The Influence of Organization Climate and Work Motivation on The Performance of Principle of State Islamic Senior High School in Ex-Karesidenan of Surakarta

Abstract

The research aims to identificate the percentage of Work Organization and Motivation Atmosphere influence to Principals of Madrasah Aliyah Performance.The method of the research is corelational survei. The population consist of Madrasah Aliyah teachers in Surakarta Regions. Samples were taken from 152 teachers by cluster stratified proportional random sampling. The methods of collecting the data were quistionering, descriptive analysis, simple and double regress. This result of the research show that: (1) average performance of the principals of Madrasah was in good classification on their main job and function; (2) Madrasah organization atmosphere was significantly influenced to principals of Madrasah performance, the percentage of Madrasah organization influence to Principals of Madrasah performance was 71,30%; (3) work motivation significantly influenced to principals of Madrasah performance, the percentage of work motivation influence to principals of Madrasah performance was 73,80%; (4) both of Madrasah organization atmosphere and work motivation are significantly influenced to principals of Madrasah performance, the percentage of Madrasah organization atmosphere and work motivation influence to principals of Madrasah performance was 78,70%, and (5) work motivation variable was the strongest contribution to influenced principals of Madrasah performance with 51,60% contribution. Based on the result of this research, it is suggested that: (1) principals of Madrasah places appropriate persons by their skills, created good condition by respect and help each others, giving acknowledgment and appreciation to achieved persons; (2) the side who responsible in establishment to principals of Madrasah were established safety in work place, giving compensation to achieved persons, creating comfort in Madrasah area, taking promotion to achieved principals of Madrasah, and (3) supervisors of Madrasah principals should push Madrasah principals to always build good relationship and partnership with people in Madrasah and stakeholders.