JRSSEM 2022, Vol. 01, No. 7, 818 – 830

E-ISSN: 2807 - 6311, P-ISSN: 2807 - 6494

DOI : 10.36418/jrssem.v1i7.108

THE ANALYSIS OF ORGANIZATIONAL COMMUNICATION

CLIMATE AT THE ONE DOOR INTEGRATED SERVICE AND

INVESTMENT DEPARTMENT (DPM-PTSP) CITY OF

MAKASSAR

Muh Ramlan Febriansyah

A. Alimuddin Unde

Arianto

1,2,3

Faculty of Social and Political Sciences, Hasanuddin University

e-mail: ramlanfebri[email protected]om

*Correspondence: ramlanfebriansyah.23@gmail.com

Submitted: 27 January 2022, Revised: 06 February 2022, Accepted: 20 February 2022

Abstract. This study aims to determine the organizational communication climate at the Office of

Investment and One Stop Services (DPM-PTSP) Makassar City. This study involved 40 employees

who performed public services for the last 3 months at the Makassar City Investment and One Stop

Integrated Service (DPM-PTSP) office. This study uses a quantitative approach with data collection

techniques using a questionnaire made using a Likerts scale. Data were analyzed using SPSS and

MS Excel. The results showed that the organizational communication climate showed results with

an average value of 112 which indicated the organizational communication climate at the Makassar

City DPM-PTSP office was categorized as Good Enough.

Keywords: organizational; communication climate; public service.

Muh Ramlan Febriansyah, A. Alimuddin Unde, Arianto
                                                                                      
| 819 
 
DOI : 10.36418/jrssem.v1i7.108 
INTRODUCTION 
 
Communication  is  important  for  the 
sustainability of an organization because a 
successful organization must be seen from 
the  side  of  good  communication.     
individual  and  organizational  goals 
(Farndale,  Pai,  Sparrow,  &  Scullion,  2014); 
(Dickmann & Doherty, 2010); (Ayers, 2015), 
respond to and implement  organizational 
changes,  coordinate  organizational 
activities  and  play  a  role  in  managing  all 
relevant  organizational  actions. 
Communication  in  the  organization  can 
occur  vertically  (Evelina,  2016),  which  can 
occur  between  superiors  to  subordinates 
and  subordinates  to  superiors,  and 
horizontally  which  can  occur  between 
colleagues who are in equal positions. 
Employees  in  an  organization  can 
exchange  information  through  formal 
communication  networks  and  informal 
communication (Sosa, Gargiulo, & Rowles, 
2015).  In  conveying  information,  you  can 
use  communication  channels  such  as  e-
mail,  letters,  telephone,  and  discussion 
forums (Berjón, Beato, Mateos, & Fermoso, 
2015).  Communication  skills  are  very 
important  in  terms  of  sharing  knowledge 
among colleagues.  
According  to  (Kaewkitipong,  Chen,  & 
Ractham,  2016)  knowledge  sharing  is  the 
stage  of  dissemination  and  provision  of 
knowledge at the right time for employees 
who need it. This description is in line with 
the  results  of  research  conducted  by 
(Koenig, Takayama, & Matarić, 2010) overall 
knowledge  sharing  has  a  positive 
relationship  with  the  communication 
dimension. 
Organizational  communication  has  an 
important  role  in  increasing  knowledge 
sharing,  because  through  organizational 
communication,  officials  can  share 
knowledge  with  colleagues  in  the 
organization. An organization requires the 
ability to manage and develop knowledge 
possessed in order to improve the quality 
of  human  resources  in  an  organization. 
Knowledge management can ultimately be 
the  right  support  for  organizations  to 
improve  the  competitiveness  of  public 
services  in  competing  between 
organizations engaged in the same field. 
Organizational  communication  is  a 
dynamic  process  and  involves  complex 
communication  techniques  (Poutanen, 
Siira, & Aula, 2016); (Mutuku & Mathooko, 
2014), networks and channels.  It  not  only 
involves  upward  and  downward 
communication,  but  managers  and 
employees communicate with each other in 
various  ways  at  different  levels  (Ali  & 
Haider, 2012). Likewise within the scope of 
government  agencies,  organizational 
communication  becomes  important  in 
order  to  increase  its  capacity  as  a  public 
servant.  For  example,  in  exchanging 
information  or  communication  regarding 
policies,  ideas  or  ideas  and  decisions 
between  the  government  and  those  who 
are  governed  or  citizens  (Díaz-Cayeros, 
Magaloni, & Ruiz-Euler, 2014). 
The government is essentially a public 
servant who  then has an extension in the 
form of a public organization to realize its 
functions  as  a  service  provider.  for  the 
public  interest.  The  presence  of  public 
organizations  is  very  necessary  for 
government  administrators  in  a  country. 
Experience  and  observations  of  the  long 
history  of  bureaucracy  show  that  public 

