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Along with the era of globalization that is full of challenges and opportunities, state apparatus is required to be able to provide the best service, oriented to the needs, satisfaction and trust of service recipients. Delegation of authority from the central government to regional governments enables the implementation of services with a bureaucratic path that is more concise and provides opportunities for local governments in the provision and improvement of service quality. The government in carrying out one of its functions as a service institution has a great responsibility for fulfilling the civil rights of the community.
One of the fulfillments of civil rights is the need for public services.
Since the enactment of regional autonomy, public services have been widely discussed, because public service is a variable that is a measure of the success of the implementation of regional autonomy. If the public services carried out by the local government are good / quality, then the implementation of regional autonomy can be said to be successful.
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After a decade more regional autonomy policies were rolled out, words or terms of public service became commonplace. All people are familiar with the name of public service, not limited to changing the mindset and orientation to mere public services. After successfully changing how the orientation and paradigm is, which is no less important is how to create better public services or in other words realize public services quality.
In line with the above, the Ministry of Administrative and Bureaucratic Reform also found that the quality of public services in government agencies was still weak and half-hearted.
Almost all government agencies provide public services to the public through one stop service or commonly called one-stop integrated services. However, there are still many deviations in implementation and seem half-hearted. Such deviations are like putting people who know him first before others, seeing the person's social status, and others. The seriousness of providing services, until now there are still many government agencies, especially regions that have not established integrated services.
The low quality of public services provided by employees is a bad image of the government in the community. For people who have dealt with bureaucracy, they often complain and are disappointed with the inappropriate behavior of employees in providing services. Poor public services have profound implications for public trust in the government. The poor public service has become one of the important variables that have pushed the crisis of public trust into the government.
The crisis of trust is actualized in the form of protests and demonstrations that tend to be unhealthy; it shows public frustration with the government. In connection with this, the improvement of public services is absolutely necessary so that the bad image of the public to the government can be improved, because by improving the quality of public services, the better public trust in the government can be rebuilt.
In addition to the quality of service factors, it turns out that there are several other factors that determine in building public trust, including culture and leadership. A good organizational culture will certainly affect the quality of good public services. This is in accordance with the opinion of in, who argued that the quality of service itself is actually influenced by many aspects, one of which is the organizational culture and the way it is organized. In organizations of course there are many factors that influence a person to achieve his goals, while the course of the organization is influenced by the behavior of many individuals who have their own interests. Therefore organizational culture is very important, because it is the habits that exist in the organization.
This is reinforced by the results of research which stated that culture has a significant effect on service quality [11-13], organizational culture has a significant effect on trust.
Likewise with leadership, because according to with the leadership style that is owned, a regional head or head of each region has different characteristics in organizing all potential in his area to create an increase in the quality of service. This condition results in the creation of different quality of public services in each region. Thus the style and model of leadership will have a strong influence on improving the quality of public services. This is reinforced by several studies stating that leadership has a significant effect on service quality [18-20], leadership has a significant effect on trust.
From the gap phenomena that occur as well as the existence of previous gap research, it is known that the trust of public can be influenced by service quality, leadership, and organizational culture, so that researchers try to identify factors that influence service quality and trust based on leadership and organizational culture.
The research was conducted at the office of Regional Government in the city of Palu. This study used a quantitative descriptive method with a causal approach with path analysis. This study analyzes the effect of one variable on another variable. The endogenous variable in this study is public trust (Y). While exogenous variables include: leadership style (X1), organizational culture (X2), and service quality (Z).
The populations in this study were all employees who were in the office of Regional Government in the city of Palu. The sampling technique used in this study is Simple Random Sampling. This technique is to obtain a sample of 200 class III and IV employees. Data collection techniques are carried out using a research instrument in the form of a questionnaire. Calculations are done with computer tools. This study is using SEM analysis tool in Lisrel and SPSS.
The results of calculating path coefficients are used to test the proposed hypothesis and measure the effects of both direct and indirect exogenous variables on endogenous variables in the structural model. Withdrawal of hypothesis conclusions is done by calculating the statistical value t each path coefficient, provided that if t-count> t-table then the path coefficient is significant and vice versa if t-count t-table (2.63), the path coefficient is very significant. Based on these findings it can be stated that there is a positive direct influence on the leadership style on service quality.
The calculation results found that the path coefficient of Organizational Culture on service quality was 0.464 with t-count = 5.28. At α = 0.01 obtained t-table = 2.66. Because the value of t-count (5.28)> t-table (2.66), the path coefficient is very significant. Based on these findings, it can be stated that there is a positive direct effect of Organizational Culture on service quality.
The calculation results found that the path coefficient of leadership style towards public trust is 0.432 with t-count = 9.24. At α = 0.01 obtained t-table = 2.66. Because the value of t-count (9.24)> t-table (2.66), the path coefficient is very significant. Based on these findings, it can be stated that there is a positive direct effect of leadership style on public trust.
