Impact of Service Quality and Level of Confidence on Performance and
Community Satisfaction at the Kutai Timur Regional Police in East
Kalimantan
DJOKO SETYADI, ABDUL RAUF, RAHCMAD BUDI SUHARTO, SAIDA ZAIROSALAMIA ZA,
DODDY ADHIMURSADI*
Department of Management, Faculty of Economics and Business,
Mulawarman University,
INDONESIA
*Corresponding Author
Abstract: - This study analyzes the direct effect of service quality and level of confidence on performance and
the direct influence of service quality, level of confidence, performance, and Letter of Notification of Progress
of Investigation Results (SP2HP) on community satisfaction. Next, we examine the indirect influence of service
quality and level of confidence on community satisfaction through performance mediation. Next, we examine
the moderating effect of SP2HP on the relationship between performance and community satisfaction. This
study uses primary data from the perceptions of 214 respondents. It then analyzes the data using confirmation
factor analysis through a structural equation model (SEM) with PLS and support from SmartPLS software. The
findings of this study support the argument that service quality has a positive and significant direct effect on
performance and community satisfaction. The confidence level has a positive and significant direct effect on
performance but not on community satisfaction. Performance and SP2HP have partially positive and significant
effects on community satisfaction. While the indirect effect shows that service quality affects community
satisfaction through mediating performance, the level of confidence does not significantly affect community
satisfaction through mediating performance. SP2HP does not moderate the relationship between performance
and community satisfaction.
Key-Words: - Service Quality, Level of Confidence, Performance, Letter of Notification of Progress of
Investigation Results (SP2HP), Community Satisfaction.
Received: July 21, 2023. Revised: November 13, 2023. Accepted: December 15, 2023. Available online: December 29, 2023.
1 Introduction
The East Kutai Resort Police is responsible for a
vast region in East Kutai Regency, which
encompasses 18 subdistricts and 141 villages. In
Sangatta, East Kalimantan Province, this district's
largest subdistrict by area is Muara Wahau at
5,724.32 km2, and the smallest is Sangkulirang at
143.82 km2. In total, the area of East Kutai
Regency occupies 35,747.50 km2, or approximately
17% of the entire East Kalimantan Province.
According to the recent Indonesian population
census conducted in 2020, the district has a
population of 424,334 inhabitants. The population
density is around 12 people per square kilometer,
and the average annual population growth rate has
been 4.08% over the last four years, [1].
The East Kutai Police comprises various
units, including Satresnarkoba, Satbinmas,
Satintelkam, Satreskrim, Satsabhara, Sattahti, and
Satlantas. These units provide excellent service to
the community based on their respective areas of
operation. However, since its establishment, the
East Kutai Police has faced new challenges and
evolving issues brought about by the COVID-19
pandemic in Indonesia, in general, and specifically
in the East Kutai district. The police must now
adapt their services to respond effectively to this
situation. The entire East Kutai Police force is fully
committed to supporting the vision and mission of
the East Kutai Resort Police to enhance their image
with the public. In doing so, they play a crucial role
in improving police–community relations.
The East Kutai Police has exhibited
commendable efficiency and has garnered
substantial support from the local population.
Public accounts of drug-related offenses reflect the
success of the police in apprehending and
prosecuting drug dealers and users within their
jurisdiction in the East Kutai Regency. To enhance
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community relations, the East Kutai Police have
taken proactive measures to assist during the
COVID-19 pandemic by distributing essential
provisions to vulnerable communities. The efficient
distribution of aid ensures its reach among those
requiring assistance, fostering a favorable
perception of the social services delivered by the
East Kutai Police force.
According to research by, [2], how the police
perform their duties significantly impacts
community satisfaction and cooperation. This is
supported by various studies that have found that
positive perceptions of law enforcement lead to
increased citizen cooperation with crime control
efforts and higher rates of crime disclosure, [3].
A correlation exists between perceptions of
legitimacy and police cooperation, which has been
discovered by additional research in this area.
When citizens have more favorable perceptions of
police procedural justice, they are more likely to
view the police as legitimate and cooperate with
them, [4].
In addition to their traditional law enforcement
duties, the police are increasingly expected to
enhance the quality of life within the community,
[5]. A key aspect of this evolving role involves
addressing issues related to fear and insecurity.
Achieving this goal necessitates strong support
from citizens, as collaboration between the police
and the community is crucial for establishing safe
and secure neighborhoods, yielding mutual
benefits. The growing concerns surrounding the
relationship between the police and the community
have prompted scholars to investigate the nature of
citizens' attitudes toward police services, policies,
and performance. Previous research has primarily
focused on examining the impact of citizen
characteristics and their interactions with the police
and the various dimensions of citizen attitudes on
levels of citizen satisfaction and evaluations of
police conduct. Much of this research has been
conducted within urban contexts in the United
States, [6]. An empirical study also showed that
using investigation applications at Banyumas
Police cannot run well, [7]. Meanwhile, [8], at
Banyuwangi Police and, [9], at Medan Police found
that investigation and investigation services using
the Letter of Notification of Progress of
Investigation Results (SP2HP) were very helpful
for police and public investigation and
investigation activities online and updated. In this
situation, there is an inconsistency in the use of the
SP2HP application in different Polres locations and
the situation and psychological conditions of urban
and rural communities, which have significant
differences, making it an interesting research gap to
be analyzed more deeply in this study.
The description above shows that the role of
the police is important for people who feel
protected so that the community is willing to work
together to help the police. This indicates high
confidence in the community through satisfaction
with the services provided by the police institution.
In addition, the research gap formed from previous
studies with this study is that the location of
previous empirical research occurred in various
metropolitan or large cities. In contrast, this study
chooses a scope in a smaller location or within the
district's scope. Surely, many new and interesting
things will be found in this study, given the
increasing number of criminal cases.
2 Literature Review
2.1 Service Quality
Service quality is a vital determinant that upholds
service providers' core focus and primary
objectives, especially those in direct contact with
the public. It indicates the effectiveness of
organizations that deliver services and support
underpinned by optimal internal organizational
performance.
Since the 1990s, service quality and consumer
satisfaction have been widely recognized as pivotal
strategic imperatives for transforming the public
sector, [10]. While much research has explicitly
applied the five service quality attributes model
(SERVQUAL) to assess the quality of public
services, there has been limited exploration or
validation of quality attributes specifically within
the public sector context, [11]. SERVQUAL, a
well-established quality model, has traditionally
been used to gage the quality of processes in
private service settings where human interactions
play a crucial role in delivering satisfactory service,
[12], [13]. However, scant attention has been
directed toward other essential measures, such as
equity and feedback, which hold particular
significance in public services, [14], [15].
The Law of the Republic of Indonesia Number
25 of 2009 on Public Services serves as the
regulatory framework governing the provision of
services to the community and all citizens of
Indonesia. This legal framework is aligned with the
mandate in Article I, Section XI(A) of the 1945
Constitution, which requires the state to cater to
citizens' needs and fundamental rights through
public services. Furthermore, this law emphasizes
building public trust by meeting all citizens' and
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residents' expectations and demands for high-
quality public services. To accomplish this
objective, it is essential to establish explicit legal
standards that delineate the rights and duties of
individuals and ensure that government entities
fulfill their obligations in providing public services.
In addition, the main purpose of this law is dual-
fold: first, to enhance the quality and assurance of
public services by adhering to principles of good
governance and adopting efficient organizational
strategies; second, to safeguard every citizen and
resident against any abuse or misuse of authority
associated with the delivery process. This
necessitates the implementation of suitable legal
measures for upholding these principles.
Given that the sources of quality in public
services differ from those in private services, it is
necessary to consider the diversity and complexity
of issues when identifying public service users.