820 | The analysis of Organizational Communication Climate at the One Door Integrated

Service and Investment Department (DPM-PTSP) City of Makassar

services have not been maximized because

they are influenced by the pathological

height of the bureaucracy so that they have

not been able to meet people's

expectations.

The unsatisfactory quality of public

services has always been a public complaint

until now. Whereas in essence public

services are designed and organized to

facilitate meeting the needs of the

community.

One of the factors that greatly influence

the performance of government officials is

the organization as a forum where the

apparatus carries out their duties. The size,

structure and model of the organization

will describe the hierarchy, duties of

authority and responsibilities of the

apparatus in carrying out their duties, thus

requiring effective organizational

communication in providing services. The

importance of the existence of a

communication climate makes Kopelman,

Brief and Guzzo make a hypothesis which

states that changes in the organizational

communication climate may in the future

affect performance (Pace & Faules, 2006).

In an organization or institution there

are usually people who work together to

achieve organizational goals. Every

organization, especially an office

organization, of course requires a variety of

information, has a purpose, meets the

structure, fulfills performance needs,

develops duties and responsibilities, and

can achieve the expected performance

results. In creating a maximum cooperative

relationship within an organization, it is

necessary to have communication between

them which is called organizational

communication (Anghel Blidaru & Anghel

Blidaru, 2015).

Ideally, the One-Stop Integrated

Service and Investment Service (DPM-

PTSP) is one of the local government

apparatus in Makassar City that

implements a one-stop integrated service

system. DPM-PTSP as an agency specifically

tasked with providing services regarding

licensing that directly intersect with the

community, can basically be said to be a

new breakthrough or innovation in local

government management which is

expected to be able to provide quality

public services in accordance with the

demands and expectations of the

community.

The PTSP concept was created in order

to improve services to the community and

shorten the service process in order to

realize fast, easy, cheap, transparent,

certainty, and affordable services. With the

PTSP, licensing applicants no longer need

to take care of various letters and

documents at different offices with

different office locations. The PTSP concept

is different from the one-roof concept

where all permit services are located within

one roof and the process is handled by

each counter, while PTSP all types of

management are carried out through one

counter.

In the implementation of licensing at

the DPM-PTSP office, there are several

types of permits that are held including

Building Construction Permits, Disturbance

Permits (HO), Alcoholic Drinks Vendor

Permits, Route Permits, Fisheries Business

Permits, Construction Services Business

Permits, Trading Business Permits, Industrial

Muh Ramlan Febriansyah, A. Alimuddin Unde, Arianto

| 821

Business Permits , Company Registration

Certificate, Industry Registration Certificate,

Tourism Business Registration Certificate,

Private Training Institute Operation Permit,

Health Permit, Environmental Permit,

Warehouse Registration Certificate, Permit

to Employ Foreign Workers, Advertising

Permit.

At the DPM-PTSP Office which is

engaged in public services, it is necessary

to carry out the IKM (Community

Satisfaction Index) in accordance with the

Law of the Republic of Indonesia Number

25 of 2009 concerning Public Services that

every public service agency is obliged to

evaluate and improve the implementation

of public services. Therefore, a survey on

community satisfaction was carried out

called the IKM (Community Satisfaction

Index).

If you look at the interval values carried

out by DPM-PTSP in the IKM survey

(Community Satisfaction Index) it shows a

change in the categorization of the interval

value and the results of the satisfaction

index survey have changed significantly

between 2017 and 2019.

