ECONOMICS JOURNAL

Touch of Humanity In Quality Culture
Increase Motivation To Work
(Study KasusPada Bina Darma University Academic Staff)

By: Wiwin Aguatian,
Abstract
This research is conducted to identity the level of understanding towards the values in quality culture among Bina Darma University academic staff, to investigate the implementation aspects of human touch in Universitas Bina Darma quality culture, to identify the relation between the human touch in quality culture aspects and motivation to work, and to identify the most Lastly factors of human dominance.
The analisys technique used were descriptive and multiple linear regression.
The findings of this study also Showed that the level of perceptions among academicians towards the human touch of quality culture is at the level of average. This reveals that Bina Darma University academic staff still Believes the existing aspects of human touch in order to implement the quality culture in Universitas Bina Darma Including that team working, information sharing and communication, empowerment, job design, creativity and innovation. touch aspects for the implementation of quality culture in the University Bina Darma.

Title: Human Touch, Quality Culture, Motivation

1.Introduction

In this era of globalization, the culture of quality (quality culture) is a major agenda in an organization to achieve its objectives. TQM (Total Quality Management) is a strategy used in the improvement of work culture of organizations around the world and serve as a tool to compete with the sophistication and reliability of the orientation of the optimum advantage. The concept of TQM is not only applied in the production sector, but also in the government, education and services. To realize the quality culture in an organization that does not take short, in this case to realize TQM required a long process, and the cost of investment is not small [Besterfield, (1995)]. Therefore, the management should have more patience in implementing TQM because TQM has a philosophy that could not be built in a day, but it has a fairly long period of time and development gradual (continuous improvement). In addition to employees or the employees need to be given enough time to understand the benefits that can be derived from the implementation of TQM.
Based on the research that has been done before, both dibindang management and engineering, TQM does give more benefits to the entire organization. TQM is to enhance customer satisfaction, teamwork, productivity, communication and efficiency. Besides TQM will bring benefits such as increase profits, reduce costs, bring new innovation, responsibility and realize a more enjoyable working environment. Research conducted by Radovilski., (1996) proved that TQM benefits which the 235 companies that have implemented TQM showed an increase in profit (21%), stocks (9%) and produksitivitas (20%) and disability (24%) and cost issued (20%). Besides TQM affect company performance, labor relations and job satisfaction. In addition, the implementation of TQM also benefit organizations that carry out in terms of reducing contention and repetition of work, minimize costs, improve efficiency and productivity, improve morale and motivation pekerjaserta reduce product defects.
To realize the objectives of TQM throughout the field, education is the main channel institsi lo bear sound generation. Educational institutions from primary schools to rank higher education was asked by the government to become a global, world-class achievers. One way ntuk educational institutions move toward this goal is to emphasize the work culture in the overall quality organisasiagar certified as ISO 9000 international standard. Therefore, the development of the education system that exists today is the organization’s productivity and overall quality of education.
Development of human resources is very important as it aims to create a highly skilled workforce, creative and dedicated in all their work so that their productivity will generate the maximum, so that ultimately will benefit the organization. To achieve this feat, Universitas Bina Darma (UBD) also emphasizes aspects of management and quality of resources is evidenced by the receipt manusia.Hal ISO 9001:2000
In line with the development of UBD and its staff, authors interested in examining the extent of the influence of the cultural aspects of human touch and implemented quality academic staff UBD.Melalui applied to this study, the authors assume that the accomplishments that have been achieved by UBD academic staff shows that UBD has successfully implementing quality culture as one culture. Along with a staff academic achievement as well, the author assumes that there is a relationship between the implementation of the human touch in the culture of quality to work motivation in UBD.
Authors interested in studying this topic for researchers in the field of cultural organizations such as Deal and Kennedy (1982) found that organizational culture has a strong influence in the organization, especially related to performance and productivity. Besides Dale and Laceless (1997) also found that due to the ever-changing environmental conditions, then TQM is a strategy that focuses on building a culture within an organization because every worker will try to resolve any problems encountered.

1.1. Problem Formulation
Based on the background above, the problem of this research are:
1. What level of knowledge of university academic staff Bina Darma the concept of value in a culture of quality?
2. How perceptions Bina Darma University’s academic staff in the implementation of the cultural aspects of the human touch of quality at the University of Bina Darma?
3. What is the level of work motivation Bina Darma University’s academic staff?
4. How the differences between demographic variables (gender and academic level) with the implementation of aspects of human touch and motivation at the University of Bina Darma?
5. How is the relationship between the implementation of the cultural aspects of human touch in the quality of the work motivation based aspects, working interest among academic staff, self-development, loyalty and commitment of staff ‘
6. What are the factors that most influence the human touch implementation of quality culture at the University of Bina Darma?

