answering question items in
questionnaires or research instruments. The
measurement model (outer model) uses convergent
validity, discriminant validity, and composite
reliability tests. The convergent validity of the
measurement model can be seen from the
correlation between the indicator score and the
variable score score. Indicators are considered valid
based on AVE values or entire outer loading
variable dimensions.
The requirement for the fulfillment of
convergent validity is that the outer loading value of
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each construct/variable indicator is >0.70, [5]. This
study used an outer loading limit of 0.70. The
results of convergent validity testing are obtained as
follows (Figure 2):
Figure 2 shows that all indicators have outer
loading values above 0.70 and all variable indicators
in this study can be declared valid.
Fig. 2: shows that all indicators have outer loading
values above 0.70 that all variable indicators in this
study can be declared valid
The discriminant validity of the indicator can be
seen in the cross-loading between the indicator and
its construct. If the correlation of the construct with
the indicator is higher than the correlation of the
indicator with other constructs, then it indicates that
the latent construct predicts the indicator in their
block better than the indicator in the other block.
The discriminant validity method is to test the
discriminant validity with reflexive indicators, that
is, by looking at the cross-loading value for each
variable must be >0.7, [6].
Reliability tests can be seen from the value of
composite reliability. Composite reliability is the
accepted limit value for a composite reliability level
> 0.7. The results of the composite reliability test
are obtained as follows (Table 4):
Table 4. Composite Reliability Test Results
Source: SmartPLS output results, 2023
Table 4 shows that all variables have a composite
reliability higher than 0.70 therefore that all
variables are reliable.
3.2 The Assessment of Structural Model:
Inner Model
Structural models were evaluated using R-square for
dependent constructs, the Stone-Geisser Q-square
test for predictive relevance, and the t-test as well as
the significance of structural path parameter
coefficients. Assessing a model with PLS begins by
looking at the R-square for each dependent latent
variable. The interpretation is the same as the
interpretation of regression. Changes in the R-
square value can be used to assess the effect of a
particular independent latent variable on whether the
dependent latent variable has a substantive effect,
[6]. In addition to looking at the R-square value, the
PLS model is also evaluated by looking at the Q-
square predictive relevance for constructive models.
Q-square measures how well the observation values
are generated by the model and also the estimation
of its parameters.
R-Square (R2)
Structural assessment begins by looking at the R-
square value for each endogenous variable value as
the predictive force of the structural model. Changes
in the value of the R-square (R2) can be used to
explain the effect of a particular exogenous latent
variable on whether the endogenous latent variable
has a substantive influence. R-square values of 0.75;
0.50; and 0.25 can be concluded that the model is
strong, moderate, and weak. The result of the PLS
R-square represents the amount of variance of the
construct described by the model, [6]. The higher
the R2 value means the better the prediction model
and research model proposed. The test result of R-
square (R2) is obtained as follows (Table 5):
Table 5. R Square Test Results
Source: SmartPLS output results, 2023
Table 5 shows that the R Square value for the
employee performance variable is 0.666 which
indicates a moderate model. Employee performance
was influenced by equalization of positions,
leadership, work systems, leader member exchange,
and information technology by 66.6%, while the
remaining 33.4% was influenced by other variables
outside this study. R Square of 0.666 also shows
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that this research model is included in the moderate
model category because it is valued at above 0.50.
Q2 Predictive Relevance
PLS model evaluation can also be done with Q-
square. The Q-square measures how well the
observation values are produced by the model and
also the estimation of its parameters. Q2 values > 0
indicate that the model has predictive relevance,
while Q2 values < 0 indicate that the model lacks
predictive relevance, and more specifically Q2
values of 0.02; 0.15; and 0.35 indicate a weak,
moderate, and strong model, [6]. The Q-square
values in this study are presented in Table 6.
Table 6. Q Square Test Result
Source: SmartPLS output results, 2023
Table 6 shows that employee performance has
a Q2 value of > 0 which is 0.568 therefore that the
model has good predictive relevance with a strong
model because it is above 0.35.
