Organizational culture, organizational climate, and faculty performance in three Catholic universities in Indonesia: Implications for strategic directions

• Main Author: Santoso, Thomas Budi
• Format: text
• Language: English
• Published: Animo Repository 2005
• Subjects: Corporate culture; Organizational change; Catholic universities and colleges > Indonesia; Universities and colleges > Faculty > Evaluation; College teachers > Rating of; Educational Leadership
• Online Access: https://animorepository.dlsu.edu.ph/etd_doctoral/158; https://animorepository.dlsu.edu.ph/context/etd_doctoral/article/1157/viewcontent/CDTG004246_P.pdf
• Institution: De La Salle University

This study was a multi-site case study conducted in three Catholic universities in Indonesia. This was also a descriptive and a correlative research that was undertaken to; (1) describe the profiles of the three universities; (2) describe the characteristics of organizational culture; (3) describe the characteristics and gaps of organizational climate; (4) describe the characteristics of faculty performance; (5) determine the relationships of organizational culture, organizational climate, and faculty performance; (6) propose the strategic directions for managing organizational culture and organizational climate of each of those three universities. The units of analysis of this study were three Catholic universities that were located in the three dioceses in Java Region, Indonesia; namely: Widya Mandala Madiun Catholic University, Soegijapranata Catholic University, and Widya Karya Catholic University. The respondents were the full-time faculty members and administrators of each of the three universities who were purposively selected on the basis of: the length of experience, the completion of the probationary status, and the attainment of the formal academic rank. This study employed a set of developed instruments such as those for assessing: (1) organizational culture; (2) organizational climate; and (3) faculty performance. In gathering the data, this study used questionnaires and document findings. In analyzing the data, the study employed descriptive statistical analysis, Spearman Correlation Coefficient, and simple content analysis. This study found that: (1) the profiles of each of the universities were varied. The most interesting condition was about the composition of the students of each of the three universities that was dominated by the College of Economics, even though this study program was seemingly generic. (2). The types of organizational culture of each of the three universities were very specific, and there were no single culture-type. In terms of the strength of the organizational culture, however, all of those were categorized in the weak area. Moreover, the study found that the organizational values of each of the three universities that were perceived by the respondents were mostly inconsistent with the essence of the vision and mission statements of the university. (3). The characteristics of organizational climate of each of the three universities were also dissimilar from each other, including the seven organizational climate dimensions. Moreover, the gap between the actual and the ideal position of organizational climate of each of the three universities were positioned in the warning and low gap area. (4). The characteristics of the faculty performance of each of the three universities were varied; and, its positions were in the low and lowly moderate performance area. (5). The relationship of organizational culture and organizational climate of each of the three universities was positively significant. Meanwhile, the relationships of organizational culture and organizational climate to faculty performance were not significant. (6). Three ‘grand strategies’ and the continuance strategies were proposed to each of the three universities. The implementation of those strategies, however, was dependent on the deliberation of the university administrators. Based on the finding and its implications, several recommendations were made such as; (1) the concept of the management by values (MBV) should be considered as the ‘basic need’ of each of the three universities in accordance with the vision-mission and the perceived organizational values expressed by the respondents; (2) the regular spiritual activities, social solidarity, community services, cultural appreciation, and other activities for nurturing the attitudes of openness should become the integral parts of the university strategy; (3) the follow up of the proposed strategies would by fully positioned on the deliberation of the university administrators; (4) the leadership training for university leaders should also become the integral part of the university strategy; (5) the expansion of the study through the utilization of the additional variables and the more complex analysis would be important in the future.