The satisfaction survey data below still

uses interval calculations with seven

categories, namely A, A-, B, B-, C, D, and E

with each interval of twenty values from 0

to 100. Meanwhile, survey data in 2018 and

2019 used interval calculations. with four

categorizations, namely A, B, C, and D with

different interval values, the interval

distance from A, B, and C is 11.69 while the

interval value from category C to D is 39.99

which is far adrift from other intervals. (Final

Report of Community Satisfaction Index

(Darwis, Haning, & Indar, 2020))

Interval value data on the service time

dimension in 2017 with an interval value of

80.4 which is in category B, then in 2018 it

shows an interval value of 3.04 which is in

category C and in 2019 the first semester

occupies an interval value of 3.535 which

category value A. (Final Report of

Community Satisfaction Index (Darwis et

al., 2020)).

However, if viewed based on the final

report of the 2017 to 2019 community

satisfaction index survey, the first semester

of the Makassar City DPM-PTSP shows that

the level of community satisfaction on the

service time dimension shows the lowest

value of other indicators, namely service

requirements, service procedures, fees or

tariffs, product specifications. services,

implementing competencies,

implementing behavior, facilities and

infrastructure, complaints, suggestions and

input (the service notice became the 10th

dimension until the survey in 2017). The low

value of the service time dimension has

continued for the last three years. (Final

Report of the Community Satisfaction Index

(Darwis et al., 2020)).

The data that the researchers obtained

from the 2019 IKM results report at the

DPM-PTSP office is that the administrative

completion period for the various permits

above takes 12 days. However, from the

results of the researcher's observations, it

was found that there was a discrepancy

between the data listed in the 2019 IKM

results report at the DPM-PTSP office and

community statements. An example of a

case found by researchers is the Building

Permit (IMB). In fact, from the results of the

interview, the permit for IMB processing

took more than 12 days without any

clarification from the officer.

822 | The analysis of Organizational Communication Climate at the One Door Integrated

Service and Investment Department (DPM-PTSP) City of Makassar

Therefore, the researcher wants to

know the value of the service time

dimension which is consistently low in

three years in terms of organizational

communication climate in the

organizational structure of DPM-PTSP

Makassar City.

METHODS

The type of research that will be used in

this research is descriptive quantitative with

a survey approach, where the researcher

focuses on disclosing how the

organizational communication climate is.

The location of this research is in the Office

of Investment and One Stop Services

(DPM-PTSP) Makassar City. In this study,

the instrument used was a questionnaire

(questionnaires) measurement Likerts scale

to ordinal find out how the Organizational

Communication Climate was, then the

alternative answers were chosen, namely

Very Good, Good, Fairly Good, Less Good

and Not Good. Positive statements are

given a score for SB = 5, B=4, CB=3, KB = 2

and TB = 1. While negative statements are

given a score for SB = 1, B=2, CB=3, KB = 4

and TB = 5.

This study focuses on employees of the

Building Permit (IMB) service and the

community who use the services of the

Building Permit (IMB) at the Makassar City

DPM-PTSP office. In this study, the total

population for employees is 40 employees

with different educational classifications for

the last 3 months. In this study, the

Organizational Communication Climate

was measured through several indicators,

namely:

1. Trust, the hard effort made by

employees to develop and maintain

relationships with all personnel related

to communication in the organization

which is supported by statements and

actions.

2. Joint decision-making, all employees

must be involved in communicating

and have the opportunity to consult on

issues and be involved in the decision-

making process.

3. Honesty, a work atmosphere created by

direct communication within the

organization.

4. Openness to downward

communication, all employees have the

right to obtain all information that can

support them in improving their

performance (except the information is

for confidential purposes for

organizational security)

5. Listening to upward communication,

employees at every level in the

organization are obliged to listen to

various suggestions or problem reports

raised from every level in the

organization.

6. Attention to high-performance goals,

every employee has the motivation to

improve performance and productivity

in the organization.