Users of public services include constituents such
as employees, taxpayers, communities,
nongovernmental organizations (NGOs), nonprofit
organizations (NPOs), and the press, in addition to
beneficiaries, [16]. Externalities between
beneficiaries and taxpayers can also be a source of
significant concern. In public services, conflicts of
interest between beneficiaries and stakeholders are
inevitable. Each party has its interests in human
interactions, developing policies, and designing
services. This is because service standards that
determine who will be stakeholders and whose
interests will be impacted are established during the
policy-making and service design processes. In
addition, numerous NGOs participate in delivering
public services alongside government agencies. As
a result, numerous relationships between
government and civil society organizations have
emerged, and the government's capacity to manage
these relationships is essential for enhancing public
sector quality and satisfaction. Similarly, sources of
quality cannot be limited to service encounters
alone; they must also include the design phase of
public services and relationships with organizations
that assist in delivering public services. Existing
SERVQUAL-based studies on public service
quality have disregarded the fact that there is a
clear distinction between public services.
Globally, there is a growing concern regarding
the persistent neglect of product and service
quality, especially in non-market-driven services.
In the United States, there is notable discontent
among Americans because of prevalent issues in
most services, such as unwarranted delays, errors,
perceived arrogance, incompetence, subpar
materials, excessive costs, and substandard
craftsmanship. One illustrative example of this
dissatisfaction was the recall of Governor Gray
Davis and the subsequent election of Arnold
Schwarzenegger in 2002, driven by the prevailing
belief that "special interests" had a significant
influence on the Davis administration and the
perception of state inefficiency, [17]. Moreover, an
increasing number of citizens and consumers
express dissatisfaction with domestic
manufacturers and service providers, demonstrating
a willingness to explore alternatives abroad.
Customers who voice their dissatisfaction gain
recognition, particularly when valued members,
guests, or associates contribute to businesses
through paid services and repeat business. The
traditional distinction between the actual quality of
a product or service at the time of delivery and its
perceived quality has become less relevant.
Informed consumers now demand higher quality
products at more affordable prices.
Consequently, customer-driven enhancements
in service quality have become imperative. While
quality definitions based on design, fit, and
performance have existed for some time,
incorporating a customer-driven or user-based
perspective on service quality is relatively recent in
the American service sector, [18]. This perspective
has identified eight quality dimensions to
understand how customers define quality. These
dimensions encompass: (1) performance, (2)
features, (3) reliability, (4) fit, (5) durability, (6)
serviceability, (7) esthetics, and (8) perceived
quality.
This customer-centric, multi-dimensional
approach to quality underscores the potential of
quality theory as a tool in international market
competition. Understanding the interplay of these
dimensions emphasizes the significance of defining
quality in alignment with consumer demands and
expectations. This empowers all stakeholders to
strategically manage quality as a versatile,
interdisciplinary resource to meet, surpass, and
anticipate customer expectations. The multifaceted
definition of service quality should be centered on
the customer and aligned with the extent to which
the service fulfills or exceeds consumer needs and
expectations. Recognizing that market-driven and
non-market-driven (competitive and non-
competitive) service organizations hold distinct
perspectives on quality, the customer or user
ultimately defines what constitutes quality. Quality
assessment metrics rooted in valid service quality
attributes and customer satisfaction assessments
should proactively anticipate, meet, and exceed
customer expectations.
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Persistent security threats, efforts to enhance
intelligence capabilities and bolster homeland
security, and escalating global tensions, especially
in regions such as the Middle East, expose
vulnerabilities in critical public service delivery
and regulatory systems. Despite resource and
training constraints, several public entities are
expanding their missions, including military,
intelligence, security agencies, the Environmental
Protection Agency, federal and state health and
human services ministries, and certain state military
reserve units. The Transportation Security
Administration, a component of the recently
established Department of Homeland Security,
faces unprecedented challenges in adhering to
Congress's deadlines and mandates for improving
and maintaining aviation security. Furthermore,
there is a growing trend of collaboration between
private enterprises and government agencies to
achieve shared objectives, [19].
Regardless of the nature of the reform
initiative, it is important to recognize and provide
incentives to employees to drive innovation,
improve performance, and maintain effective
change management. This is taken into
consideration by, [19]:
1. Role of Quality Awards: How do quality awards
improve client service and productivity?
2. Recognition of organizational values: What
organizational values are acknowledged and
prioritized through quality awards?
3. Measuring Success and Disseminating Lessons:
How is success quantified, and what insights
can be gleaned and shared?
4. Learning from Service Quality Improvement
Failures: What lessons can be derived from
failures in maintaining service quality
improvements?
5. Criteria for Award Evaluation: Does the award
submission encompass the necessary
comparative benchmarks, objective
assessments, and external perspectives for
evaluating system performance and internal
outcomes?
6. Use of Awards: Are private and public awards
employed to recognize, reward, and disseminate
effective strategies for organizational change?
Government entities encounter various
pressures that can hinder the implementation of
new tools, systems, training, and technologies.
Effective implementation of these changes can lead
to improved performance and increased public
confidence. State and local governments possess
distinct constitutional roles separate from those of
the federal government, resulting in limited policy-
making authority for chief executives. These
governments are often known for resisting change
and vulnerability to external pressures. Enhancing
performance is particularly challenging because of
the following factors, as identified in, [20], [21],
[22]:
1. Measuring Performance in Government: Unlike
market-driven private sectors, governments vary
in their capacity to measure performance
effectively.
2. Political Influence on Citizen Requirements:
Political interests can complicate the definition
of citizen and client requirements.
3. Competition for Public Resources: Government
agencies often compete with private interest
groups for limited public resources.
4. Challenges in Setting Service Standards: Setting
and enforcing service standards can be
problematic for public entities.
5. Measuring Intangible Outcomes: Results,
performance, and outcomes are often less
quantifiable and tangible in the public sector.
These multifaceted challenges underscore the
complexities of improving government
performance and achieving tangible outcomes.
Thus, in addition to factors that require special
attention to realize a more optimal quality of
service, some issues must be addressed and
followed up according to the type of government
organization concerned and the conditions in their
respective fields.
2.2 Level of Confidence
Level of Confidence is a belief that is a "cognitive
component that reflects the degree of confidence or
certainty with which a belief or attitude is held",
[23]. Beliefs can be distinguished from belief
strength and, by extension, from expectations, as
expectations are themselves beliefs. Consumer's
subjective probability that a particular object is
associated with a particular attribute.
2.3 Performance Management
Performance management is about organization
management. It is not a system or technique but a
natural management process, [24]. It also involves
managing the internal and external contexts of the
business. These will impact how it evolves, what it
accomplishes, and how it operates. Context is
crucial, and one could argue that context-based
management is more critical than performance
management.
Performance management affects the entire
organization, not just administrators. It replaces the
cultural presumption that only managers are
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responsible for the performance of their teams with
the belief that managers and team members share
responsibility. Customers for their managerial
contributions and services are those who report to
them. Managers and their groups are jointly
responsible for results and are involved in
determining what needs to be done, monitoring
performance, and taking action. The performance
management process is a component of an
organization-wide, holistic approach to
performance management.
In its broadest sense, performance management
is predicated on the notion that all work activities
contribute to achieving organizational objectives,
regardless of the level. It focuses on what
individuals do (their work), how they do it (their
behavior), and what they accomplish (their results).
It encompasses all formal and informal actions
taken by an organization to enhance the corporate,
team, and individual efficacy and the ongoing
development of knowledge, skills, and
competencies. It is not a departmental system that
operates once a year (through annual evaluations)
and is then abandoned. According to, [25],
performance management should adhere to the
following ethical principles:
1. The principle of individual respect emphasizes
that each person should be regarded as an end in
themselves rather than merely a means to
achieve another goal. This extends to mutual
respect for all parties involved in the
performance management process.
