1. Introduction

Education is the most effective means and efficient way to transform science, culture and etc from one generation to the next generation. The same thing also stated by Abudinata [1] that education is one of the institutions that are directly involved with the future of humankind. In the Constitution of the Republic of Indonesia 1945 Article 31 paragraph (1) determined that every citizen has the right for education. To realize the citizens' right for education, the government shall manage and organize a national education system that is regulated by government’s legislation. National Education has the vision to realize the educational system as a social institution that is strong and authoritative to empower all Indonesian citizens for developing into a human quality who capable and proactive to answer the challenges of changing in times.

College of Health Studies (herein called as STIKES) is a form of higher education that organizes academic education and/or vocational disciplines within the scope of health. Thus STIKES graduates can continue their education to a higher level or directly enter the workforce. As Surakhmad [2] explained that education is the norm in the sense that education represents aspiration value or quality of the aspired. Qualified education is the desire of every person or institution. Community and parents expect children to receive qualified education in order to compete in obtaining good opportunities to get a job or undergo further study. As a sub-system of the National Education, STIKES essentially aims to participate to build quality of the nation in all its aspects, particularly in terms of improving the skills of the health sector.

With the increasing awareness and public awareness on the importance of health and medical institutions such as hospitals, maternity hospitals, pharmacies, pharmaceutical companies, health clinics, and health centers to meet the needs of the community- medical workers would also need to increase their skill and professionals resources from nursing, midwifery, nutrition consultant, and pharmaceuticals. Therefore STIKES comes as an answer to the problems that arise in the development of the health services industry in Indonesia, which has undergone a process of socialization and has played a distinctive role in the stage of education in Indonesia. STIKES presence also answers the needs of people who want a higher education with two levels of education (double degree): the competency skills (vocational) and science (bachelor).

The laws and regulations about health studies college changes along with the demands and refer to the National Education Act No. 20 of 2004. The Act explained that college should be a legal entity, thus the Academy of Nursing making adjustments associated with the changes. Correspondingly, the Nursing Academy converted into a College of Health Studies (STIKES) due to the development of health education that requires an increase in levels of education for the profession of nursing personnel.

One of the advantages on the development of health education in Malang is the presence of the Regional General Hospital. Unfortunately, as one of the cities of education in Indonesia, Malang has a relatively high growth in health studies-based higher education, whether diploma or degree. The number of public and private universities is 66 universities, including 5 STIKES in Malang Regency and 3 STIKES in Malang City. Therefore a system of human resource development need to be good and reliable in order to prepare lecturers to achieve the goal (mission) as determined by each institution.

People want a better health care. Providers of health workers/STIKES should be able to meet these needs include human resources, facilities and infrastructure, and the environment, and which became the main focus in the ministry are nurses who are always ready for 24 hours. Moreover, to seek integration between institutional objectives and goals of employees, we need to know what the needs of each party. Employee needs can be met through work. If an employee has met all his needs it is expected that employees are committed to the company. The high commitment of employees can affect their active support to all activities of the company. This means that the employee will work more productively. It implied that the commitment of the employees plays an important role for the continuity of the organization. Conversely, the absence of employee’s commitment is a source of catastrophe for the survival of the organization. Allen and Meyer [3] defined organizational commitment as psychological state that binds the individual to the organization. The results showed that employee commitment to the company is reflected in the performance of employees; higher employee commitment show better performance [4]. In line with these opinions, employees who are committed tends to have willingness to work hard, as it works out its duties (extra role), creative and innovative [5]. This will improve the productivity and quality of work so that companies become more competitive.

In addition to the commitment, various studies have also shown a strong correlation between employee motivations with performance. One study on the motivation and performance of teachers conducted by Shaari et al. [6] proved that the motivation to work will produce teachers with high vitality. Individuals or teachers who have high work motivation will be very thorough and responsible in their job. As the opinion of Alderfer [7] known as ERG (Existence, Relatedness and Growth) theory: Existence need are desires for physiological and material well being. Relatedness needs are desires for satisfying interpersonal relationships. Growth needs are desires for continued personal growth and development.

