PENGARUH KEPEMIMPINAN KEPALA SEKOLAH, MOTIVASI KERJA, DAN BUDAYA ORGANISASI TERHADAP KINERJA GURU AKUNTANSI DI SEKOLAH MENENGAH KEJURUAN WILAYAH JAKARTA UTARA

SULISTIAWATI, YANI (2020) PENGARUH KEPEMIMPINAN KEPALA SEKOLAH, MOTIVASI KERJA, DAN BUDAYA ORGANISASI TERHADAP KINERJA GURU AKUNTANSI DI SEKOLAH MENENGAH KEJURUAN WILAYAH JAKARTA UTARA. S1 thesis, Universitas Negeri Jakarta.

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Abstract

YANI SULISTIAWATI, 8105160189. The Influence of Principal’s Leadership, Work Motivation, and Organizational Culture on Accounting Teacher Performance in North Jakarta Regional Vocational High School. Thesis. Jakarta: Economic Education Study Program, Accounting Education Concentration, Faculty of Economics, State University of Jakarta. 2020. This study aims to know the influence of principal’s leadership, work motivation, and organizational culture on accounting teacher performance in North Jakarta regional vocational high school. The research method is survey method with sample of 48 teachers used proportional random sampling. The variable data of principal’s leadership, work motivation, and organizational culture using primary data is questionnaires and variable of teachers performance using secondary data is teacher perforrmance appraisal document. The results of the analysis requirements test show that the data is normally distributed and has a linear relationship. Based on the hypothesis test, it can be concluded that partially and simultaneously the principal's leadership, work motivation, and organizational culture have a positive and significant influence on teacher performance. The magnitude of the influence of principal’s leadership, work motivation, and organizational culture simultaneously on teacher performance is 87.6%. The conclusion that can be drawn in this study is that the principal's leadership, work motivation, and organizational culture are factors that affect the accounting teachers performance in North Jakarta regional Vocational High School (VHS), with the principal’s leadership being the dominant factor affecting teacher performance. The principal is expected to be able to involve every teacher whether they have position or not to take part in training to improve the teaching profession, so that there is no imbalance in professional ability between teachers and teachers will have the desire to do a better job. In addition, schools or foundations should give teachers the freedom to discussions with the principal, fellow teachers, employees, and students especially in creating new innovative ideas, so that teachers will be ready and dare to accept the risks of the work that will or already implemented. Keywords: principal’s leadership, work motivation, organizational culture, teacher performance

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