2. The process should consider and honor the needs
and concerns of all parties.
3. Procedural justice should be upheld within
performance management procedures to ensure
fairness and minimize negative impacts on
individuals.
4. Transparency is crucial; individuals affected by
decisions resulting from the performance
management process should be able to examine
the rationale underlying those decisions.
What is measured is often straightforward; in
some cases, what is meaningful is not measured,
and what is measured is not significant. It has been
confirmed, [26], that the greater the emphasis on
measurement and quantification, the more likely
the task's nuanced and immeasurable components
will be neglected. Therefore, performance quality
frequently loses out to quantification. Indeed, there
are aspects of all work that are challenging to
quantify. However, all work produces outcomes
that can be quantified.
Collaboration has become a focal point in
contemporary work environments, driven by
several factors. These include delays within
organizations, the influence of emerging
technologies, the heightened use of work groups,
task forces, and project teams to tackle innovation
and operational challenges, the establishment of
customer service teams to enhance customer
relationships, and the recognition of the
significance of synergy-the idea that the combined
impact of a group can surpass the sum of individual
efforts. In response to the perceived need for
improved collaboration, there has been a notable
emphasis on training in team building and
interactive interpersonal skills. However, less
attention has been directed toward examining how
performance management practices can effectively
facilitate collaboration and promote team-based
rewards rather than individual performance-based
compensation.
2.4 Notice of Progress of Investigation
Results (SP2HP)
The provision of the Notification of Progress of
Case Results (SP2HP) is a fundamental right for
the reporting party, which aims to ensure
accountability and transparency during
investigations. According to Article 39, paragraph
1 of Regulation Number 12/2009 by the Chief of
Indonesian National Police regarding Supervision
and Control of Criminal Case Handling within the
Indonesian National Police, investigators must
provide SP2HP regularly to the reporting party,
even if not explicitly requested. This regular
provision should occur at least once every month to
maintain accountability and transparency
throughout the investigation process, [27].
Notification of Progress of Investigation
Results (SP2HP) is a right granted to the reporter.
To ensure accountability and transparency in
investigations, the investigator must periodically
provide SP2HP to the reporter, whether requested
or not. This provision is stipulated in the
Regulation of the Chief of the Indonesian National
Police Number 12 of 2009 concerning the
supervision and control of criminal case handling
within the Indonesian National Police. Specifically,
Article 39, paragraph 1, states that to uphold
accountability and transparency in investigations,
investigators must furnish SP2HP to the reporting
party periodically, with a minimum requirement of
once every month, [27]. It is also stated in the
following description that SP2HP contains at least:
1. Subject matter;
2. The level of investigation conducted and its
outcome;
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3. Problems/obstacles encountered in the
investigation;
4. Further action plans and
5. Appeal or affirmation to the reporter about their
rights and obligations for a smooth and
successful investigation.
Furthermore, the SP2HP sent to the reporter is
signed by the Head of the Investigation Team and
known by the Investigator Supervisor, of which a
copy must be submitted to the immediate superior.
SP2HP is a police service that provides information
to the public regarding the progress of cases
handled by the police. With the transparency of
case handling, the public can assess the
performance of the police in handling various
criminal cases that occur in the community.
In SP2HP, there is also a code in the upper
right corner that indicates the following
information, [27]:
A1: Progress report of research results.
A2: The development of the investigation results
cannot be followed up with the investigation.
A3: The development of the investigation results
will be investigated.
A4: Progress of the investigation results.
A5: SP3 (Surat Perintah Termination of
Investigation).
The interval for providing SP2HP is the first
time an investigation warrant is issued within 3
(three) days of the police report being made. The
SP2HP is then given to the reporting community,
which contains a statement that the report has been
received, the name of the investigator, and a
telephone/HP number. It is also stated that the time
for providing SP2HP based on the level of
investigation for cases is as follows, [27]:
Furthermore, completion is calculated when the
first case file is submitted. It was also pointed out
that the time of delivery of SP2HP to the
complainant or family is not regulated. Previously,
in the provisions of Article 39 paragraph (1) of
Perkap No. 12 of 2009 (which has now been
revoked and replaced by the enactment of Perkap
No. 14 of 2012), it was stated that every month at
least one investigator is periodically obliged to
provide SP2HP to the complainant, whether
requested or not. However, in Perkap No. 14 of
2012, it is no longer regulated regarding the time of
acquisition.
Therefore, to determine the progress of the
ongoing investigation process, the reporting party
can submit a request to be given SP2HP to the
relevant police, as regulated in the provisions of
Article 11 paragraph (1) letter a of Perkap No. 21
of 2011 in conjunction with Article 12 letter c of
Perkap No. 16 of 2010. For every issuance and
submission of SP2HP, the investigator must sign
and submit a copy to his superior. With this
SP2HP, the reporter or complainant can monitor
the performance of the police in handling their
case. The reporter or complainant can contact the
investigator at any time to discuss the case's
progress. If the investigator refuses to provide
SP2HP, we can report it to the investigator's
superior. If the investigator's superior ignores our
report, we can report it to the Propam Division of
the relevant Regional Police.
2.5 Community Satisfaction
Some researchers, [13], note that customer
satisfaction is a perception; therefore, this specific
information is not readily available; however,
additional efforts are required to collect, measure,
analyze, and explain it. In addition, customer
perceptions play a crucial role in the "service gap"
theory, which examines the difference between
customer expectations and actual experiences.
Satisfaction is vital in benefiting individual
consumers, the profitability of businesses reliant on
consumer purchases and patronage, and the
integrity of economic and political structures. All
these entities derive advantages from delivering
and adopting positive life outcomes, particularly in
the marketplace. The pursuits of individuals and
their objectives, often achieved through the
consumption of products and use of services, can
be correlated with satisfaction, [28].
2.6 Research Hypothesis
Based on the problem formulation, research
objectives, and insights drawn from theoretical and
empirical studies, the following research
hypotheses can be articulated (Figure 1):
1. Service quality exerts a positive and statistically
significant influence on performance.
2. Service quality exerts a positive and statistically
significant influence on community satisfaction.
3. The level of confidence exerts a positive and
statistically significant influence on
performance.
4. The level of confidence exerts a positive and
statistically significant influence on community
satisfaction.
5. Performance exerts a positive and statistically
significant influence on community satisfaction.
6. SP2HP has a positive and statistically significant
impact on community satisfaction.
7. SP2HP moderates the relationship between
performance and community satisfaction.
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8. Performance serves as a mediating factor in the
relationship between service quality and
community satisfaction.
9. Performance serves as a mediating factor in the
relationship between the level of confidence and
community satisfaction.
Fig. 1: Research Framework
3 Research Methods
3.1 Research Design
Studies that establish causal relationships between
variables are referred to as explanatory studies. In
this case, the emphasis is on studying the situation
or problem to explain the relationship between
variables. Explanatory studies are designed to test
whether one event causes another, [29]. This study
is descriptive, where data has been collected
through questionnaires from predetermined
respondents to understand the most important
factors of predictor variables that affect the
performance and quality of public services
provided in connection with the duties and
functions of the organization being carried out.
3.2 Research Population and Sample
The population in this study were local people who
used SP2HP services in the East Kutai Resort
Police area, particularly in terms of service quality,
level of confidence, police performance, and
service user satisfaction. The sample in this study
was part of the population, or in this case, the
sample was taken by purposive or saturated
sampling. In this case, the sample was taken by
purposive or saturated sampling, [30], which takes
samples from the entire population. The sample
criteria in this study are as follows:
1. People domiciled in the Kutim Police area for at
least the last year
2. People at least 18 years old and above
3. People have reported criminal cases to the Kutim
District Police
4. The public has received services from the Kutim
Police regarding criminal cases.