1.2. Research Objectives
In accordance with the problems in this study, it is the goal of this research is to:
1. Knowing and analyzing how academic staff level of knowledge of the concept of value in a culture of quality.
2. Know and analyze how perceptions of academic staff on the implementation aspects of the human touch in the culture at the University of Bina Darma kualits.
3. Identify and analyze how the level of work motivation Bina Darma University’s academic staff.
4. Knowing and analyzing how differences between demographic variables studied (gender, occupation and faculty) with the implementation of aspects of the human touch in quality culture and work motivation in UBD.
5. Knowing and analyzing how the relationship between the implementation of the human touch in the cultural quality of the work motivation based on aspects of interest to work among academic staff, academic staff self-development, loyalty and commitment of the academic staff at UBD
6. Knowing and analyzing the factors is the human touch that most influence in the implementation of quality culture in UBD.

2. Literature Review
2.1. Humanitarian and Cultural Quality Touches

Human touch is an aspect that describes the involvement of employees in an organization. Being human touch is also the process of building a sense of ownership among the stakeholders in the organization, the human touch is a form of human resource management-oriented human development that encapsulates the values and ethics of workers associated with pekerjaan.Oleh Therefore, the human dimension of this approach ensures that the empowerment , trust, openness and flexible work environment is the human touch factor in human resource management.
To achieve the performance, quality and excellence, every organization must have a competing factors, which include a standard of achievement have the quality, quantity sufficient, aggressive marketing, efficient distribution channels, the service friendly and so forth. This suggests that quality plays an important role in a world filled with competition usahayang. Some experts in the field of quality has a lot to contribute to the industry throughout duniamengenai execution quality. The experts birth pretext build quality assessment organizations in the philosophy and methods of each. All the experts agree that quality can not be obtained by straightforward but requires commitment and support from the leadership, which eksptensifdan ltihan participation of all workers.
Deming (1982) defines quality as a predictable, equations and probability, at a low cost and appropriate prevailing market value. In this case, the quality of a service and the output has a lot of scale. Deming also a supporter of cultural theory keikusertaan workers in corporate decision-making. Deming argued that to improve productivity, management must focus on human and system. For the human factor, the thing to note is the involvement of workers in decision-making, objectivity, teamwork and a balanced compensation system. In addition to the assumption that human beings are the most important resource in improving the productivity and quality of the organization, Deming also confirmed that individuals who aspire to do their best, it is also necessary to know what to do.
Originator of the idea of the birth of the concept of integrated quality management system or Total Quality Management (TQM), Feigenbaum, donated two approaches in discussing quality, namely [Feigenbaum, (1994)]:
i) Quality is the responsibility of all parties bersana in an organization that started from the party leadership to subordinate level. TQM should provide a strong foundation of quality to form a positive commitment among pekerjadalam a business organization. The positive influence of TQM will increase workers’ sense of responsibility towards the quality of the output or product. In this case, quality is not only related to the specific department but involves other departments such as marketing, finance, research and development, and so forth.
ii) The organization must be added the cost control (cost control) and cost control failure (cost control failure) in a quality improvement program. Cost control is measured by two prnsip, covering the costs of prevention and appraisal costs. Cost control failures also measured by two principles, namely internal failure costs and external failure costs. According Figenbaum, if the many mistakes made by the cost of failure will be higher. For that we need an increase in the budget of failure prevention.

When viewed from the perspective of human / social workers are the major party most interested in the organization (Dahlgaard, 1999). Quality, responsibility and ownership is the most important thing in an organization to achieve its mission and goals. In other words, employees are the most valuable asset, the prime mover and the most decisive in an organization. Conti (2002) considers workers need to be categorized as investors as they invest the personal set of the organization, in the form of skills, knowledge and dedication. Personal assets tersebutmerupakan workers yangpaling valuable asset than just business profits ° Based semata.alam establish the identity of an organization that achievement, cultural relations and quality are the main components to enhance the competitiveness of the organization. According to this model, there are four dimensions that need to be considered by management in establishing a comprehensive quality culture (Total Quality Culture), the external environment, trading strategies, system management and workers. Of this model can also be seen that the worker is a major variable in shaping the culture of quality in an integrated way. This proves that the aspect of the human touch in an organization need to be given special attention by the management to improve performance and organizational performance.

