Pengaruh Kompetensi dan Budaya Organisasi terhadap Efektivitas Koordinasi Penanganan Perkara Koneksitas
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Wisnu Muhammad Nuur Huda
*
Universitas Islam Jakarta, Jakarta,
Indonesia
- Hery Erdi Universitas Islam Jakarta, Jakarta, Indonesia (*) Corresponding Author
Abstract
This study analyses the effect of competence and organizational culture on the effectiveness of coordination in handling connexity cases at the Deputy Attorney General for Military Crimes (JAMPIDMIL), Attorney General's Office of the Republic of Indonesia. Handling connexity cases requires coordination among the Prosecution Service, the Military Oditurat and the Military Police, yet practice still shows recurring delays, differing perceptions of authority and non-uniform administrative formats. A quantitative causal-associative approach was applied at the central office of JAMPIDMIL. From a population of 137 employees, purposive sampling identified 64 eligible employees, and 46 complete responses were analysed. Data were collected through a closed questionnaire of 51 items on a five-point Likert scale and analysed using multiple linear regression with SPSS, preceded by validity, reliability and classical assumption testing. The results show that competence has a positive and significant partial effect on coordination effectiveness (t = 2.699; sig. = 0.010), while organizational culture is not yet partially significant (t = 1.976; sig. = 0.055). Simultaneously, both variables have a positive and significant effect (F = 23.670; sig. = 0.000) with a coefficient of determination of 0.524. The study concludes that competence is the dominant determinant, whereas organizational culture functions as a collective foundation, consistent with the Islamic values of itqan, ta'awun and syura. This study offers three contributions. Theoretically, it extends the application of the competence and organizational culture constructs from the domain of individual performance to that of inter-organizational coordination effectiveness. Methodologically, it operationalises Damhuri’s public sector coordination framework, previously conceptual in nature, into a tested eighteen-item scale. Practically, it provides an empirical basis for prioritising human resource development in work units that carry a cross-institutional coordination mandate.
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