5. People who have received SP2HP services.
Sampling data in this study aligns with the
rules for taking data totaling more than 30 and
under 500 that can be taken as a whole, [30].
Furthermore, this study focuses on the residents
of East Kutai Regency, which falls under the
jurisdiction of the East Kutai Police. These
residents reported incidents involving theft, sexual
abuse, motor vehicle theft, maltreatment, fire,
illegal logging, forest fires, sharp weapons,
beatings, and other crimes in the last three years
(2019, 2020, and 2021). There were 205 criminal
offenses reported in 2019, 201 cases in 2020, and
239 cases in 2021, with an overall average of 215
cases per year. Based on these data, 239 individuals
were identified as potential research respondents.
3.3 Operational Definition
1. Service quality is a well-known quality model
that has been used to measure the quality of
service processes to consumers, where human
encounters are important to provide satisfactory
service to customers, [12], [13], [31]. Thus,
service quality is a major foundation for
determining the satisfaction level of service
users or, in this case, the community as a
reporter.
2. The level of confidence motivates customers to
become loyal, [32]. This definition underlies the
notion that the level of confidence is a
descriptive idea that a person holds about
something and is based on knowledge and
opinion, thus encouraging the intention to use
services.
3. SP2HP is short for Notification of Progress of
Investigation Results, which contains the subject
matter, investigative actions that have been
carried out and their results, problems/obstacles
encountered in the investigation, further action
plans, and an appeal to the reporter about his
rights and obligations for a smooth and
successful investigation, [27]. SP2HP is a police
service that provides information to the public
on the progress of cases handled by the police.
4. Performance is the contribution that each
individual makes to achieve overall
organizational goals, [25]. Performance is the
overall result or success of Polres Kutim during
a certain period in performing tasks compared to
various possibilities according to the public's
views who use SP2HP services.
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5. Community satisfaction is the desired end state
of consumption or patronization, i.e., in the
form of a reinforcing and pleasant experience
for users of goods and services, [33]. In this
case, satisfaction is a feeling of pleasure or
disappointment felt by people who receive
services, which arises after comparing their
perceptions of the expected performance.
3.4 Research Instruments
The instrument used in this study is a questionnaire
that contains scale elements to measure the
attitudes, perceptions, and opinions of the research
respondents.
1. The following indicators can measure service
quality, [18]: performance produced,
characteristics possessed, providing reliable
services, suitability in its services, speed of
duration in service, ability to serve, esthetics in
service, and perception of the best service.
2. Level of confidence
The level of confidence can be measured by the
following indicators, [34]: the level of service
reliability, responsiveness provided in its
services, certainty of guarantees provided for
the services provided, level of concern for the
community as service users, and ability to
protect the community.
3. SP2HP
The following indicators can measure the
SP2HP, [27]: the availability of SP2HP services,
SP2HP services are classified as timely, SP2HP
services are classified as accurate, the
information in SP2HP is updated, the
information in SP2HP covers certain cases, and
Kutim Police support the use of SP2HP swiftly.
4. Performance
The following indicators can measure
performance, [35], and in this case, it can be
perceived in the SP2HP service at Kutim Police
as follows: the existence of awareness of
personal motivation in their duties, every
activity in the tasks carried out has an impact on
work results, officers have strategic abilities in
their field of work, awareness in the field of
work that is their main task, officers’ ability to
analyze, officers can think creatively in their
field of work, officers have a surefire way of
solving problems, officers have good
assertiveness, officers make good teamwork
efforts, and officers focus on the field of duty in
their services.
5. Community satisfaction
In this case, satisfaction with the services
received by service recipients can be measured
using several indicators, [33]. In this case, it is
related to the SP2HP service of Polres Kutim,
namely, the reputation of the officer in
providing special services, the average quality
of the services provided can run well, the officer
can be convinced about his ability to provide
special services, the officer can provide
readiness in his field of service, and the officer
has strengths that are classified as professional
in his field.
4 Analysis Results and Discussion
4.1 Result
Based on the loading structure analysis conducted
using the algorithm, it is shown that not all question
items or indicators can be included in the Smart
PLS analysis model. The minimum indicator value
that meets the requirements is a loading factor
value> 0.70, [36]. The loading factor measurement
can also be displayed in Figure 2 as follows:
Fig. 2: Path diagram of the model analysis results
with the first loading factor measurement
algorithm.
Source: Smart PLS Analysis Output
The algorithm analysis results in Figure 2 show
one indicator, variable X1.8, which has a loading
factor value or indicator that is <0.70 or is an
outlier that must be removed from the indicator.
Next, we re-run the algorithm analysis and produce
the analysis results in Figure 3 as follows:
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Fig. 3: Path diagram of model analysis results with
measurement algorithm 2nd loading factor.
Source: Smart PLS Analysis Output
Furthermore, running Bootstrapping to
determine the level of significance of the path
diagram is displayed in Figure 4 as follows:
Fig. 4: Path diagram of model analysis results with
bootstrapping
Source: Smart PLS Analysis Output
The results of the path diagram in Figure 4 will
be analyzed in the next section to determine the
feasibility of the model, the level of significance,
and the proof of the hypothesis.
4.1.1 Outer Model Evaluation of Reflexive
Constructs with Validity and Reliability
Several value measurements in Table 1
demonstrate the validity and dependability of the
structural model for the reflexive construct.
According to the findings presented in Table 1,
Cronbach’s alpha values obtained through this
confirmatory research surpass 0.70 for all reflexive
construct indicators. This outcome signifies that all
indicators of the reflexive construct are reliable and
meet the reliability criteria. In addition, the
composite reliability value derived from this
confirmatory investigation exceeds 0.70, affirming
its reliability. Furthermore, all constructs’ average
variance extracted (AVE) values are above 0.50,
signifying both convergent validity and high
reliability. Moving forward, as displayed in Table
2, the model’s validity criteria are also assessed
through discriminant analysis:
Table 1. Construct reliability and validity
Cronbanch’s
Alpha
Composite
Reliability
Community
Satisfaction
9.908
0.932
Performance
0.932
0.942
Service Quality
0.915
0.932
Moderating Effect 1
1.000
1.000
SP2HP
0.924
0.941
Level of confidence
0.859
0.898
Source: Smart PLS Analysis Output
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Table 2. Discriminant Validity–Heterotrait– Monotrait (HTMT)
Community
Satisfaction
Performance
Service
Quality
Moderating
Effect 1
SP2HP
Level of
confidence
Community
Satisfaction
-
-
-
-
-
-
Performance
0.490
-
-
-
-
-
Service Quality
0.381
0.279
-
-
-
-
Moderating Effect 1
0.298
0.337
0.293
-
-
-
SP2HP
0.282
0.308
0.158
0.366
-
-
Level of confidence
0.401
0.392
0.297
0.314
0.389
-
Source: Smart PLS Analysis Output
Table 3 R-square Value Evaluation
R Square
R Square Adjusted
Community
Satisfaction
0.850
0.846
Performance
0.831
0.829
Source: Smart PLS Analysis Output
Table 2’s discriminant validity analysis reveals
that all HTMT values for each variable are less than
or less than 0.90, indicating that the correlation
value for each variable has satisfied the
discriminant validity value, which is categorized as
satisfactory.
4.1.2 Inner Model Evaluation of Reflexive
Constructs
The evaluation of the inner model in this study can
be seen in Table 3.