2. 2.Teori Job Satisfaction ‘Herzberg’s Two Factor’
This theory was put forward by Frederick Herzberg, a psychologist and management in 1966 (Gibson, 2006). This theory is also known as Factor Theory of Job Satisfaction, Intrinsic and Extrinsic Theory or Theory of Hygiene and Motivator depending on the issues to be discussed. Results of research conducted by Herzberg, produced two conclusions are:
a) There is one form of extrinsic aspects in the context of the work, including the factors salaries, status and working conditions. The presence of these factors does not guarantee the satisfaction of the job, but if there are no factors described above will lead to job dissatisfaction. Extrinsic factors is recognized as a factor of dissatisfaction or hygiene factors.
b) There is also an intrinsic aspect of form in a work context, including the desire for achievement factor, the increase in responsibilities, and realization of the work.
Based on the chart below, Gibson (2006) describes the implications of Herzberg’s theory to the field of management.
i) Low Discontent Work, High Job Satisfaction – workers who earn satisfactory, have job security and good relationships with co-workers (the form factor is not a form of hygiene = job dissatisfaction), and given the challenging work will encourage kredibilitinya.
ii) Low Discontent Work, High Job Satisfaction – workers who earn satisfactory, have job security and good relations with co-workers (the form factor is not a form of hygiene = job dissatisfaction), but if not given a challenging job that will encourage credibility, workers will quickly get bored with the work she does and will not be motivated.
iii) High Keidakpuasan Work, Low Job Satisfaction – workers who receive a satisfactory salary, have no job security and poor relationships with colleagues and supervisors (not a form of hygiene factors – high job dissatisfaction stage), and not given challenging work credibility. Workers will feel bored and not motivated.
Organizations: Behavior, Structure Process ad. 12th Ed. Boston: McGraw-Hill/Irwin
From the graph above also can be concluded that the motivations, accomplishments prilakudan a related both directly and indirectly. Therefore, the motivation is to be considered by the management depth to improve performance and achievements of the organization. In this case, a positive attitude is a manifestation of a positive motivating factor, high and influential. While high achievement depends on motivation and positive behavior of an individual. This means that high achievement is dependent of the success in achieving the goals of the organization. Workers who are satisfied with their work situation will show high productivity. Thus, high productivity also came from increased motivation factor.

2.3. Motivation Model: The Relationship Between Employee Attitudes and Quality Culture

Most of the board at present has mengenalpasti that free cultural distinction may give the impression to the motivation to work and work behavior Sanchez-Runde and Steers, (2003) in, Porter et. al (2003), menyimpulakan that management must recognizes that cultural differences will mepengaruhi motivation and behavior of a indiviu work. With the establishment of a good culture, will give great rewards in the organization. This is because workers behave and give positive feedback on their work environment. Therefore, efforts to motivate employees is not an easy job and it is a form of responsibility organization / company. In addition, the level of motivation of each individual is different from one another, depending on the perceptions, instincts, values and beliefs of the individual and the work they do forms of remuneration as desired. . .
Motivation, work performance, productivity and quality is an issue that should be given special attention in an organization or company. In essence, an individual in performing a task can be maximized if the worker is motivated. His form a culture that has hrmoni and uniformity in an organization can connect all elements of the organization and to complement one another.
Then, the man is always interacting with the environment, human relations sagatlah important because it is the main factor that will affect productivity. If an organization or company is not sensitive, sensitive and even apply o good human relations, the organization will be faced with many problems relating to human and kemanusiaan.Dampak onwards, the company has a climate that is not efficient secret societies and will further reduce productivity. Hl This means that success in motivating workers depends on the management’s success in aligning kepeentingan organizations and individual interests within the organization.

3. Research Methods
3.1. This type of research

This type of research is used to determine the effect of human touch which is reflected in the culture of quality to work on academic staff motivation UBD is survey research. Survey research is research conducted in large and small populations, but the data is the data studied samples taken from the population, so the events are found relative, and the relationship between variables dictribusi sociological and psychological.