Employee loyalty is also suspected to have an impact on the growth of the company. Results of research conducted by Antoncic [8] showed that employee loyalty as an important factor affecting the growth of the company. Solomon [9] states that employee loyalty is the willingness to remain with the organization. Under-standing that the role of human resources is very large in achieving organizational goals, thus we conducted research on loyalty and performance of the lecturer in STIKES in Malang area. The purpose of this study is assessing the development of human resources, organizational commitment, motivation, loyalty, and performance of the lecturer at STIKES in Malang Area.

2. Research Methods

2.1. Research Design

This study was expected to gain an overview on the elements of human resource development, organizational commitment, and motivation to work, and testing its influence through loyalty to the performance of the lecturers at STIKES in Malang Area. This study used a combination of research designs. This study included descriptive and hypothesis testing. In terms of the type of research, this study was descriptive and verificative. This study used descriptive survey and explanatory survey methods.

2.2. Population, Sample and Sampling Techniques

The sample in this study is 195 respondents of the lecturers, same number of the population. Thus, the sampling technique used is census. We distributed questionnaires to the 195 respondents, however only 135 questionnaires returned due to on leave and study abroad. We refer to mimimun sample size of Ding et al. in Ghozali [10], 100 to 200 sample size is recommended when using SEM as a tool of analysis.

2.3. Data Analysis

The analysis used in this research is descriptive analysis and Structural Equation Modeling (SEM). SEM analysis is the basic factor loading and analysis of regression weight.

2.3.1. Variable of Loyalty

Employee’s loyalty is the willingness to remain with the organization [9]. We combined the data from questionnaire with the documentation of employment length and period at STIKES in Malang Area to be analysed further in SEM and descriptive analysis.

2.3.2. Variable of Performance

Department of National Education in 2004 defined the performance of lecturer as the ability to conduct their described-job or task in completing their job or task [11]. Management documentation on the lecturer performance was also used in descriptive analysis to complement and cross-checked the SEM analysis which based on the questionnaire. The documents contained the evaluation on their task performance during the lecturer employment at STIKES of Malang Area.

3. Results and Discussion

3.1. Result

Figure 1 shows the summary of SEM analyses using AMOS. The loading factors of each latent variables show that all of them fall above 0.5 at significant level < 0.05. This means that each of the latent variables can form uni-dimensionalities and meet the high convergent validity. Testing the hypothesis in this study is done by the value of p (probability), if the p-value less than 0.05, it is said that there is a significant effect (Table 1).

Figure 1. Analysis Results of SEM by AMOS program

Table 1. Research Hypothesis Test Results

3.2. Discussion

3.2.1. Influence of HRD, Organizational Commitment, and Motivation to Work on Loyalty of the Lecturer

Human Resources Development (HRD) is an effective way to deal with several challenges, including the obsolescence or backwardness of the faculty; diversified workforce. HRD can keep or maintain an effective workforce, thus it needed to prepare faculty for doing their work in the future (long-term educational process). Human Resource development (HRD) is a process of developing and unleashing human expertise through organization development (OD) and personnel training and development (T & D) for the purpose of improving performance [12].

The successful management of an organization is determined by its success in managing human resources. The commitment to the organization determines the success of organization in achieving its goals. In the world of work, lecturer commitment to the organization is very important. Mathis and Jackson [13] stated that organizational commitment is the degree to which employees believe and accept organizational goals, as well as the desire to stay with the organization. Various studies show that people who are relatively satisfied with the work will be more committed to the organization.

The results showed that a lecturer will be loyal to STIKES Malang if they get an equal opportunity to develop their knowledge, skills and attitudes. The lecturers who have high involvement in work have no desire to get out of the agency and in this respect are the basis for encouraging high productivity.