According to the data presented in Table 3, the
coefficient of determination (R square) for the
variable “community satisfaction” stands at 0.850,
accompanied by an adjusted R square value of
0.846. This outcome signifies that the collective
influence of service quality and the level of
confidence, when considered concurrently, on the
variable “performance” attains a value of 0.831,
corresponding to 83.1%. Given that the adjusted R
square exceeds the threshold of 0.75, it indicates a
robust and substantial influence exerted by all
exogenous constructs, namely service quality and
the level of confidence, on the variable
“performance”, [37].
Conversely, the R square value of the joint
effect of service quality, level of confidence,
performance, and SP2HP on "community
satisfaction" also registers at 0.850, alongside an
adjusted R square value of 0.846. This observation
Underscores indicate that the cumulative
impact of service quality, level of confidence,
performance, and SP2HP on "community
satisfaction" stands at 85%. Once again, the
adjusted R square value surpasses the 0.75
threshold, signifying a robust influence in this
context, [37].
4.2 Path Diagram Model Analysis Results
Based on the results of the direct effect path
coefficient analysis in Figure 3, it can be further
analyzed by displaying the direct effect of
exogenous variables on endogenous variables in
Table 4.
According to the results of the path coefficient
in Table 4, there are five variables with a
significant direct effect, as evidenced by the
statistical t-value for these variables being greater
than 1.96. In contrast, the other two variables had
no effect or a statistical t-value of less than 1.96.
Additionally, the analysis reveals that not all
hypotheses can be adopted.
Table 4 presents the significant findings. The
direct influence of service quality on community
satisfaction is evidenced by a statistical t-value of
8.583, exceeding 1.96, and a p-value of 0.000, less
than 0.05, confirming a positive and significant
effect, thus supporting the hypothesis. Similarly,
the impact of service quality on community
satisfaction is underscored by a statistical t-value of
3.384, surpassing 1.96, and a p-value of 0.001,
below 0.05, signifying a positive and significant
effect, which supports the hypothesis. Moreover,
the level of confidence's effect on performance is
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substantiated with a statistical t-value of 3.994,
surpassing 1.96, and a p-value of 0.000, less than
0.05, implying a positive and significant effect,
validating the hypothesis.
Table 4. Path coefficients' direct effect between variables
Original
Sample
Sample
Mean
Standard
Deviation
T
Statistics
P
values
Hypothesis
Service quality -> Performance
0.629
0.630
0.073
8.583
0.000
Accepted
Service quality -> community
satisfaction
0.361
0.359
0.107
3.384
0.001
Accepted
Level of confidence ->
Performance
0.307
0.306
0.077
3.994
0.000
Accepted
Level of confidence -> community
satisfaction
0.161
0.161
0.089
1.808
0.071
Rejected
Performance -> Community
satisfaction
0.198
0.197
0.090
2.205
0.028
Accepted
SP2HP -> Community satisfaction
0.260
0.263
0.072
3.601
0.000
Accepted
Source: Smart PLS Analysis Output
Table 5. Path coefficients' indirect influence between variables
Original
Sample
Sample
Mean
Standard
Deviation
t Statistics
P values
Hypothesis
Service quality ->
performance -> community
satisfaction
0.125
0.125
0.060
2.069
0.039
Accepted
Level of confidence ->
performance -> community
satisfaction
0.061
0.059
0.031
1.934
0.054
Rejected
Moderating effect ->
community satisfaction
0.019
0.018
0.027
0.696
0.487
Rejected
Source: Smart PLS Analysis Output
The impact of the level of confidence on
community satisfaction yielded a statistical t-value
of 1.808, which is less than the critical threshold of
1.96, and the associated p-value of 0.028 exceeded
the significance level of 0.05. These results indicate
a positive but statistically insignificant effect,
leading to the rejection of the hypothesis. In
contrast, the effect of performance on community
satisfaction demonstrated a statistical t-value of
2.205, exceeding the threshold of 1.96, and the
associated p-value of 0.028 was less than the
significance level of 0.05. Consequently, this effect
is classified as positive and significant, leading to
the acceptance of the hypothesis. Similarly, the
effect of SP2HP on community satisfaction was
characterized by a statistical t-value of 3.601,
surpassing the threshold of 1.96, and the associated
p-value of 0.000 was less than the significance
level of 0.05. This effect is also classified as
positive and significant, resulting in the acceptance
of the hypothesis.
Furthermore, it is noteworthy that the existing
model allows us to determine the indirect effect
mediated by SP2HP on the relationship between
performance and community satisfaction. Detailed
information regarding this indirect effect can be
found in Table 5.
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Table 5 provides insights into the indirect
effects between exogenous and endogenous
variables mediated by intermediary and moderating
variables. Specifically, there are two paths of
indirect influence and one influence of the
moderating variable on the relationship between
exogenous and endogenous variables.
1. Regarding the mediation of performance on the
relationship between service quality and
performance, the statistical t-value of 2.069
exceeded the threshold of 1.96, and the
associated p-value of 0.039 was less than 0.05.
This indicates that performance does not
mediate the relationship between service quality
and performance, leading to the acceptance of
the hypothesis.
2. Concerning the mediation of performance on the
relationship between the level of confidence and
performance, the statistical t-value of 1.934 is
less than the threshold of 1.96, and the
associated p-value of 0.054 exceeds 0.05. These
results indicate an insignificant effect, implying
that performance cannot mediate the
relationship between the level of confidence and
community satisfaction. Consequently, the
hypothesis is rejected.
3. The moderation of SP2HP on the relationship
between performance and community
satisfaction was assessed with a statistical t-
value of 0.696, which falls below the threshold
of 1.96. The associated p-value of 0.487 is also
greater than 0.05, indicating insignificance.
Thus, the hypothesis of moderation is rejected.
Based on these results, the results of hypothesis
testing can be presented in the following
description:
1. Hypothesis 1: accepted because the statistical t
value is 8.583<1.96 or p values 0.000<0.05,
indicating that service quality positively and
significantly affects performance.
2. Hypothesis 2: accepted because the t statistical
value is 3.384>1.96 or p values 0.001 <0.05,
indicating that service quality positively and
significantly affects community satisfaction.
3. Hypothesis 3: accepted because the statistical t
value is 3.994>1.96 or p values 0.000 <0.05,
which indicates that the level of confidence has
a positive and significant effect on performance.
4. Hypothesis 4: rejected because the statistical t
value is 1.808<1.96 or p values 0.071>0.05,
which indicates that the level of confidence has
a positive but insignificant effect on community
satisfaction.
5. Hypothesis 5: accepted because the t statistical
value is 2.205>1.96 or p values 0.028<0.05,
indicating that performance positively and
significantly affects community satisfaction.
6. Hypothesis 6: accepted because the statistical t
value is 3.601> 1.96 or p values of 0.000 <0.05,
indicating that the SP2HP hypothesis positively
and significantly affects community satisfaction.
7. Hypothesis 7: rejected because the t statistic
value is 0.696 < 1.96 or p values 0.487 > 0.05,
which indicates that SP2HP does not moderate
the relationship between performance and
community satisfaction.
8. Hypothesis 8: accepted because the t statistical
value is 2.069> 1.96 or p values 0.000 <0.05,
which indicates that performance mediates the
relationship between service quality and
community satisfaction.
9. Hypothesis 9: rejected because the statistical t
value is 1.934 < 1.96 or p values 0.054 > 0.05,
which indicates that performance does not
mediate the relationship between the level of
confidence and community satisfaction.