The results of the calculation found that the path coefficient of organizational culture on public trust is 0.334 with t-count = 7.13. At α = 0.01 obtained t-table = 2.66. Because the value of t-count (7.13)> t-table (2.66), the path coefficient is very significant. Based on these findings, it can be stated that there is a positive direct effect of Organizational Culture on public trust.
The calculation results show that the path coefficient of service quality on public trust is 0.362 with t-count = 6.43. At α = 0.01 obtained t-table = 6.43. Because the value of t-count (6.43)> t-table (2.66), the path coefficient is very significant. Based on these findings, it can be stated that there is a positive direct influence on the quality of service on public trust.
Based on the results of the calculation of the direct influence of the Leadership Style on Public Trust the results are 0.19. In the structural model as shown in Figure 2, the Leadership Style in addition to direct influence also shows an indirect influence on public trust through service quality. The indirect effect of the Leadership Style on Public Trust through Service Quality is 0.17. Thus, the total influence of the Leadership Style on public trust, both direct and indirect, is 0.35.
The direct effect of Organizational Culture on Public Trust is 0.11. Similar to the Leadership Style, in addition to directly influencing public trust, Organizational Culture also shows an indirect influence on public trust through service quality. The indirect influence of Organizational Culture on Public Trust through Service Quality is 0.17. Thus, the total influence of the Organizational Culture on public trust, both direct and indirect, is 0.28.
Based on the findings above, the results of this study can be detailed as follows. There is a positive direct effect of leadership style on service quality of 0.21. This shows that variations in leadership style influence the variation in service quality by 0.21. The results of this study are in accordance with several studies conducted by some researcher and which stated that leadership has a significant effect on service quality. The findings of this study indicate that improving leadership style will have an impact on improving service quality. Thus, improving the quality of services can be done through improving leadership styles ranging from Section Heads to Department Heads.
There is a positive direct effect of organizational culture on service quality of 0.22. This shows that organizational culture variations affect the variation in service quality by 0.22. This is in accordance with the opinion of in, who argues that the quality of service itself is actually influenced by many aspects, one of which is the organizational culture and the way it is organized. This is also reinforced by the results of research which states that culture has a significant effect on service quality. The findings of this study indicate that improving organizational culture will have an impact on improving service quality. Thus, improving the quality of services can be done through improving organizational culture by creating and maintaining clear values, norms and organizational rules.
There is a positive direct effect of leadership style on public trust by 0.19. This shows that the variation in leadership style influences the variation in public confidence by 0.19. The results of this study are consistent with several studies conducted by which stated that leadership has a significant effect on trust. The findings of this study indicate that improving leadership style will have an impact on increasing public trust. Thus, an increase in public trust can be carried out through an increase in leadership styles ranging from Section Heads to Department Heads.
There is a positive direct effect of organizational culture on public trust of 0.29. This shows that variations in organizational culture influence the variation in public trust by 0.29. The results of this study are consistent with several studies conducted by which stated that organizational culture has a significant effect on trust. The findings of this study indicate that improving organizational culture will have an impact on increasing public trust. Thus, increasing public trust can be done through improving organizational culture by creating and maintaining conducive values, norms and organizational rules.
There is a positive direct effect of service quality on public trust by 0.11. This shows that variations in service quality affect the variation in public confidence by 0.11. The results of the study are in accordance with the results of research conducted by several studies stating that service quality also affects trust while and concluded that the quality of public services and effects were not significant on the trust. Improving service quality will have an impact on increasing public trust. Thus, increasing public trust can be done through improving the quality of services by empowering their competencies.
There is a positive indirect effect of leadership style and organizational culture on public trust through service quality of 0.17. This shows that variations in leadership style and organizational culture have an indirect effect on variations in public trust through service quality of 0.17. From these findings it was stated that an increase in leadership style and organizational culture indirectly would have an impact on increasing public trust through service quality. Thus, increasing public trust can be done through improving the quality of services that are formed thanks to the application of leadership styles and organizational cultures that pay attention to the competencies and needs of employees.
This research formulates the factors that influence public trust in a structural model. In the model it was formulated that public trust is directly and indirectly influenced by Leadership Style, Organizational Culture, and Service Quality. In other words, to build public trust in the services in the Palu city government environment can be done by improving the quality of services to the public where the quality of services is very much determined by many other factors including considering the right leadership style to the section head or the head of the service in the environment of the Palu city government and creating an organizational culture that is in accordance with the times and conditions or characteristics of the city.
Based on the results of data analysis research conducted in the Regional Government Office of Palu City, it can be concluded that:
Thus, the results of the analysis of research data can be concluded that: building public trust in the Regional Government Service of the city of Palu is positively influenced directly and indirectly by variations in service quality, leadership style, and organizational culture.
Impact of Leadership, Culture, and Service Quality on Public Trust in Government Services. (2024, Feb 17). Retrieved from https://studymoose.com/document/impact-of-leadership-culture-and-service-quality-on-public-trust-in-government-services
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