3.2. Description of variables
3.2.1. Variable-Free
The independent variable is a variable that can affect or be cause changes or the emergence of bound variable.
The independent variable in this study is the human touch is seen from the 5 aspects of a culture of quality, namely:
1. Teamwork, 2. Information sharing (sharing information), 3Pemberdayaan (Empowerment) 4.Kreativitas, 5Inovasi

3.2.2. Dependent Variable
The dependent variable / dependent is a condition or characteristic that changes or appears or does not appear when researchers mengintroduksi, amend or replace the independent variable (Best, JW, 1982 p. 82). The dependent variable in this study is motivation that seen from 4 aspects:
1. Development, 2.minat to work, 3.Kesetiaan, 4.Komitmen

3. Data 3.Deskripsi
3.3.1. Primary Data
Primary data is data obtained by researchers from the distribution of questionnaires to the respondents. Use of the questionnaire is intended to gather information about the human touch through the cultural quality of the work motivation. The research was conducted in groups (clusters) at the University of Bina Dara Palembang. The population in this study are all UBD academic staff spread over 6 127 people sebnyak faculty academic staff. In this sampling method sample groups. In this study, samples taken proportionally from each faculty group.
Samples used to describe the overall study population., Sample is a way to collect some of the elements that were examined, the closer the sample to the population, the better the results will be obtained. Of academic staff population of 127 people, the number of samples corresponding to the population is 97 people. From the sample, the researcher will take a sample of each faculty in proportion to the following formula:

Where;
= Size of the sample group, N = Number of population, = population group, n = sample size of the overall population
Based on the formula above, the distribution of samples to be taken in this study are as follows:

Table 1 Number of Sample UBD Academic Staff

Faculty Total Population ()
Total Sample ()

Faculty of Economics 40 31
Faculty of Computer Science 50 38
Faculty of Engineering 18 14
Faculty of Psychology 10 5
Faculty of Communication 2 1
Faculty of Language and Literature 7 5
Total Population Overall N = 127 n = 97
Source: General Administration Bina Darma University, October 2008

The questionnaire consists of three parts, namely the A, B, C and D, as follows:

Category Distribution Questionnaire

Part Category Number of Questions
A Background of Respondents (Demography) 8
B Level of Respondents Toward Understanding Cultural Values Quality 10
C Implementation Aspects of Human Touch in quality culture in UBD 25
D Work Motivation 15
Overall Question Number 58

Part A is abouback ground questionnaire respondents. The goal is to obtain information about the respondents themselves, such as age, gender, marital status, duration of work, school, grade performance, accomplishments ever achieved.
Part B is to look at the questionnaire respondents’ level of understanding of the cultural values of quality. In initerdiri part of the question relating to the merits or benefits obtained with the implementation of the organization’s quality culture. Indicators of this questionnaire were taken from 6 cultural value.

The questionnaire in this section in the form of structured questions using a Likert scale with 5 as follows:

Score Details
1 Strongly Disagree (STS)
2 Disagree (TS)
3 Undecided
4 Agree
5 Strongly Agree

Section C questionnaire was to determine the respondent feedback on the implementation aspects of the human touch in a quality culture in UBD. For this section respondents were asked to answer a questionnaire based on their perceptions of aspects of human touch applied in the implementation of quality culture in UBD. The questionnaire section in the form of structured questions using Likert scale that has the same scale as part B.
In section D, the questionnaire aimed to determine the factors that affect the motivation of respondents. In this section, respondents will answer questions based on the respondents’ perception of their motivation for the implementation of quality culture in UBD. Section D questionnaire is divided into three parts, namely the development of self-interest in the work, loyalty and commitment in the form of a structured questionnaire with a Likert scale questionnaire was also used in parts B and C.

3.4. Data Analysis Techniques
Data obtained from the questionnaires were analyzed using quantitative analysis using the Statistical Package For Social Science (SPSS). The statistical test used in this research is descriptive analysis, correlation analysis and statistical tests nonparametris.

3.4.1. Descriptive Analysis
Descriptive analysis is used to describe the parts A, B, C and D of the questionnaire. Measurements used descriptive analysis is a measure of the central value. This is because the size of the central value is a value that can represent the entire central data values. In this study, there are three central values are used, the value of the average, median and mode.
Rule descriptive statistics are also used to indicate the frequency distribution. Frequency distribution is used to indicate the distribution of respondents’ level of understanding of cultural values in quality, the level of agreement of respondents on the implementation aspects of the human touch in the culture of quality, and motivational aspects of working at UBD. After doing the tabulation on the questionnaire, the results of the tabulation of the frequency distribution table will be made using the following method;

Distribution Frequency Questionnaire B, C and D
Interval Specification
1 to 2.33 Low
2.34 to 3.67 Medium
368 to 5.00 Height