Quality Index
Smart PLS path modeling can identify global
optimization criteria to determine the goodness of fit
with the Gof index. The goodness of fit or Gof
index developed by Tenenhaus et al. (2004) is used
to evaluate measurement models and structural
models and in addition, provides simple
measurements for the entirety of the model
predictions. The criteria for GoF values are 0.10
(GoF small), 0.25 (GoF medium), and 0.36 (GoF
large), [6]. The Goodness of Fit value can be found
by the following formula:
GoF =
Explanation:
GoF = Goodness of Fit
AVE = Average AVE
R2 = Average R2
Average AVE = (0,822 + 0,889 + 0,787 +
0,791 + 0,796 + 0,847)/6 = 0,822
Average R2 = 0,666
GoF =
=
GoF =
= 0,739
A GoF value of 0.739 indicates that this
research model has a high GOF (GoF large)
therefore the model is declared fit.
3.3 Hypothesis Testing
Hypothesis testing in this study can be seen through
the results of significant path coefficients.
Significant values of path coefficients can be
obtained using bootstrapping techniques with SEM-
PLS software. The Table 7 presents results of
testing the hypothesis of the research model.
Table 7. Hypothesis Test Results
H1: The Influence of Equalization of Positions (X1)
on Employee Performance (Y)
The results of testing the influence of position
equalization on employee performance obtained a P
value of 0.014 < 0.05 which shows that position
equalization has a significant effect on employee
performance. In addition, a positive influence
coefficient of 0.132 was also obtained which shows
that there is a positive influence between
equalization of positions on employee performance.
When the equalization of positions is increased by 1
unit and other independent variables in this study
are constant (0), then employee performance will
increase by 0.132 units or vice versa when position
equalization is decreased by 1 unit and other
independent variables in this study are constant (0)
then employee performance will decrease by 0.132
units. Based on this, it was obtained that
equalization of positions had a positive and
significant effect on employee performance,
therefore the first hypothesis was accepted.
H2: The Influence of Leadership (X2) on Employee
Performance (Y)
The results of testing the influence of leadership on
employee performance obtained P values of 0.005 <
0.05 which showed that leadership had a significant
effect on employee performance. In addition, a
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positive influence coefficient of 0.175 was also
obtained which shows that there is a positive
influence between leadership on employee
performance. When leadership is increased by 1 unit
and other independent variables in this study are
constant (0), then employee performance will
increase by 0.175 units, or vice versa when
leadership is decreased by 1 unit and other
independent variables in this study are constant (0)
then employee performance will decrease by 0.175
units. Based on this, it was obtained that leadership
had a positive and significant effect on employee
performance, therefore the second hypothesis was
accepted.
H3: The Influence of Work System (X3) on
Employee Performance (Y)
The results of testing the effect of the work system
on employee performance obtained P values of
0.005 < 0.05 which shows that the work system has
a significant effect on employee performance. In
addition, a positive influence coefficient of 0.209
was also obtained which shows that there is a
positive influence between the work system on
employee performance. When the work system is
increased by 1 unit and the other independent
variables in this study are constant (0), then
employee performance will increase by 0.209 units,
or vice versa when leadership is lowered by 1 unit
and other independent variables in this study are
constant (0) then employee performance will
decrease by 0.209 units. Based on this, it was
obtained that the work system had a positive and
significant effect on employee performance,
therefore the third hypothesis was accepted. The
results of hypothesis testing also show that the work
system is a variable that has a dominant influence
on employee performance because it has the most
distant influence coefficient of 0, which is 0.209.
H4: The Influence of Leader Member Exchange
(X4) on Employee Performance (Y)
The results of testing the influence of leader-
member exchange on employee performance
obtained a P value of 0.009 < 0.05 which shows that
leader-member exchange has a significant effect on
employee performance. In addition, a positive
influence coefficient of 0.184 was also obtained
which shows that there is a positive influence
between member exchange leaders on employee
performance. When the leader-member exchange is
increased by 1 unit and the other independent
variables in this study are constant (0), then
employee performance will increase by 0.184 units,
or vice versa when leadership is decreased by 1 unit
and the other independent variables in this study are
constant (0) then employee performance will
decrease by 0.184 units. Based on this, it was
obtained that the leader-member exchange had a
positive and significant effect on employee
performance, therefore the fourth hypothesis was
accepted.
