Strategy to Improve Professional Commitment Through Strengthening Organizational Climate, Interpersonal Communication, Adversity Intelligence, Empowerment and Work Motivation
Authors: Nirwana Hanita , setyaningsih Sri , Hardhienata Soewarto 
Published: December 2024

This study aims to produce optimal strategies, methods, and solutions to improve professional commitment by strengthening organizational climate, interpersonal communication, adversity intelligence, and empowerment as independent variables and work motivation variables as intervening variables. The sample selected based on the Slovin formula from a population of 465 resulted in 214 samples taken by proportional random sampling in 6 Districts in Depok City. This study uses a survey method with a path analysis approach and SITOREM analysis.
The results of this study can be concluded: 1) There is a significant positive direct effect between organizational climate (X1) on professional commitment; 2) There is a significant positive direct effect between interpersonal communication (X2) on professional commitment (Y); 3) There is a significant positive direct effect between adversity intelligence (X3) on professional commitment (Y); 4) There is a significant positive direct effect between empowerment (X4) on professional commitment (Y); 5) There is a significant positive direct effect between work motivation (X5) on professional commitment (Y); 6) There is a significant positive direct effect between organizational climate (X1) on work motivation (X5); 7) There is a significant positive direct effect between interpersonal communication (X2) on work motivation (X5); 8) There is a significant positive direct effect between adversity intelligence (X3) on work motivation (X5); 9) There is a significant positive direct effect between empowerment (X4) on work motivation (X5); 10) There is a significant positive indirect effect between organizational climate (X1) on professional commitment (Y) through work motivation (X5). Work motivation (X5) cannot function effectively as an intervening variable between organizational climate (X1) and professional commitment (Y) because the direct effect is greater than the indirect effect, 11) There is a significant positive indirect effect between interpersonal communication (X2) on professional commitment (Y) through work motivation (X5). However, work motivation (X5) cannot function effectively as an intervening variable between interpersonal communication (X2) and professional commitment (Y) because the direct influence is greater than the indirect influence; 12) There is a significant positive indirect influence between adversity intelligence (X3) on professional commitment (Y) through work motivation (X5). However, work motivation (X5) cannot function effectively as an intervening variable between interpersonal communication (X3) and teacher professional commitment (Y) because the direct influence is greater than the indirect influence; and 13) There is a significant positive indirect influence between empowerment (X4) on professional commitment (Y) through work motivation (X5). Work motivation (X5) cannot function effectively as an intervening variable between empowerment (X4) and professional commitment (Y) because the direct influence is greater than the indirect influence.
The results of the SITOREM analysis show that the indicators that are still weak and need to be improved are: 1st Providing views, ideas, and concepts for the progress of the organization, 2nd Being positive towards oneself and others, 3rd Ability to interpret every word, sentence, information, and behavior of others. 4th Self-confidence to complete the work (Self Efficacy) 5th Individuals feel they have freedom, independence, flexibility in their work activities (Self Determination) 6th Concern for their work (Meaning) 7th Individuals think they play a role in efforts to achieve organizational success (Impact) 8th Organizational procedures (Organizational Procedure) 9th Recognition (Confession) 10th Status (Status) 11th Progress (Progress) 12th Attitude in facing difficulties (Ownership) 13th Attitude in anticipating the impact of problems (Reach) 14th Integration (trust and coordination) 15th Leadership support 16th Challenging work 17th Strong affection for the profession, 18th Moral obligation to remain in the organization, 19th Togetherness between morals upholding the values of the profession, 20th Lack of other alternative professions.