International Journal of Engineering Business

and Social Science

Vol. 2 No. 04, March-April 2024, pages: 1218-1231

e-ISSN: 2980-4108, p-ISSN: 2980-4272

https://ijebss.ph/index.php/ijebss

1. Introduction

parties. One party that has a long history and a vital role in Indonesian politics is the Golkar Party (Fauziah,

2023). In a democratic system, the performance of a political party is measured through the electoral support

it receives. This concept aligns with the theory of political systems and political parties, which posits that

political parties are institutions essential in representing people's aspirations and making political decisions

(Firdaus, Kartika, Suryahim, Uswatiyah, & Budiantoro, 2022).

representation of citizens in the political arena, political parties facilitate the organization and expression of

people's interests. The quality of cadres within the party significantly impacts the party's ability to achieve this

decision-making process. Furthermore, political parties become carriers of political visions and policy ideas,

form political platforms, carry out voter mandates, and create policy discourses that reflect the interests of

society. Thus, political parties are key players in the political process and critical architects in building inclusive

and meaningful democracies.

Order era, has become a significant actor in Indonesian politics. The party's performance is not only measured

by the number of seats won in general elections but also by the participation of its members in the legislative

and executive processes.

the interests of society and the government. They are prime movers in shaping public policy, articulating

but also influences the direction and reputation of the party in political dynamics. According to (Diamond,

2020), cadres' quality is vital to democratic success, influencing party performance and its ability to carry out

political tasks. Transformational leadership is a critical element in improving cadres' performance, motivating

them to achieve party goals, developing a shared vision, and actively contributing to the success of political

parties. In the context of political parties, transformational leadership not only acts as a manager but also as an

agent of change capable of inspiring the passion and dedication of cadres, ensuring the party achieves a shared

vision and sustainable democratic success.

parties into more efficient, innovative, and responsive organizations. Leaders who can motivate, develop a

shared vision, and build strong commitment help the party adapt to political and societal changes. In addition,

a party's image, influencing voter perception and support. For example, if adopted in an organizational culture,

values such as transparency and accountability can create a clean and trustworthy image of the party. In

addition, corporate culture influences cadre behavior, shaping work ethic, collaboration, and integrity.

Organizational culture's norms also govern party members' actions and interactions, support desirable political

ethics, and create a positive party environment. A corporate culture that supports open communication and

innovation creates norms that promote positive change and renewal within political parties.

political parties' success. This culture creates a moral and ethical foundation consistent with party values,

guides cadre behavior, and creates norms that support party goals. In a changing and competitive political

context, a strong organizational culture is an invaluable asset in maintaining the integrity and effectiveness of

roots in the New Order era and developed into a dominant political force. However, after the fall of the Suharto

regime, the party faced new challenges that highlighted the importance of cadre quality in changing political

dynamics. Golkar Party cadres must adapt to political changes, understand voter diversity, and strengthen the

party's identity. Understanding the role and history of the Golkar Party and evaluating the quality of cadres is

crucial in devising the right strategy to maintain and improve the party's position in dynamic Indonesian

politics. The quality of good cadres is a valuable asset in achieving political goals and ensuring the sustainability

and relevance of the Golkar Party in Indonesia's political development.

factors such as political knowledge, communication skills, and leadership abilities. In-depth political knowledge

enables cadres to articulate the party's vision convincingly, while practical communication skills help them woo

goals, making cadre competence a key element in achieving political success.

engagement, or cadre engagement, is a significant mediating variable in the context of political parties.

Employee engagement refers to party members' level of involvement and commitment to their party. A study

examining volunteer involvement in political parties highlights how vital cadre involvement is in improving

party performance. The participation of cadres creates a solid commitment to the party, which in turn

contributes to the success of the party.

actively participate in party activities and support the party's vision. This engagement also affects cadre

retention rates, creates stability in the party workforce, and contributes to the continuity of political strategy.

organizational culture, and cadre competence on political party performance, helping to achieve tremendous

political success.

describe and measure the extent to which factors such as transformational leadership, organizational culture,

and cadre competence affect the performance of Golkar Party cadres with the involvement of cadres as

mediators. Recent data and related research findings will enable a deeper understanding of the

interconnectedness of these factors. They will provide a sharper view of how to improve the quality of political

party cadres in Indonesia, which will ultimately positively impact the development of democracy in the country.