5 Discussion
5.1 Effect of Service Quality on
Performance
Service quality determines the realization of
organizational performance achievement. The
results confirm those of previous studies by, [38],
where the service quality dimension plays a major
role in determining the achievement of
organizational performance. This situation also
illustrates the management's ability to provide
service facilities to users. The organizational
guidelines also confirm the modified service
quality dimension as a form of centrality and
reliability. Meanwhile, the importance of
responsiveness is controversial. However, the
relative variation in service quality within an
organization is relative and significant to
organizational performance, [39]. On the other
hand, this study confirms the study by, [40], where
this unique approach to improving service quality
and identifying barriers to individual feedback may
be useful for organizations navigating more
valuable and user-driven activities.
The findings of this study indicate that all
indicators are reflexive to their latent variables and
show that the effect of service quality on
performance is dominated by the indicator X11 or
the quality of service in the form of work or
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performance produced by Polres Kutim, which is
classified as good. Meanwhile, the variable
indicator that plays the lowest or smallest role is at
X15, or the service provided by Polres Kutim is fast.
Therefore, in this case, it needs to be noted that the
duration of the services provided is still classified
as not fast or takes a relatively long time to handle
cases or services to the community. On the other
hand, in the performance variable, the dominant
indicator is Y12, which means that every service
provided impacts the results. Meanwhile, the
weakest indicator is in Y17, the ability to solve
problems. Therefore, the ability to solve problems
is a key factor in delivering high-quality services to
the community.
For the quality of service to be achieved well, it
must be seriously improved. The service duration
factor is needed because the community still feels
that the duration is not fast or slow. Likewise, one
of the performance elements, namely the ability to
solve problems, can be improved in the future so
that the performance of the Kutim Police will also
improve.
Effect of service quality on community
satisfaction
The findings of this study indicate that all
indicators are reflexive to their latent variables and
show that the service quality variable is dominated
by indicator X11 or the performance produced by
Polres Kutim, which is classified as good, while the
weakest is in indicator X15 or the speed of service
duration. Meanwhile, the community satisfaction
variable is dominated by indicator Y21, or the
undoubted reputation of Polres Kutim, while the
lowest is in indicator Y22, or the average service
provided is satisfactory. This situation shows that
the perception of public satisfaction is still a major
concern, considering that this is still an
underdeveloped thing in a scenario of satisfaction
with the services provided.
The findings from this study make a notable
contribution to the existing literature on service
quality, which has traditionally focused on
utilitarian services. In utilitarian services,
consumers assess service quality by rationally
evaluating the service's functional utility.
Researchers have highlighted that conventional
service quality metrics, including reliability,
empathy, assurance, and responsiveness, might
predominantly capture cognitive service quality
evaluations. However, these traditional measures
may not apply to leisure services consumed for
hedonic or enjoyment purposes and are evaluated
based on emotional and experiential aspects, [41],
[42].
In this situation, people who use police services
in Kutim to resolve cases experienced or other
services involving police officers and assess the
quality based on how much or how quickly the
cases handled by the police are resolved. People
from different levels, such as reporters or service
users who participate in the complaint of some
cases, can judge the quality based on how much or
how quickly the case resolution occurs; even the
people involved can judge the quality based on the
realization of the perceived expectations.
Therefore, distinguishing between hedonic and
utilitarian service contexts will help improve
service quality measurement by incorporating the
effect dimension. The hope is that so that each
stratum of society can feel good service and by
their expectations or shared expectations, a high
level of care must be improved and become one of
the priorities of Kutim Police. The slower services
provided by Polres Kutim will be improved to
ensure community satisfaction with the quality of
service.
5.2 Effect of the Level of Confidence on
Performance
The findings of this study indicate that all
indicators are reflexive to their latent variables and
show that the level of confidence is dominated by
the indicator X21 or Polres Kutim, which has a high
level of reliability in its services to the community.
Meanwhile, the lowest indicator is on X24, or Polres
Kutim, which has a high level of care. On the other
hand, the highest performance indicator is Y12,
which means that every service provided impacts
the results. Furthermore, the lowest indicator is Y17,
which is the ability to solve problems. During the
success of Polres Kutim in producing a high level
of reliability and achieving services that can have
an impact, it must pay attention to the factor of a
high level of concern to be able to improve the
resolution of existing problems through its duties
and responsibilities.
The level of confidence of the Kutim
community in the police service is relatively good,
and the community can feel the reliability displayed
by the police. In addition, the community is also
able to feel well the responsiveness, assurance,
level of care, and protection of the community
displayed by the Kutim Police in its service to the
community. This level of service gives an
impression and builds the perception that the level
of service provided is professional. The results of
the analysis and findings also show that the
achievement of performance in the Kutim Police
organization needs attention in terms of the level of
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concern for the community so that services align
with the organization's goals, vision, and mission.
5.3 Effect of the Level of Confidence on
Community Satisfaction
Confidence is a form of belief that is a cognitive
component that reflects the level of confidence and
certainty with which a belief or attitude is held,
[23]. Thus, the community's confidence in this case
is relatively small in the Kutim Police institution,
thus reducing the level of satisfaction with the
perceived service. The findings of this study do not
confirm previous studies, [27], where the level of
confidence is not in line with the level of
community satisfaction. In previous studies, the
level of confidence may significantly affect
community satisfaction because of differences in
the object of research and cultural and other
situational trends.
The findings show that all indicators are
reflexive to their latent variables, and the dominant
indicator on the level of service is at X21, or a good
level of reliability in service to the community,
while the lowest indicator is at X24, or a high level
of care. Meanwhile, satisfaction is dominated by
indicator Y21, or the undoubted reputation of Kutim
Police, while the lowest is indicator Y22 or the
average level of satisfactory service. This also
shows that during the success of Kutim Police in
providing satisfaction to the community by
maintaining a level of confidence, they still need to
pay attention to the level of care so that it will be
able to increase community satisfaction.
The findings are based on the perceptions of
people who use services at the Kutim Police
Institution so far experiencing various situations
and conditions. Generally, the level of confidence
and satisfaction is in the good category.
Furthermore, the level of public confidence
obtained perception results smaller than the level of
satisfaction. This also shows that the community is
more satisfied with the existence of the police
institution in society because of the provisions of
the government.
On the other hand, the sense of public
confidence that has been classified as good is still
below the sense of satisfaction, and this shows that
many people do not directly deal with or use the
services of police institutions, so not all of them
feel the existing services. Police institutions need to
try to provide confidence to the community in the
role of the police in protecting and serving the
community so that the community feels protected
and trusts the institution. Topographical factors in
Kutim have significant differences with other
regions in East Kalimantan, in addition to being
very wide and quite different cultures and
environments that require extra work for police
institutions to reach all levels of society with a high
level of concern. Thus, the community will increase
their level of confidence in the police institution.
Effect of performance on satisfaction
The findings of this study agree with the
opinion of, [25], that a good performance that can
impact the satisfaction of those who use their
services is a performance that respects individuals
to achieve their goals and has procedural justice
and transparency in the performance management
process. Similarly, in line with the opinion of, [34],
performance achievement is supported by personal
drive, impact on results, strategic capabilities,
organizational circumstances, analytical skills,
problem-solving, assertiveness, focus on those
served, teamwork, interpersonal relationships, and
adaptability. Service users will certainly feel this
and be satisfied with the services provided with the
support of optimal performance. These results also
confirm the empirical study, [43], [44], in which
performance positively and significantly impacts
product, service, or service user satisfaction.
The findings show that all indicators are
reflexive to their latent variables, that indicator Y12
dominates the resulting performance, and that every
service provided impacts the results. On the other
hand, the weakest indicator is found in Y17, or the
ability to solve problems. Meanwhile, satisfaction
is dominated by indicator Y21, or the undoubted
reputation of Polres Kutim, and the lowest is
indicated by indicator Y22 or the average level of
satisfactory service. This also shows that in
addition to achieving the undoubted reputation of
Kutim Police through its ability to solve problems,
it must be balanced with an increase in the ability
to solve problems to increase the average level of
service that can satisfy the community.