H5: The Influence of Equalization of Positions (X1)
on Employee Performance (Y) Moderated by
Information Technology (M)
The results of testing the influence of position
equalization on employee performance moderated
by information technology obtained a positive
influence coefficient of 0.156 and a P value of 0.003
< 0.05 which shows that information technology
significantly moderates the effect of position
equalization on employee performance, therefore
the fifth hypothesis is accepted. More specifically,
information technology strengthens the positive
influence of position equalization on employee
performance because, in testing without moderation
variables, the coefficient of influence of position
equalization is 0.132 while the influence of position
equalization moderated by information technology
obtained a value of influence coefficient of 0.156.
This shows that the efficiency of the positive
influence of equalization of positions on employee
performance increases after the moderation of
information technology.
H6: The Influence of Leadership (X2) on Employee
Performance (Y) Moderated by Information
Technology (M)
The results of testing the influence of leadership on
employee performance moderated by information
technology obtained a negative influence coefficient
of (0.075) and a P value of 0.094 > 0.05 which
shows information technology does not moderate
the influence of leadership on employee
performance, therefore the sixth hypothesis is
rejected.
H7: The Influence of Work System (X3) on
Employee Performance (Y) Moderated by
Information Technology (M).
The results of testing the effect of the work system
on employee performance moderated by
information technology obtained a positive
influence coefficient of 0.223 and P value of 0.000 <
0.05 which shows information technology
significantly moderates the influence of the work
system on employee performance, therefore the
seventh hypothesis is accepted. More specifically,
information technology strengthens the positive
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influence of the work system on employee
performance because, in testing without moderation
variables, the coefficient of influence of the work
system is 0.209 while the influence of the work
system moderated by information technology
obtained a value of the coefficient of influence of
0.223. This shows that the positive efficiency of the
influence of the work system on employee
performance increases after the moderation of
information technology.
H8: The Effect of Leader-Member Exchange (X4)
on Employee Performance (Y) Moderated by
Information Technology (M)
The results of testing the influence of leader-
member exchange on employee performance
moderated by information technology obtained a
positive influence coefficient of 0.072 and a P value
of 0.281 > 0.05 which shows information
technology does not moderate the influence of
leader-member exchange on employee performance,
the eighth hypothesis is rejected.
3.4 Discussions
The variable of equalization of positions with
indicators of position type has a high influence on
employee performance. This is in line with the
position equalization policy in accordance with
Minister Regulation of the Ministry of
Administrative and Bureaucratic Reform No.17 of
2021 which provides definitions related to position
equalization, namely the appointment of
administrative officials into functional positions
through adjustment/in passing to equivalent
functional positions (types of positions).
The leadership variable with the leader
competency indicator has a high influence,
according to the statement of respondents that
leaders in the Ministry of Administrative and
Bureaucratic Reform have good analytical skills,
can show good examples, are rational and objective
in assessing problems, and are able to stimulate
members to equip themselves with knowledge and
expertise as reflected in the statement.
The work system variable with the work system
environment indicator belongs to the high or very
good category. The highest respondent index
statement on the work system variable lies in the
first statement which states that "A good work
system is a work system that is able to achieve goals
effectively". This shows that the work system in the
Ministry of Administrative and Bureaucratic
Reform is able to adapt to changes in the strategic
environment, is easy to understand, accepted by the
parties involved, and is flexible.
The variable leader-member exchange with
indicators of professional respect has a high
influence on employee performance. The highest
respondent index statement on the leader-member
exchange variable lies in the statement related to the
leader's trust in employees and vice versa therefore
it has a positive impact on employee performance in
the Ministry of Administrative and Bureaucratic
Reform, in other words, the higher the leader-
member exchange will further improve employee
performance.
The information technology variables belong to
the high category. This means that information
technology in the Ministry of Administrative and
Bureaucratic Reform is high. The highest
respondent index statement on information
technology variables lies in the first statement which
states that "Technology sophistication helps
improve employee performance". This can be seen
from the use of applications in the Ministry of
Administrative and Bureaucratic Reform which
have been integrated into the internal services of the
Ministry.