With more up-to-date data updates and research, we will have more profound insights into how improving the

quality of political party cadres, especially in the Golkar Party, can contribute to the development of democracy

organizational performance, taking inspiration from 2022 studies. The study focuses on the influence of

Transformational Leadership, Corporate Culture, and Competence of cadres on the Job Performance of Golkar

Party cadres, with Employee Engagement as a mediation variable. The identification of independent variables

Data was collected through an online questionnaire using purposive sampling from a population of 108 Golkar

Party cadres. It is hoped that this method can provide an in-depth understanding of the factors that influence

the performance and involvement of Golkar Party cadres in the context of political organization.

3. Results and Discussions

most respondents having a Bachelor's (S1) level. The job profile shows a diversity of professions, from employee

to self-employed, with 36 respondents each. Marital status and tenure highlight the diversity of life experiences

and involvement in party structures. An in-depth analysis of these characteristics can better understand party

members, guide recruitment strategies, and develop inclusive policies.

b. Descriptive Analysis of Research Variables

descriptive results are as follows:

TL3

The leader of the Golkar Party

of its cadres

for each indicator, providing a deeper understanding of respondents' perceptions of aspects of transformational

descriptive results are as follows:

Performance variable has a mean of 4.2122 with a standard deviation of 0.82903 from 108 respondents, which

means that the average respondent agrees with all the statements above. Of the four dimensions above, Career

Development and Personal Growth have the highest and lowest mean in the Sense of Involvement in the Party

Decision-Making Process.

Here is an analysis of each hypothesis:

H1

H2

Not

Employee Engagement, with an estimated path coefficient of 0.216. This result is reinforced by a Critical Ratio

value of 2.812 and a significant p-value of 0.005. Therefore, it can be concluded that the hypothesis of the path

That is, the higher the Transformational Leadership, the higher the level of Employee Engagement that can be

Performance, with an estimated path coefficient of -0.019. This finding is reinforced by a Critical Ratio value

and characteristics can provide additional insights for a deeper understanding of the dynamics between

transformational leadership and cadre performance in political parties.

is not significantly supportive. The estimated path coefficient of 0.164, with a Critical Ratio value of about 1.418

and a p-value of 0.156, shows statistical insignificance. Therefore, it can be concluded that the hypothesis of the

involvement. Nonetheless, these results may provide a basis for further reflection on how the organizational

culture within political parties may or may not affect cadre engagement levels. Additional research can explore

specific aspects of corporate culture that may or may not contribute to employee engagement in the context of

political parties such as the Golkar Party.

and Performance. The estimated path coefficient of 0.314, with a Critical Ratio of about 2.999 and a p-value of

0.003, indicates high statistical significance. Thus, it can be concluded that the hypothesis of the Corporate

between Competence and Employee Engagement. The path coefficient of 0.682, with a Critical Ratio of about

6.640 and a p-value of 0.000, indicates high statistical significance. Therefore, the path hypothesis

of engagement in party activities. Increasing the competence of individual cadres is considered to increase their

involvement in various political party activities. The implication is that competency development through

political training and education can be a relevant strategy to strengthen cadre engagement in supporting

political party goals and activities.

Competence and Performance. The path coefficient of 0.295, with a Critical Ratio of about 2.369 and a p-value

and objectives of political parties.

engagement and performance. A path coefficient of 0.455, with a Critical Ratio of about 3.503 and a p-value of

0.000, indicates that this relationship has vital statistical significance. Therefore, the Employee Engagement →

Performance pathway hypothesis can be confirmed and considered supported in the context of this study.

parties (Employee Engagement) affects the improvement of their performance. In political parties, a high level

of involvement from cadres can strengthen their connections and commitment to the party's mission and vision,