RESULTS AND DISCUSSION

Organizational Communication Climate

in DPM-PTSP Makassar

In Organizational Communication

Climate, there are several categories of

indicators that are described. In

determining the value of these categories

Muh Ramlan Febriansyah, A. Alimuddin Unde, Arianto

| 823

the researcher performs calculations for

each indicator, then the description of the

data presented is the highest value and the

lowest value, namely to get the ideal value

of Mean (Mi) and the ideal standard

deviation (SDi) are obtained based on the

following formula:

a. Ideal mean (Mi) = (highest score +

lowest score)

b. Ideal standard deviation (SDi) = 1/6

(highest score-lowest score)

After knowing the value of the Mean

According to Suharsimi Arikunto

(2012:299), according to Suharsimi

Arikunto (2012:299),

a. The high group, all respondents

who have a score of as much as an

average score plus 1 (+1) ) standard

deviation (X Mi + 1 SDi)

b. Medium group, all respondents

who have a score between an

average score of minus 1 standard

deviation and an average score of

plus 1 standard deviation between

(Mi – 1SDi) X < (Mi + SDi)

c. Less group, all respondents who

have a score lower than the average

score minus 1 standard deviation (X

< Mi - 1 SDi)

In this study, the categorization

for each variables are described as

follows:

Table 1. Category Organizational Communication Climate

No.

Category

Formula

Good

X Mi + 1 SDi

Fairly Good

(Mi – 1SDi ) X < (Mi + SDi)

Not Good

X < Mi - 1 SDi

Categorization is made based on the

needs of this research to find out how the

organizational communication climate in

the DPM office -PTSP Makassar. Based on

the above formula, the scale value in this

study was determined after knowing the

results of the scores from the questionnaire

that had been responded to by the

participants, namely 40 employees.

Organizational Communication Climate

Variable (X) was measured through a

questionnaire consisting of 30 statements

with a Likert Scale consisting of 5

alternative answers. Where the score is 5

for the highest score and 1 for the lowest

score, the 30 questions consist of 6

indicators containing 5 questions for each

indicator. From the results of the

calculation using the formula above, it was

found that the scale value for each

indicator of the variable x (Organizational

Communication Climate) was as follows:

a) Trust

From the answers to the

questionnaire consisting of 5

statements from 40 respondents, the

highest score was 25 and the lowest

score was 8 After calculating, Mi = 17

and SDi = 3, then the value scale of the

confidence indicator is as follows:

824 | The analysis of Organizational Communication Climate at the One Door Integrated

Service and Investment Department (DPM-PTSP) City of Makassar

Table 2. Trust Value Scale

Formula

Scale

Category

X Mi + 1SDi

X 19

Good

Mi + 1 SDi X < Mi - 1 SDi

19 < X 15

22.5

Fairly Good

X < Mi - 1 SDi

X < 15

12.5

Not Good

Average Score

results of the confidence value scale

in table 4.14 found that the average

value was 17 which indicates that the

Trust Indicator is Fairly Good at the

Makassar DPM-PTSP office, which

means that the leadership has enough

trust in every employee in providing

services and the relationships that each

employee builds to increase trust in

defenders. work quite well, then the

trust that employees build to work

together in solving problems is quite

good, then the leadership's trust in the

ability of employees to complete the

work is quite good, lastly about the

trust of colleagues in carrying out tasks

is also quite good.

b) Joint Decision Making

For the Decision Making indicator, it

is also measured through 5 statement

items that get answers from 40

respondents, with the highest score of

25 and the lowest score being 10. After

calculating, Mi = 18 and SDi = 3, then

the value scale of the indicator Decision

Making is as follows:

Table 3. Value Scale of Joint Decision Making

No.

Formula

Scale

Category

X Mi + 1SDi

X 21

42.

Good

Mi + 1 SDi X < Mi - 1 SDi

21 < X ≤ 15

42.

Fairly Good

X < Mi - 1 SDi

X < 15

Not Good

Average Score

results of the decision-making value

scale in table 4.15 found that the

average value is 18 which indicates that

the Decision Making indicator is Good

Enough at the Makassar DPM-PTSP

office, which means that the

involvement and participation of

employees in decision making is quite

good where employees have the

opportunity to provide opinions in

every decision-making.

c) Honesty

Then, the Honesty Indicator for the

highest score is 25 and the lowest score

is 8. After calculating, Mi = 17 and SDi

= 3, then the value scale of the Honesty

Muh Ramlan Febriansyah, A. Alimuddin Unde, Arianto

| 825

indicator is as follows:

Table 4. Honesty Value Scale

No.