Results of this study from the majority of respondents expressed that institution provides opportunities for them to develop and improve their skills through participation in seminars, workshops, community service. They also ahs the opportunity to learn independently in improving their knowledge and skills, thus the lecturers feel as a part of the institution because the institutions concern on the rights of the lecturer in implementing the principle of High Education, i.e. Tri Dharma. Lecturers was also have emotional bond with the organization and feel they have the same value as institutions. Working in STIKES Malang expanded their relationships and interactions with many people and they feel appreciated by society and also can devote themselves to the public. Lecturers in the organization are aware of their rights and responsibilities in the organization regardless of position of each individual, because the achievement of organizational goals is collective work of all members of the organization.

Someone who has a high commitment will have identification with the organization, engaged in earnest in the work and there are positive loyalty and affection towards the organization. The results support the research of Amanah [14] which stated that developing resources of the teachers increase the graduates’ comparative and competitive advantages, both in national and international scope.

Study of Soegandhi et al. [15] proved that affecting factors on loyalty are work facilities, social incentive, work condition, and receined income. In additional, the characteristics of individual, job, organization design, and work experience during they employment were also affect the loyalty of the employee.

Organizational commitment refers to several formats of fidelity and loyalty to the organization. Affective commitment means a positive relationship between lecturers and organizations to commit on the job. Continuance commitment is reward that received by the lecturers due to their performance in the organization. Normative commitment is the lecturer’s loyal behavior towards the organization. In addition, there are several factors affecting organizational commitment, i.e. salary or compensation, the job itself, promotion opportunities, supervision, relationships with co-workers, and workplace conditions. With this, it is expected that motivation of a lecturer will give better performance towards the institution, with a strong organizational commitment. Motivation also perceived significantly affects the employee performance according to the previous studies [16, 17, 18].

3.2.2. Influence of HRD, Organizational Commitment and Motivation on the Performance of Lecturers

Every organization of high eduction expects a success, thus to achieve such success they requires qualified lecturers. To create qualified lecturers, they need a strong encouragement from a manager. The encouragement can be in the form of motivation to lecturers, which aims to improve the performance of lecturers. Besides motivation, lecturer’s commitment to the organization also contributes to the achievement of the lecturers’ performance. This organizational commitment also significantly affected the doctor’s performance in Public Hospital Ulin Banjarmasin [18]. Not only in the health studies sectors, studies on Social Foundation in Badung also found that in performing their task, lecturer must have good competencies, high organizational commitment, and supported by related stakeholder and leaders [19]. Lecturers who have high motivation and commitment will work optimal so that obtained work results will increase.

Lecturers who have committed will have a desire to provide energy, thought and responsibility in improving the welfare and success of the organization. The success of the organization is inseparable from the role of the lecturers involved in it, because of the commitment on both level of productivity and quality of work will increase, and will ultimately support the achievement of organizational goals. Results of this study are consistent with the research of Rahman and Syah [20], which stated that there is a relationship between the development of human resources with the employee performance.

Motivation also influence the employee performance. The results also in line with Shaari et al. [6] which states that work motivation will produce teachers with high vitality. Anyone who has a high work motivation will be very thorough and responsible on their job.

The role of motivation and ability on job performance describes as follows. High and supported capacity will also provide a better productivity. If the motivation is low and capability is high, there will be a dilemma about the goals of the organization, the role of the lecturer, and benefits for lecturers. If the motivation is high but low for ability, it would require training for lecturers. The situation will become worse if both motivation and ability is low is low, then productivity will also be low.

Organizational commitment is a form of loyalty to the organization. Faithfulness was marked by a sense of trust, a sense of receiving, as well as their desire to maintain a position solely to achieve the goals that have been set previously. Objectives set in this case not only for the interests of the institution, but also for the benefit of those who joined in the organization, including the lecturer.