3.4.2. Test Nonparametric Statistics
Nonparametris selected statistical test to answer the fourth goal in this research is to compare the differences in background of respondents by gender and level of academic departments on the implementation of quality culture and work motivation of respondents. The selection of test equipment is based on the data obtained will form the data is ordinal. Therefore, differences by gender will be using the Mann-Whitney U test This is due to test equipment included respondents’ perceptions of the two groups of samples which are not interconnected. As for the category of academic levels, the data will be analyzed is by using the Kruskal-Wallis test equipment. This is because there are two or more groups of samples that are not interconnected to be compared. The test results will be seen with a confidence level of 0.05.

3.4.3. Correlation Analysis
To determine the relationship between the implementation of quality culture of humanity in the work motivation, the researchers will use the Spearman rank correlation test. Spearman rank correlation is used to find a relationship or associative hypothesis significance testing when each ordinal variable associated form, between variables and data sources are not necessarily the same.

4. Results and Discussion.
Respondents will 4.1.Tingkat Understanding Value In Quality Culture
Respondent’s level of understanding of the value of donated research in cultural quality also tested. In this section, the distribution of the questionnaire aimed to see whether respondents know the benefits of an organization implementing and applying the quality culture among academic staff. The results of the analysis shown in table 4.1.
4.1.Tabel
Rate Against Understanding respondents
Value In Quality Culture

Statement 1 2 3 4 5 6 7 Qty
ATS STS TS TP AS S SS
1. The implementation of quality culture can increase the productivity of individuals and organizations f 1 1 2 4 8 31 17 64 5.78
% 1.6 1.6 3.1 6.3 12.5 48.4 26.6 100
2. Quality culture is more focused on teamwork in employees, users and customers f 1 0 1 6 11 30 14 64 5.75
% 1.6 0 1.6 9.4 17.2 46.9 23.4 100
3 culture can improve the quality of organizational culture f 1 0 2 4 9 28 20 64 5.87
% 1.6 0 3.1 6.3 14.1 43.7 31.2 100
4. Used to improve organizational commitment and passion f 1 1 1 3 15 28 15 64 5.72
% 1.6 1.6 1.6 4.7 23.4 43.7 23.4 100
5. It is an initiative to promote increased achievement f 0 1 1 2 12 28 20 64 5.95
% 0 1.6 1.6 3.1 18.7 43.7 31.3 100
6. Can promote open communication and fostering confidence in all concerned f 1 1 3 10 12 22 15 64 5.45
% 1.6 1.6 4.7 15.6 18.7 34.4 23.4 100
7. A balance between humanity and the financial aspects of the organization’s goals f 0 1 6 8 23 9 17 64 5.31
% 0 1.6 9.4 12.5 35.9 14.1 26.6 100
8. It is a culture of mutual cooperation, support and sharing. f 1 1 3 6 12 24 17 64 5.61
% 1.6 1.6 4.7 9.4 18.7 37.5 26.6 100
9. It is a culture of innovation, making learning resikodan with f 1 1 2 9 13 23 15 64 5.52
% 1.6 1.6 3.1 14.1 20.3 35.9 23.44 100
10. The desire to compete and continuous improvement f 0 1 2 9 13 23 16 64 5.61
% 0 1.6 3.1 14.1 20.3 35.9 25 100
The average value of respondents’ overall understanding of the cultural values of quality 5.66
Description:
From the results of data processing, understanding respondents’ cultural values in moderately high quality with an average score of 5.66. This proves that the majority of academic staff understand the importance of an organization in implementing a culture of quality. In addition, from the above results can also be concluded that the majority of academic staff to know the basic concepts and values that exist in the culture of quality.

Respondents 4.2.Persepsi Implementation Aspects Against In Touch Humanity Quality Culture in UBD

The questionnaire in this section aims to look at the perception of the respondents on the implementation aspects of the human touch in quality culture in UBD. Respondents’ perceptions were measured using a Likert scale, as described in detail in Chapter 3 Methodology of research. The results of the analysis of Part C are shown in Table 4.2
.
Distribution of Respondents Perceptions Toward
Implementation of the Working group at UBD

