Causal Relationship of Performance Effectiveness of Royal Irrigation Department Officers at the Regional Irrigation Office 13

Abstract

          The objectives of this research were 1) to examine conditions of factors related to ethical leadership, organizational justice, organizational commitment, and performance effectiveness of the Royal Irrigation Department Officers at the Regional Irrigation Office 13, 2) to conduct confirmatory factor analysis of causal factors affecting performance effectiveness of the Royal Irrigation Department Officers at the Regional Irrigation Office 13 [according to the Structural Equation Model], and 3) to investigate the causal relationship on officers’ performance effectiveness according to the Structural Equation Model. A questionnaire was used to gather data from 600 government officers, permanent employees and government employees working at the Royal Irrigation Department Officers at the Regional Irrigation Office 13. Statistics applied in the analysis included percentile, mean, standard deviation, confirmatory factor analysis and path analysis using the base model LISREL Program Version 8.80. It was found that 1) factors related to ethical leadership, organizational justice, organizational commitment and performance effectiveness were of high score values when compared with the set criteria. 2) The confirmatory factors that affected the officers’ performance effectiveness according to the statistical model [Chi-square = 33.31, df = 38, P-value = 0.6859 and RMSEA = 0.000 and factor loading 0.70] were 2.1) ethical leadership which comprised 2 confirmatory factors 1) an expression of leader’s ethical actions and 2) a support to encourage followers’ ethical actions 2.2) organizational justice which comprised 4 confirmatory factors 1) remuneration, 2) process, 3) interaction and 4) system, 2.3) organizational commitment which comprised 3 confirmatory factors 1) mind, 2) retention in organization, and 3) weighted norm, and 2.4) performance effectiveness which comprised 2 confirmatory factors 1) results and 2) practices. 3) Officers’ performance effectiveness received a direct effect from ethical leadership and organizational justice at a low level (Direct Effect or DE = 0.15 and 0.14 respectively), while the direct effect from organizational commitment was at a high level (DE = 0.89). Performance effectiveness received an indirect effect from ethnical leadership via organizational justice at a middle level (Indirect Effect or IE = 0.60) while an indirect effect from organizational justice via organizational commitment was at a low level (IE = 0.47). All three factors can 80% predict a dependent variable, officers’ performance effectiveness, with a statistical significance at the 0.05 level.