The results of testing the effect of the work
system on employee performance moderated by
information technology obtained a positive
influence coefficient of 0.223 and P value of 0.000 <
0.05 which shows that information technology
significantly moderates the influence of the work
system on employee performance. More
specifically, information technology strengthens the
positive influence of the work system on employee
performance because, in testing without moderation
variables, the coefficient of influence of the work
system is 0.209 while the influence of the work
system moderated by information technology
obtained a value of 0.223 influence coefficient. In
the Ministry of Administrative and Bureaucratic
Reform, flexible work arrangements will be
implemented that rely heavily on mastery of
information technology because this policy allows
employees to complete their work from locations
outside the physical workplace and includes remote
work, working from different company locations,
and working from home.
The results of testing the influence of leadership
and leader-member exchange on employee
performance moderated by information technology
obtained a negative coefficient of influence.
Considering that hypothesis testing using the
hypothetico-deductive method requires a hypothesis
that can be blamed. That is by compiling hypotheses
in certain presentations therefore that the wrong
hypothesis can be shown by researchers. Therefore
the null hypothesis (H0) is proposed to be rejected,
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DOI: 10.37394/23207.2024.21.13
Hijrah Apriyansyah,
Adler Haymans Manurung, Zahara Tussoleha Rony
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and the alternative hypothesis (Ha) is supported in
the study. Technology that does not moderate the
influence of leadership and leader-member
exchange on employee performance shows that
information technology does not increase or
decrease the influence of leadership on employee
performance. The influence of leadership on the
performance of employees in the Ministry of
Administrative and Bureaucratic Reform will not
change even though the information technology
applied is good and adequate. Leadership and
information technology have different contexts.
Leadership relates to the ability to influence a group
toward achieving a vision or set goal, while
information technology is concerned with the
technology used in conveying and processing
information. Similarly, the existence of information
technology will not change the influence of leader-
member exchange on employee performance in the
Ministry of Administrative and Bureaucratic
Reform because leader-member exchange cannot
always be achieved through the use of information
technology. Leader-member exchange or closeness
to the leader can also be created from direct
interaction between leaders and employees,
therefore when more interaction is carried out
directly, the existence of information technology
cannot support the creation of a leader-member
exchange.
4 Conclusion
The results showed that equalization of positions,
leadership, work system, and leader-member
exchange had a positive and significant effect on the
performance of civil servants of the Ministry of
PANRB. Information technology moderates the
positive influence of equalization of positions and
work systems on the performance of civil servants
of the Ministry of Administrative and Bureaucratic
Reform whereas information technology strengthens
the influence of equalization of positions and work
systems on employee performance within the
Ministry. Information technology can affect the
equalization of positions by accelerating
administrative processes and adjusting data on the
implementation of equalization of positions and
work systems from effective and efficient work
procedures and work procedures. Information
technology does not moderate the influence of
leadership and leader-member exchange on the
performance of civil servants of the Ministry of
Administrative and Bureaucratic Reform where
information and technology do not increase or
decrease the influence of leadership on employee
performance. As well as information technology
does not moderate the influence of leader-member
exchange on employee performance in the Ministry
because leader-member exchange can not always be
achieved through the use of information and
technology however through direct interaction.
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DOI: 10.37394/23207.2024.21.13
Hijrah Apriyansyah,
Adler Haymans Manurung, Zahara Tussoleha Rony
E-ISSN: 2224-2899
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Volume 21, 2024
Contribution of Individual Authors to the
Creation of a Scientific Article (Ghostwriting
Policy)
- Hijrah Apriyansyah, carried out the background,
objective study, and analysis.
- Zahara Tussoleha Rony carried out theoritical
review.
- Adler H. Manurung was responsible for the
methodology and conclusion.
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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DOI: 10.37394/23207.2024.21.13
Hijrah Apriyansyah,
Adler Haymans Manurung, Zahara Tussoleha Rony
E-ISSN: 2224-2899
152
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