Statement 1 2 3 4 5 Qty
ATS CS S SS TS

A) ASPECT group work
1. Most of the staff in my department can work well in groups f 4 14 7 30 9 64 3.41
% 6.2 21.9 10.9 46.9 14.1 100
2. Each academic staff in my department has a high semngat group f 3 11 8 34 8 64 3.52
% 4.7 17.2 12.5 53.1 12.5 100
3. Units or departments to cooperate as needed f 3 13 12 25 11 64 3.44
% 3 26 36 100 55 100
4. I am more comfortable working in groups than individually f 4 11 7 32 10 64 3.52
% 6.3 17.2 10.9 50 15.6 100
5. UBD culture emphasizes group work than the individual f 2 12 10 28 12 64 3.56
% 3.1 18.7 15.6 43.7 18.7 100
The overall average value 3.49 Aspects of Working Flocking

Description:

The analysis showed that the overall mean score on the aspect of group work at 3.49. This means, the respondents are agreed on the implementation aspects of group work in UBD. In other words, the respondents are agreed that aspects of group work can be carried out in a civilizing quality although not totally implemented by all academic staff at UBD.

4.3. Distribution of Respondents Perceptions Regarding Implementation of Information and Communication Division of UBD
Table Distribution of Respondents Perceptions Toward
Implementation of Information and Communication UBD

Statement 1 2 3 4 5 Qty
ATS CS S SS TS

B) SHARING INFORMATION AND COMMUNICATION
1. Communication in UBD is open and honest f 3 9 19 25 8 64 3.41
% 4.7 14.1 29.7 39.1 12.5 100
2. The management at UBD willing to share information with other staff f 6 11 15 27 5 64 3.22
% 9.4 17.2 23.4 42.2 7.8 100
3. UBD long-term goals are clear and understood by all academic staff f 4 14 16 23 7 64 3.23
% 6.2 21.9 25 35.9 10.9 100
4. Quality culture in UBD very supportive attitude to sharing information and knowledge with other academic staff f 6 13 15 25 5 64 3.16
% 9.4 20.3 23.4 39.1 7.8 100
5. UBD academic staff are very encouraged to give their opinions and their views on issues that occur f 5 13 16 24 6 64 3.2
% 7.8 20.3 25 37.5 9.4 100
The overall average value Aspects “Information Sharing and Communication” 3.24

In the aspect of “Information Sharing and Communication”, the analysis shows that the average score was 3.24. This would mean that the level of agreement of respondents to the implementation of this aspect is to be on stage quite agree. In other words, the respondents are agreed that there is still UBD information sharing and communication in the field but the implementation is still lacking.

4.4. Distribution of Respondents Perceptions Toward Implementation of Empowerment in UBD

Distribution of Respondents Perceptions Toward
Implementation of Empowerment in UBD

Statement 1 2 3 4 5 Qty
ATS CS S SS TS

C) ASPECTS OF EMPOWERMENT
1. In UBD, I can determine the best way to complete a task f 4 7 22 26 5 64 3.32
% 6.3 10.9 34.4 40.6 7.8 100
2. I have many opportunities to develop my skills in UBD f 10 13 21 17 3 64 2.84
% 15.6 20.3 32.8 26.6 4.7 100
3. My boss trusts me in carrying out daily tasks imposed f 3 8 20 27 6 64 3.39
% 4.7 12.5 31.3 42.2 9.4 100
4. UBD academic staff have the opportunity to use their skills to the maximum f 2 6 15 29 12 64 3.67
% 3.1 9.4 23.4 45.3 18.7 100
5. The management at UBD can give authority to make a decision f 6 11 31 10 6 64 2.98
% 9.4 17.2 48.4 15.6 9.4 100
The overall average value 3.24 Empowerment Aspects

The analysis showed that the average overall score on the aspect of empowerment is 3.24. This means that the respondents are agreed on the implementation aspects of empowerment in UBD. In other words, the respondents agree that the empowerment aspect of this is done in the civilizing qualities in UBD but the implementation is still not implemented fully. From this analysis also suggests that the authority of academic staff in doing their duties are limited and the management are still set the way academic staff work in certain things.