Steers and Porter [4] explained that commitment bound at least four issues related to effectiveness. First, the workers who actually showed commitment to objectives and values of the organization have a much greater likelihood to show high levels of participation in the activities of the organization. The presence of workers also generally only hindered if they sick thus do not come to work. Second, workers who demonstrate a high commitment have a strong desire to keep working on the current employer in order to continue in contributing to the achievement of objectives that workers believe. Third, strong individual commitments will be fully involved in the work, because the work is a key mechanism for the individual channels contribute to the achievement of organizational goals. Fourth, the high commitment-workers willing to provide a lot of effort for the sake of the organization.

The achievement of the objectives of an organization can be seen from the level of job performance showed by the lecturers. Lecturers with high level of commitment will be easier to achieve performance. This is caused by the trend where the lecturers with high level commitment to be more active and creative in completing a number of jobs. Moreover, in term of level of attendance, a strong desire to keep working on the organization, involvement in work and increased efforts will also encourage lecturers in improving their performance. This study is consistent with the research Dost and Tariq [21] which stated that the commitment of employees have an influence on the performance of employees in the organization.

High level commitment-lecturers will also have a high concern to the organization or institution, thus it would create a good performance for lecturers. The level of commitmenteither institution's commitment to lecturers or vice versais necessary because these commitments will create a professional work climate. Individuals who are satisfied with their jobs tend to fulfill the commitment to the organization, thus emerge the lecturer’s loyalty to the organization, which eventually led to the lecturer’s sdependence and responsibility to the organization.

3.2.3. Loyalty Influence on the Performance of Lecturers

Loyalty of the lecturer in an institution is not formed just eventually. Yet, it requires processes. The process itself includes several aspects because the lecturer loyalty is part of the management of the institution in accordance with the management system set in the agency. The results showed that the lecturers loyal to STIKES Malang proved by the average score of loyalty in the category of agreed; that means lecturers loyal to the institution shown in lecturer obey the rules, responsibility to the institution, have a willingness to cooperate, a sense of belonging and likes to work. Lecturer who loyal to STIKES will carry out the Tri Dharma University Principle in the fields of teaching, research, and community service, plan, implement, and evaluate learning process, improving and developing academic quailifications and competence through seminars, workshops, and further study, objective and not discriminating against students, and obey the norms and ethics.

Performance is a condition that must be known and communicated to certain parties to determine the level of achievement. It is associated with the vision assigned to an organization and determines the positive and negative impact of an operational policy which was taken. With the information on the performance, a government agency will be able to take the necessary action as a correction of the policy, straighten main activities and main tasks agencies, material for planning, determine the level of success of the agency to decide on a course of action, and others. The results support the Antoncic findings which stated that loyalty of the lecturers is an important factor affecting the growth of the institution [8].

3.2.4. Influence of HRD, Organizational Commitment and Motivation on the Performance of Lecturers through Loyalty

Loyalty as an attitude shows the level of a lecturer identifies himself with the organization, and intends to remain as part of the organization. This loyalty attitude leads to a very positive perspective for the organization and create willingness to continuously work hard for the organization. Loyalty is intervening on the effects of human resource development, organizational commitment and motivation on the performance of the lecturer. The commitment of the institution to the lecturers or vice versa is necessary because these commitments that create the professional work climate. Individuals who have a low organizational commitment tend to interfere with the performance of an organization such as slackness in work and complaints. Lecturers with high motivation will attempt to do optimal performance to achieve objectives set by the institution which is supported by the development of human resources that will improve the performance of the lecturer at STIKES in Malang area.

Lecturers who have committed, have a high fidelity, thus will work optimally to achieve good performance. In addition, institution or organization should be able to build trust because the trust is the way to create commitment. The trust of the lecturers will not be obtained if the lecturer just treated as one of the factors of production, not as the main asset of the institution. In addition, employees do not feel as part of the organization if they are not valued by the organization.

Lecturers with high affective component still join the organization because of the desire to remain as a member of the organization. Meanwhile, a lecturer with high continuance component remains joined the organization because they require the organization. Lecturers who have a high normative component remain a member of the organization because they have to do so.