The performance displayed by the Kutim
Police Institution shows good results and is
supported by the respondents' perceptions in this
study. The results of the dominant respondent's
answer to performance are where every service
provided impacts the results. This means that
community expectations can adequately resolve
any complaints or community needs. This can also
work well because of the good personal drive of
each police personnel, the ability of members to
analyze, focus on service, and have good self-
assertiveness. The Kutim community can also feel
the existence of the Kutim Police as an institution
that protects the community in connection with
legal issues and related matters related to the
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police. Existing police officers are perceived to be
capable of mingling with the community and
understanding local wisdom or local culture as the
customs and habits of the community.
The presence of a police institution supported
by an internal organization that is professional and
adheres to the institution's mandate will be
increasingly able to present a confident institutional
image. However, it also needs to be improved in
the institution's ability to solve diverse problems,
considering that this indicator is the weakest and
needs attention in the future.
5.4 Effect of SP2HP on Community
Satisfaction
The results of this study agree with the Regulation
of the Chief of the Indonesian National Police
Number 12 of 2009 concerning Supervision and
Control of Criminal Case Handling within the
Indonesian National Police, article 39, paragraph 1,
which ensures accountability and transparency of
investigations. Investigators must provide SP2HP
to reporting parties, whether requested or not,
periodically at least once a month, [27].
The findings of this study indicate that all
indicators are reflexive to their latent variables and
show that the resulting SP2HP variable is
dominated by the indicator M12 or SP2HP services
are classified as timely. On the other hand, it was
also found that the weakest indicator was indicator
M14 or information in SP2HP is updated. This also
shows that in addition to the advantages of SP2HP
services, which are classified as timely, the
information factor in SP2HP needs to be
conditioned in the future by using data and
information updating facilities with a digitization
system. Therefore, accuracy, accuracy, truthfulness,
and accountability can be well guaranteed to meet
community expectations. The community
predominantly feels that SP2HP services are
timely. In addition, the police are considered
capable and professional in performing their duties.
Through SP2HP, the community can follow the
progress of cases reported and handled by the
police. Thus, the community is satisfied with the
services that are felt directly in connection with
some cases being handled while running, and the
community can monitor them.
This research confirms the empirical research
of, [45], where the services provided describe the
conditions and treatment within the internal
organization so that it will be able to satisfy service
users and services. SP2HP is a Notice of Progress
of Investigation Results and is a right for the
reporter. In terms of ensuring accountability and
transparency of investigations or investigations, it
is obligatory to provide SP2HP to the reporting
party, whether requested or not, periodically.
SP2HP is a police service that provides information
to the public on how the police handle cases. With
the transparency of case handling, the community
can assess the performance of the police in
handling various criminal cases that occur in the
community. The Kutim community also feels that
the first time SP2HP is given is when, after issuing
an investigation warrant within three days, a police
report is made. The SP2HP provided to the reporter
contains a statement that the report has been
received, the name of the investigator, and the cell
phone number. Through SP2HP, the reporter or
complainant can monitor the performance of the
police in handling their case. The reporter or
complainant can also contact the investigator at any
time to inquire about the progress of the case.
SP2HP in Kutim Police runs well and according to
existing procedures so that the community can feel
satisfied with the services provided by the police
institution.
5.5 Moderating Effect of SP2HP on the
Relationship between Performance and
Community Satisfaction
The results of this study are not in line with the
Regulation of the Chief of the Indonesian National
Police Number 12 of 2009 concerning Supervision
and Control of Criminal Case Handling within the
Indonesian National Police, article 39, paragraph 1,
which reads that in terms of ensuring accountability
and transparency of investigations, investigators are
required to provide SP2HP to reporting parties
whether requested or not periodically at least once
every month, [27]. In this case, SP2HP should be a
factor that strengthens the relationship between
performance and community satisfaction. This is
possible because the SP2HP running at the Kutim
Police Station is offline; therefore, reaching distant
areas will take time to deliver it directly.
These findings also do not confirm the
empirical study by, [9], in which online SP2HP has
different users from offline ones. Thus, it does not
bridge the relationship between performance and
community satisfaction. SP2HP, run with an online
model, can impact or mediate the relationship
between performance and community satisfaction.
The speed of delivery of SP2HP to the public
reflects good and responsive police performance.
At the same time, other factors will also be directly
felt by the public in the form of satisfaction with
police services. Although SP2HP at Kutim Police is
still classified as timely according to public
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perception, this still impacts several new problems
in connection with the system that is still offline.
Lack of updates and speed of delivery still
dominate the problems in the SP2HP system.
The findings of this study indicate that all
indicators are reflexive to their latent variables and
show that the highest value on the SP2HP variable
is on indicator M12 or SP2HP services are classified
as timely. In contrast, the smallest indicator is on
M14, and SP2HP information is updated. The
weakest indicator on M14 or information in SP2HP
that implies updates in the SP2HP moderator
variable is a special case because the SP2HP
variable cannot moderate. The existence of
information that is not updated is a factor that needs
attention in the presence of a system that has not
been digitized through a computerized system, so it
cannot strengthen the relationship between
performance and community satisfaction. Optimal
performance is difficult to achieve; therefore,
satisfaction alone cannot be achieved, given the
relatively heavy topographical factors. The area is
classified as numerous.
5.6 Mediating Effect of Performance on the
Relationship between Service Quality
and Community Satisfaction
The findings of this study align with the
perspective articulated by, [46], which emphasizes
the concept of holistic performance management.
This approach is grounded in the belief that every
task and action performed by individuals at all
organizational levels contributes to the overarching
organizational objectives. Consequently, it
encompasses what individuals do in their roles,
how they perform their tasks, and the outcomes
they achieve. Within this framework, holistic
performance management encompasses both
formal processes and informational measures
adopted by an organization to enhance the
effectiveness of its services to the community. This
holistic approach is a potential bridge between
service quality and community satisfaction. Service
quality can be enhanced by intervening through
performance management, leading to more optimal
performance outcomes. This alignment underscores
the interconnectedness of various organizational
elements and their impact on service quality and
community satisfaction.
The findings of this study indicate that all
indicators are reflexive to their latent variables and
show that indicator Y12 dominates the resulting
performance or that every service provided impacts
the results. On the other hand, the weakest indicator
is found in Y17, or the ability to solve problems.
Meanwhile, the service quality variable is
dominated by indicator X11 and the performance
produced by Polres Kutim is classified as good. In
contrast, the weakest indicator is X15 or the services
provided by Polres Kutim are fast or relatively fast
in handling cases. On the other hand, the latent
variable of community satisfaction is dominated by
the indicator Y21, or the undoubted reputation of
Polres Kutim, and the smallest is in Y22, or
promoting the performance of Polres Kutim.
The results confirm the results of an empirical
study, [24], in which performance is a factor that
bridges or plays an important role in a model of
confirmed expectations. The perceived difference
between expectations and reality can be properly
harmonized through performance. Therefore,
expectations of good and well-realized service
quality will make feelings happy because they are
based on existing desires. The performance of the
Kutim Police, which is supported by the dominance
of each service provided, impacts the results as a
factor that bridges between service quality or good
performance and community satisfaction or a good
level of reliability in service to the community.
However, the ability to solve problems that have
not gone well needs special attention because it can
hinder the performance of the Kutim Police as a
mediator of service quality and community
satisfaction.
5.7 Mediating Effect of Performance on the
Relationship between Level of
Confidence and Community
Satisfaction
The results of this study are not in line with the
opinion of, [45], where performance is a factor that
should display and greatly impact the relationship
between exogenous and endogenous variables.