4.5. Distribution of Respondents Perceptions Toward Implementation of Creativity and Innovation in UBD

Distribution of Respondents Perceptions Toward
Creativity and Innovation Implementation of UBD

Statement 1 2 3 4 5 Qty
ATS CS S SS TS

C) ASPECTS OF CREATIVITY AND INNOVATION
1. I was very encouraged to find new methods to do a job in my department f 4 14 7 30 9 64 3.41
% 6.2 21.9 10.9 46.9 14.1 100
2. Ideas and input are very well received by the faculty and management f 3 11 8 34 8 64 3.51
% 4.7 17.2 12.5 53.1 12.5 100
3. Staff who have innovated greatly appreciated and given rewards by UBD f 3 13 12 25 11 64 3.44
% 4.7 20.3 18.7 39.1 17.2 100
4. In UBD, academic staff will not be blamed if the new ideas implemented not bring results f 4 11 7 32 10 64 3.51
% 6.3 17.2 10.9 50 15.6 100
5. Ideas, suggestions and feedback are very encouraged at UBD f 2 12 10 28 12 64 3.56
% 3.1 18.7 15.6 43.7 18.7 100
The overall average value 3.49 Aspects of Creativity and innovation

In the aspect of creativity and innovation, the analysis shows that the average overall score of 3.49. This indicates that the respondents are agreed that aspects of creativity and innovation is supported in civilizing qualities in UBD but its implementation is still limited.

4.6. Distribution of Respondents Perceptions Toward Implementation of Work Design (Design Work) at UBD

Distribution of Respondents Perceptions Toward
Design Implementation Working in UBD

Statement 1 2 3 4 5 Qty
ATS CS S SS TS

C) ASPECT DESIGN WORK (WORK DESIGN)
1. I am free to make decisions related to my job. f 3 13 8 29 11 64 3.5
% 4.7 20.3 12.5 45.3 17.2 100
2. I use the different abilities in performing tasks f 4 12 7 32 9 64 3.47
% 6.3 18.7 10.9 50 14.1 100
3. I used the information directly and obtain rapid feedback in relation to my work f 2 25 9 21 7 64 3.09
% 3.1 39.1 14.1 32.8 10.9 100
4. I have freedom in my work f 4 14 9 27 10 64 3.39
% 6.2 21.9 14.1 42.2 15.6 100
5. My task involves the overall settlement with tangible results f 2 13 11 29 9 64 3.47
% 3.1 20.3 17.2 45.3 14.1 100
The overall average value 3.38 Aspects of Design Work

In the aspect of design work, the analysis shows that the average overall score was 3.38. This means, the respondents are agreed on the implementation aspects of the design work there is to do in the civilizing qualities in UBD but the implementation has not been done in total.

4.7. Overall average Respondents Perceptions Toward Implementation Aspects of Human Touch at UBD

The results of the analysis of the results showed the overall average value for the implementation of aspects of the human touch in quality culture in UBD at 3.37. This means that the perception of academic staff on the implementation aspects of the human touch is enough. In this case, the respondents are agreed on all aspects of the indicator in the implementation of the human touch in quality culture in UBD albeit at a minimal level. In some aspects of the study materials, only the aspects of empowerment that has a higher value than other aspects although only slightly higher than the aspects of creativity and innovation. Empowerment aspect is due to the high duties of a more academic staff associated with the work done by yourself so it does not directly affect the value of the aspects of empowerment. While the lowest value shown by the aspects of group work and information sharing and communication. This is because academic staff find the information sharing system and komunikas in UBD is not in line with the concept of quality culture should be carried out by an organization.

4.8. Distribution of Respondents Perceptions Toward Self Development at UBD

Distribution of Respondents Perceptions Toward
Personal Development In UBD

Statement 1 2 3 4 5 Qty
ATS CS S SS TS

A) DEVELOPMENT OF SELF
1. I have always given the opportunity to develop a career f 2 7 13 33 9 64 3.62
% 3.1 10.9 20.3 51.6 14.1 100
2. I have a good career in UBD f 4 6 15 28 11 64 3.56
% 6.2 9.4 23.4 43.7 17.2 100
3. I do a lot of training programs to improve my ability f 2 28 10 16 8 64 3
% 3.1 43.7 15.6 25 12.5 100
4. I have always given the opportunity to work on challenging tasks f 4 15 12 23 10 64 3.31
% 6.2 23.4 18.7 35.9 15.6 100
5. I am very optimistic about my future in UBD f 5 19 16 17 7 64 3.03
% 7.8 29.7 25 26.6 10.9 100
The overall average value 3.31 Development

The results of processing the data in the table above shows the average value of self-development of academic staff at UBD is 3.31. This indicates that the respondents have enough motivation to work with the implementation of aspects of the human touch in quality culture in UBD. In other words, the respondents are agreed that the implementation of aspects of the human touch in quality culture can motivate academic staff to develop their potential at UBD.

