Employee Performance as Human Capital in Realizing an Integrity-Based Educational Organization
DOI:
https://doi.org/10.23960/E3J/v9.i1.17-25Keywords:
Human Capital, Employee Performance, Organizational Integrity, Leadership, ZI WBKAbstract
This study examines employee performance as human capital in realizing an integrity-based educational organization, focusing on the Directorate of Junior High Schools, Ministry of Primary and Secondary Education. Using a quantitative approach, data were collected from 122 employees and analyzed using Structural Equation Modeling–Partial Least Squares (SEM-PLS). The results show that leadership, employee competence, and work motivation significantly affect employee performance. However, employee performance shows a significant negative impact on achieving the Integrity Zone towards a Corruption-Free Area (ZI WBK), revealing a gap between administrative performance and the internalization of integrity values. Conversely, employee competence shows the strongest and most consistent positive influence on ZI WBK achievement, both directly and indirectly. The mediating role of employee performance is found to be complex and ambivalent, indicating that performance can act as both a driver and a constraint on organizational integrity if not guided by ethical values. These findings contribute to the human capital and public sector management literature by highlighting the non-linear relationship between performance and integrity in educational bureaucracy. Practically, this study emphasizes the need for integrating ethical leadership, competency development, and integrity-based performance evaluation to support sustainable integrity reforms in public education organizations.
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