Formula

Scale

Category

X Mi + 1SDi

X 20

Good

Mi + 1 SDi X < Mi - 1 SDi

20 < X ≤ 14

27.5

Good

enough

X < Mi - 1 SDi

X < 14

7.5

Not Good

Average Score

results of the honesty value scale in

table 4.16 found that the average value

is 17 which indicates that the Honesty

indicator is Fairly Good at the Makassar

DPM-PTSP office, which means that the

employee's candor in delivering actual

information about the work results to

the leadership is sufficient. good and

vice versa, the seriousness of the

organization sees that employee

honesty is very important in order to

improve its performance quite well.

d) Openness to Downward

Communication Indicators of

downward communication get the

highest score of 25 and the lowest

score of 11, so Mi = 18 and SDi = 2 then

the scale value is obtained as follows:

Table 5. Scale Value of Openness to Downward Communication

No.

Formula

Scale

Category

X Mi + 1SDi

X 20

Good

Mi + 1 SDi X < Mi - 1 SDi

20 < X 16

Fairly

Good

X < Mi - 1 SDi

X < 16

Not Good

Average Value

results of the communication openness

value scale in table 4.17 found that the

average value for the Downward

Communication indicator was 18 which

was included in the Good Enough

category at the Makassar DPM-PTSP

office, which means that attention of

the leadership pays attention to the

problem of honest employee work

reports. and open quite well and the

attention of the leadership in providing

instructions and directions in the

implementation of tasks is quite good,

namely in accordance with the main

tasks of the subordinates.

e) Upward communication

As for the Upward Communication

indicator, of the 40 respondents the

highest score was 25 and the lowest

score was 8. After calculating, Mi = 17

and SDi = 3, then the value scale of the

Upward Communication indicator is as

follows

Muh Ramlan Febriansyah, A. Alimuddin Unde, Arianto

| 826

DOI : 10.36418/jrssem.v1i7.108

Table 6. Scale Value of Listening in Upward Communication

Formula

Scale

Category

X Mi + 1SDi

X 20

Good

Mi + 1 SDi X < Mi - 1 SDi

20 < X ≤ 14

27.5

Good

enough

X < Mi - 1 SDi

X < 14

7.5

Not Good

Average Score

results of the upward communication

score scale in table 4.18 found that the

average value was 17 which indicated

that Upward Communication was Good

Enough at the Makassar DPM-PTSP

office, which showed the leadership's

attention in trying to listen to employee

complaints was quite good.

f) Attention to the high-performing

goal

For the High-Performing indicator,

from the results of the responses from

40 respondents it was found that the

highest score was 25 and the lowest

value was 9. Then the value of Mi = 17

and SDi = 3, then the scale of values of

the High-Performing indicator was as

follows:

Table 7. The Attention Score Scale for High-Performing Goals

No.

Formula

Scale

Category

X Mi + 1SDi

X 20

Good

Mi + 1 SDi X < Mi - 1 SDi

20 < X 14

42.5

Fairly

Good

X < Mi - 1 SDi

X < 14

12.5

Not Good

Average Score

results of the score scale for high

goals in table 4.19 found that the

average value is 17 which indicates that

the High Performance indicator is Fairly

Good in the Makassar DPM-PTSP office,

which means that employees are

responsible for the work done, without

the need for reviewing the decisions

that have been taken and the teamwork

formed to create satisfactory services

for the community which is quite good.