4.8. Distribution of Respondents Perception Of Working Interest in UBD

Distribution of Respondents Perceptions Toward
Interest in working at UBD

Statement 1 2 3 4 5 Qty
ATS CS S SS TS

A) WORKING INTEREST
1. I always want to give the best for UBD f 5 9 7 29 14 64 3.59
% 7.8 14.1 10.9 45.3 21.9 100
2. I am proud to work at UBD f 3 10 5 31 15 64 3.70
% 4.7 15.6 7.8 48.8 23.4 100
3. I find my job interesting and fun f 3 12 7 31 11 64 3.55
% 4.7 18.7 10.9 48.4 17.2 100
4. I am satisfied with my current job is f 4 11 8 32 9 64 3.48
% 6.2 17.2 12.5 50 14.1 100
5. For me work is exciting f 3 6 9 32 14 64 3.75
% 4.7 9.4 14.1 50 21.9 100
The overall average value 3.62 Working Interests

In the aspect of working interests in UBD, shows the overall average value of 3.62. This means that the working interest owned by the respondent in relation to the implementation of the cultural aspects of human touch is pretty high quality. In other words, the respondents are agreed that the aspect of the human touch in the implementation of quality culture can motivate academic staff to enhance the interest and responsibility of the work of the academic staff.

4.9. Distribution of Respondents Perception Of Loyalty and commitment in UBD

Distribution of Respondents Perceptions Toward
Loyalty and Commitment
Statement 1 2 3 4 5 Qty
ATS CS S SS TS

A) WORKING INTEREST
1. I feel my future is with UBD f 2 9 11 24 18 64 3.73
% 3.1 14.1 17.2 37.5 28.1 100
2. UBD has always celebrated the achievements that have been obtained, together with the academic staff f 3 4 8 35 14 64 3.83
% 4.7 6.2 12.5 54.7 21.9 100
3. In UBD, academic staff are treated fairly and with respect f 3 6 8 34 13 64 3.75
% 4.7 9.4 12.5 53.1 20.3 100
4. I have no reason to leave the UBD f 4 6 18 29 7 64 3.45
% 6.2 9.4 28.1 45.3 10.9 100
5. I love where I work f 3 8 17 25 11 64 3.52
% 4.7 12.5 26.6 39.1 17.2 100
The overall average value loyalty and commitment of 3.65

4.6. Difference Analysis of Demographic Variables Against Humanity In Touch Implementation Aspects and Quality Culture at the University of Bina Darma motivation

In this section penelitia will see the difference in the perception of the respondents on the implementation aspects of the human touch in quality culture and work motivation in UBD is seen from the demographic factor. The difference between demographic variables will be measured using the Kruskal-Wallis and Mann-Whitney U test

Differences Demographic Variables for the implementation of the Cultural Aspects of Human Touch and Quality Motivation At Bina Darma University

Aspects of Human Touch In Quality Culture Mann-Whitney U Wilcoxon W Z Asymp.Sig (2-tailed)
Working in groups 395.500 1215.500 -1.245 0.2264
Division of Information and Communication 385.000 1205.000 -1.375 0.1712
Empowerment 363.600 1183.600 -1.7052 0.1028
Creativity And Innovation 393.500 1215.500 -1.245 0.2264
Framework 391.500 1211.500 -1.304 0.2114
385.820 1206.220 -1.375 0.1876

Mann-Whitney U test is used to look at differences in perceptions by gender and implementation aspects of the human touch in a culture of quality as shown in the table above. Based on the analysis of the data, it turns out there are significant differences between the perceptions of men with female respondents perceptions of aspects of the culture of information sharing quality of the output value obtained while from the other aspects there is no significant difference between the perceptions of male and female academic staff on aspects pelksanaan touch of humanity in a culture of quality.

5.RESUME AND ADVICE
1. Conclusion
Based on the results of studies that have analyzed it can be concluded that:
1. From the analysis explains that the majority of academic staff know the basic concepts and values that exist in the culture of quality. Where academic staff understand that the implementation of quality culture can increase the productivity of individuals and organizations
2. From the analysis of the level of motivation is high and agrees to all aspects of work motivation to indicator in the implementation of the human touch in quality culture in UBD.
3. There is no difference between the perceptions of male and female academic staff on the implementation aspects of the human touch in quality culture in UBD.
4. There is a close relationship between cultural quality of the work motivation.
5. There is a relationship between the human touch in a culture of loyalty and commitment to quality.
2. Suggestion

Because of the research has been explained that the implementation of quality culture is good enough, should the University Bina Darma keep doing it continuously.

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