Their performance will be measured by what they
do to get results; how they do it will be less
important as long as they do not interfere too much
with the leadership or top management. The
performance displayed in this case was based on
the standard procedures of police work by the unit
to which it was assigned. Thus, the public perceives
the institution as organized under a strong
command authority controlled by the top
leadership. This causes performance to run
optimally only within the internal organization;
therefore, it does not mediate the relationship
between the level of confidence and community
satisfaction.
The findings of this study indicate that all
indicators are reflexive to their latent variables and
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show that the highest value on the performance
variable is on indicator Y12 or every service
provided has an impact on the outcome, while the
smallest indicator is on Y17, or the ability to solve
problems. Meanwhile, the highest value in the trust
level variable X2 is the indicator X21, or the good
reputation of the Kutim Police. On the other hand,
it also shows that the variable Y2, or community
satisfaction, is dominated by the indicator Y21, or
the reputation of Kutim Police is not in doubt. In
contrast, the weakest variable indicator on the
performance variable, or Y1, is Y17, or the ability to
solve problems. This should be a concern so that
the ability to solve problems is improved so that
later, it can be strong and mediate the relationship
between the level of confidence and community
satisfaction.
The results of this study do not confirm
previous studies, [47], in which performance
mediates the relationship between and community
satisfaction. Performance built by the dominance of
indicators of impact on results, personal drive,
analytical ability, focus on service, and good
assertiveness can only go hand in hand with
standard procedures in the Kutim Police
organization. However, this performance does not
mediate confidence with community satisfaction.
The community has not put its full confidence in
this institution and considers it to be an institution
that protects the community as it should be. There
are still doubts in the community about the
institution of protectors. Thus, it does not fully
create satisfaction for the community.
6 Conclusion
Based on the comprehensive discussion and
analysis conducted in this study, the following
conclusions can be drawn:
1. Service quality exerts a positive and significant
influence on performance.
2. Service quality exerts a positive and significant
influence on community satisfaction.
3. The level of confidence has a positive and
significant impact on performance.
4. The level of confidence has a positive but
statistically insignificant impact on community
satisfaction.
5. Performance demonstrates a positive and
significant impact on community satisfaction.
6. SP2HP has a positive and significant impact on
community satisfaction.
7. SP2HP does not function as a moderating
factor in the relationship between performance
and community satisfaction.
8. Performance serves as a mediator in the
relationship between service quality and
community satisfaction.
9. Performance does not mediate the relationship
between the level of confidence and
community satisfaction.
7 Recommendations
Based on the conclusions stated, in this case, the
following suggestions can also be made:
1) The quality of service can be further improved
by accelerating the duration of service hours to
the community because this factor is the
weakest among performance measurement
indicators. At the SPKT (Integrated Police
Service Center) of East Kutai Police, there is no
SOP during police service. This then causes
police officers to have no time reference, and
the public, as reporters, will not know the length
of the line or waiting time for reports or
complaints to be received, especially if there is a
reporting line. The investigator can determine
the duration of service hours in receiving reports
or complaints by providing a time limit. When
receiving reports or complaints, SPKT pickets,
especially the detective function, can complete
the receipt of the report in a maximum of 30
min. This time for receiving reports or
complaints excludes the examination of the
reporting witness or victim.
2) The quality of service can be improved again by
providing trusted services to the public or being
transparent without exception. One of the
obstacles faced by the public as whistleblowers
is the difficulty in communicating with
investigators or investigators handling cases to
determine the progress of reports or complaints.
This can lead to the prejudice that there is no
transparency in handling cases by the police.
Service transparency can be achieved by
creating an online public complaint service as a
communication medium that can bridge the gap
between the reporter and investigators or
investigators of the Criminal Investigation Unit.
This service is then active 24 hours a day so that
public access as a reporter to investigators is
unlimited and transparent.
3) Public trust can be increased again by giving the
impression of deep concern for the community
through direct involvement in a community
activity. Make a breakthrough in the "Polres
Hadir" program as a form of police presence at
every event or moment of community activity.
The community only needs to inform or invite
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the police through Bhabinkamtibmas to attend
the activity. The involvement of the police, in
this case, can involve all police personnel at the
East Kutai Police to realize the "Present Police"
program, which will ensure the security and
comfort of the community in performing
activities without having to hesitate about
various forms of security and order
disturbances.
4) Public trust can be improved and built properly
by increasing the responsiveness of members to
public complaints related to the institution's
existence. Optimizing the publication and
accuracy of the 110 Polri Call Center service is
a solution for improving Polri's responsiveness
to public complaints. The use of mainstream
media and social media (Instagram, TikTok,
Facebook, Twitter, etc.) will positively
accelerate the receipt of information and
services from Call Center 110 Polri. In addition,
the East Kutai Police must improve supporting
facilities and infrastructure (vehicles and
communication tools) to respond to every
complaint and report from the public.
5) Improve performance by conducting training
that can improve the personal abilities of
members in solving a problem in their field of
work. The capacity building program conducted
by Polres Kutai Timur currently refers to the
annual program designed by the National Police
Headquarters, East Kalimantan Regional Police,
and Polres Kutai Timur, which was compiled in
the previous fiscal year. Therefore, in addition
to routine programs, the capacity building of
East Kutai Police personnel is also carried out
incidentally, depending on the problems in the
community. Thus, through regular and
incidental education and training capacity-
building programs for Polri personnel to
understand the development of up-to-date laws
and regulations, including the development of
crime trends in society.
6) Improve SP2HP services that can provide up-to-
date information to the public. Referring to the
control of SP2HP services internally by the
KBO (Kaur Bin Ops) of the Criminal
Investigation Unit and externally by the Head of
the Supervision Section (Kasi Was) of East
Kutai Police SP2HP services. SP2HP services
must be accessible by the reporter as a form of
optimal police performance in handling cases to
provide community satisfaction.
7) Using SP2HP with an online system to make it
faster and more transparent in handling cases to
bridge the relationship between services that
impact the community and the reputation of the
Kutim Police. Given the online SP2HP service
that was previously (April 26, 2021) launched
by the National Police, it can no longer be
accessed by the public as a reporter. Thus,
online services are needed for time efficiency
between investigators or investigators and the
public as reporters to optimize the performance
of the police in handling cases. On the other
hand, the public can easily access the progress
of the reported case.
8) Improve the ability of members to solve
problems to further support the relationship
between optimal member performance and
service reliability. The ability "problem-solving"
is an ability that every East Kutai Police
personnel possesses. Problem-solving, starting
at the village or sub-village level by
Bhabinkamtibmas to the subdistrict level by
Polsek, is expected to enable them to solve
every problem early. Thus, not every problem
must lead to reporting or complaints of criminal
acts at the Polres level.
9) Increase high awareness of each member in
their respective fields of duty to bridge the
relationship between the level of reliability in
service to the community and the reputation of
Kutim Police. All police personnel at East Kutai
Police Station must be able to interpret the
mandate of Law Number 2 of 2002 concerning
the Indonesian National Police, as in Article 13,
that the main duties of the police are to maintain
security and public order, enforce the law, and
provide protection, protection, and services to
the community. It must be understood that this
task is not Polri's burden on personnel at the
East Kutai Police in a particular field. Still, in
effect, everyone is responsible for implementing
the law. Implementing this main task is always
carried out with predictability, responsibility,
and transparency, with justice for the
community.
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Contribution of Individual Authors to the
Creation of a Scientific Article (Ghostwriting
Policy)
The authors equally contributed to the present
research at all stages, from the formulation of the
problem to the final findings and solution.
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
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