While overall of the 30 statement

items containing the 6 indicators which

have received responses from 40

respondents, the highest score was 150

and the lowest score was 74. Then the

Mi value = 112 and SDi = 13, then the

value scale of the Organizational

Communication Climate Variable are as

follows:

Muh Ramlan Febriansyah, A. Alimuddin Unde, Arianto

| 827

Table 8. Value Scale of Organizational Communication Climate at the Makassar DPM-PTSP

office

Formula

Scale

Category

X Mi + 1SDi

X 125

Good

Mi + 1 SDi X < Mi - 1 SDi

125 < X 99

Fairly Good

X < Mi - 1 SDi

X < 99

Not Good

Average Score

112

Results of the scale in table 4.20

found that the organizational

communication climate in the Makassar

DPM-PTSP office is 14 (45%) Good, 14

(42.5%) Fairly Good and 12 (12.5%) Not

Good . Then, the average value

obtained is 112 which can be concluded

that the overall organizational

communication climate at DPM-PTSP

Makassar is Good Enough, which

means that employees create an

attitude of mutual trust in providing

services, be honest in their work, build

good communication between

employees and between employees.

leadership, and quite high performance

where employees carry out their duties

professionally.

DISCUSSION

Makassar City Investment and One Stop

Integrated Services Agency.

The either by looking at the results of

data analysis, showing the ability of IMB

employees to provide services by looking

at several indicators. The communication

climate can also be the basis for assessing

the quality of the relationship between

employees or employees and their

superiors in a company. According to

(Suripto, 2017) state that there are at least

six major indicators in assessing the

organizational communication climate

where these indicators can describe the

internal and external conditions of an

organization within it. The following are 6

indicators for measuring how the

organizational communication climate

variable in DPM-PTSP Makassar:

1. Trust

2. Decision making

3. Honesty

4. Communication downwards

5. Communication upward

6. High performance

On the indicator of trust, the data

shows that the level of trust between

employees at the DPM-PTSP Makassar

office gets an average value ie 17 of the

total highest score is 25, which means that

the trust built between employees can be

said to be quite good. Which means that

the leadership has sufficient trust in

employees so that employees can build

cooperation in solving problems to

improve relationships at work.

Then in terms of making decisions

related to whether employees at DPM-

PTSP Makassar have the opportunity to

communicate and be involved in decision-

making discussions on problems or

solutions, namely from the results of data

analysis, researchers found an average

value of 18 from the highest value of 25

which indicates that the activity good

828 | The analysis of Organizational Communication Climate at the One Door Integrated

Service and Investment Department (DPM-PTSP) City of Makassar

decision making. Because every employee

is involved in decision-making and

participation in providing opinions on

relevant policies in the organization to

improve work abilities.

For honesty, the average score is 17

from the highest score of 25, which means

that honesty between employees in the

DPM-PTSP office environment is quite

good. Honesty is the attitude of the

employee's candor not only with

colleagues but also with superiors and vice

versa how superiors are honest with

subordinates about various matters related

to services at the Makassar DPM-PTSP

office.

Furthermore, downward

communication related to messages sent

from superiors or leaders to subordinates

at DPM-PTSP Makassar got an average

score of 18 out of 25 highest scores. This

indicates that the communication from the

leadership to the subordinates is quite

good where the leadership is sufficient to

listen to employee complaints, the leader is

quite attentive in listening to the

complaints of his subordinates, besides

that the leadership is quite open in hearing

the obstacles faced by his subordinates,

then the relationship between superiors

and subordinates is going quite well. If

there is a problem related to service

delivery, the leadership simply tries to solve

the problem, plus the leader responds to

his employees who excel.

Likewise, upward communication at

DPM-PTSP Makassar got an average score

of 17 from the highest score of 25 which

indicates that communication from

subordinates to superiors is quite good,

which means obedience and loyalty to the

direction of the leadership is quite good.

The average value of being committed

to high performance is 17 out of the

highest score of 25. This value indicates

that the attitude to commit to high

performance is quite good at the Makassar

DPM-PTSP office where the responsibility

for the work done and the researcher found

that the IMB officers who are in the scope

of DPM-PTSP Makassar city in completing

their work quite in accordance with the

directions or SOPs that apply to the office

and the value of the communication

climate built in it shows good enough with

an average number of 112 from the highest

score of 130.