Various efforts have been made by management to make lecturers having organizational commitment, motivation towards the organization, thus they will provide a positive impact on the improvement of performance. The organization provides an opportunity to self-develop while the lecturer gave support to the organization not only in skill and ability, but the commitment to the organization. In general, individual performance is believed to be influenced by motivation and commitment from the employer to the lecturers themself, which in turn these factors also have an impact on organizational performance.

Each lecturer has a base and different behavior depends on its organizational commitment. Lecturers who have a basic affective organizational commitment have a different behavior with continuance-based lecturers. Lecturers who wish to be member will have the desire to use the business in accordance with the objectives of the organization. Conversely, if they were forced to become the member, they would avoid financial losses and other losses, thus their efforts were not maximal. Meanwhile, normative component that develops as a result of the socialization experience depends on the feeling liabilities owned by the employee. Normative components induce a feeling of obligation on the employee to give a reply on what they have received from the organization.

A motivation originated from the need, or desire to act in order to achieve the needs or objectives. This indicates how strong impulse, effort, intensity, and willingness to sacrifice for the achievement of objectives. In this case the stronger encouragement or motivation and morale will produce higher performance. The motivation is defined as a willingness to issue a high level of effort toward organizational goals, conditioned by the effort's ability to satisfy an individual requirement [22].

Otherwise, general motivation is concerned with effort toward and any goal, narrow the focus to organizational goals in order to reflect our singular interest in work related behavior [22]. Similarly, this research proves that the motivation has dominant influence on the performance of lecturers. This suggests that the motivation for lecturer is important to improve the work performance. Therefore, STIKES leaders should provide motivation to their lecturer thus lecturer will give better and optimal performance. Conversely, a lecturer who committed violations against the institution should be given punishment according to the level of the offense. Lecturers who are committed and loyal to the institution certainly have a high motivation to be a better lecturer and achievement.

The findings of this study is the performance of lecturers in STIKES Malang influenced by human resource development, organizational commitment, motivation and loyalty of work, while loyalty is influenced by human resource development, organizational commitment and work motivation. Loyalty is an intervening variable that can mediate variable of human resource development, organizational commitment and motivation on the performance of the lecturer. Results of this research are the findings and updates from the results of the study, compared to previous studies.

4. Conclusions

STIKES lecturer in Malang has high organizational commitment viewed from the aspect of affective, continuance and normative commitment. STIKES lecturer in Malang has a high motivation to work in the institution and loyal to the institution. STIKES lecturer in Malang has good performance in implementing Tri Dharma High Education Principle.

Development of human resources to maintain or sustain an effective workforce can be in the form of participation in seminars, workshop, community service, and supported by a strong organizational commitment. Motivation of lecturers will increase the loyalty of the lecturer at STIKES in Malang.

Loyalty is an intervening variable that can mediate human resource development, organizational commitment and motivation on the performance. It means that the lecturers are highly committed and have a high motivation to work. Supported development of human resources will create loyalty of lecturers at the institute and in the end it will improve the performance of lecturers at STIKES in Malang.

5. Recommendations

Scientifically, the measurement of performance should be attributed to the variable of employee loyalty that affects performance, because previous study placed loyalty as an endogenous variable. We recommend the Leaders in STIKES to use system of reward and punishment in improving the performance of lecturers, and always conduct periodic evaluations continuously and strive to carry out any activities that have been planned in accordance with the strategic and operational plan which has been arranged. We also recommend the leaders of STIKES in Malang to conduct an assessment on the lecturers who have good achievements, both academic and non-academic. Excellence lecturers should be given financial and non-financial reward. Thus, lecturers will be motivated for more achievement.

Educational policy makers with regard to STIKES are expected to consider the components of lecturers’ performance as inputs in conducting evaluation on the success of STIKES. Considering the performance component in fostering and developing STIKES, so that low-categorized components could be improved and high-performance category components can be maintained.