CONCLUSIONS

Organizational communication climate

in the DPM office -PTSP Makassar city is

categorized as quite good because it is

influenced by several indicators, namely in

terms of trust not only built between

employes and employees but also between

employees and superiors, then in terms of

making employee decisions, for example,

regarding making organizational policies

that are relevant to the position and

Opportunities are also given to employees

to provide opinions on every organizational

policy, then honesty is also very important

in providing public services at the Makassar

DPM-PTSP office, as for the openness to

downward communication where superiors

always try to listen to employee complaints,

and related to hearing in upward

communication how the leadership

responds to each employee's complaint,

Muh Ramlan Febriansyah, A. Alimuddin Unde, Arianto
                                                                                     
| 829 
 
and also attention to high goals where the 
leadership  is  quite  trying  to  solve  service 
problems faced by employees. 
 
REFERENCES 
 
Ali,  Akbar,  &  Haider,  Jahanzaid.  (2012). 
Impact  of  internal  organizational 
communications  on  employee  job 
satisfaction-Case  of  some  Pakistani 
Banks.  Global  Advanced  Research 
Journal  of  Management  and  Business 
Studies, 1(10), 38–44. 
 
Anghel  Blidaru,  Diana  Marcela,  &  Anghel 
Blidaru,  Gabriel  Robert.  (2015). 
Organizational  Communication  Forms 
and  Causes  for  Disruption  of 
Organizational  Communication  and 
their Improvement. Valahian Journal of 
Economic Studies, 6(1). 
 
Ayers,  Rebecca  S.  (2015).  Aligning 
individual  and  organizational 
performance: Goal alignment in federal 
government  agency  performance 
appraisal  programs.  Public  Personnel 
Management,  4(2),  169–191. 
https://doi.org/10.1177/009102601557
5178 
 
Berjón,  Roberto,  Beato,  M
a
  Encarnación, 
Mateos,  Montserrat,  &  Fermoso,  Ana 
M
a
.  (2015).  SCHOM.  A  tool  for 
communication  and  collaborative  e-
learning.  Computers  in  Human 
Behavior, 5(1), 1163–1171. 
 
Darwis,  Darwis,  Haning, Mohamad Thahir, 
&  Indar,  Nur  Indrayati  Nur.  (2020). 
Restrukturisasi Organisasi dan Kualitas 
Pelayanan di Dinas Penanaman Modal 
Pelayanan  Terpadu  Satu  Pintu  Kota 
Makassar.  Kolaborasi:  Jurnal 
Administrasi Publik, 6(3), 365–380. 
 
Díaz-Cayeros, Alberto, Magaloni, Beatriz, & 
Ruiz-Euler,  Alexander.  (2014). 
Traditional  governance,  citizen 
engagement,  and  local  public  goods: 
evidence  from  Mexico.  World 
Development,  5(3),  80–93. 
https://doi.org/10.1016/j.worlddev.201
3.01.008 
 
Dickmann,  Michael,  &  Doherty,  Noeleen. 
(2010).  Exploring  organizational  and 
individual  career  goals,  interactions, 
and  outcomes  of  developmental 
international assignments. Thunderbird 
International Business Review, 5(4), 313–
324. https://doi.org/10.1002/tie.20353 
 
Evelina,  L.  W.  (2016).  Vertical 
communication based on local wisdom: 
A  study  of  world  class  university. 
Pertanika  Journal  Social  Sciences  & 
Humanities, 24(5), 59–70. 
 
Farndale, Elaine, Pai, Avinash, Sparrow, Paul, 
&  Scullion,  Hugh.  (2014).  Balancing 
individual  and  organizational  goals  in 
global  talent  management:  A  mutual-
benefits  perspective.  Journal  of  World 
Business,  4(2),  204–214. 
https://doi.org/10.1016/j.jwb.2013.11.0
04 
 
Kaewkitipong, Laddawan, Chen, Charlie C., 
&  Ractham,  Peter.  (2016).  A 
community-based approach to sharing 
knowledge  before,  during,  and  after 
crisis  events:  A  case  study  from 
Thailand.  Computers  in  Human 
Behavior,  5(4),  653–666. 
https://doi.org/10.1016/j.chb.2015.07.0
63 
 
Koenig, Nathan, Takayama, Leila, & Matarić, 
Maja.  (2010).  Communication  and 
knowledge  sharing  in  human–robot 
interaction  and  learning  from 
demonstration.  Neural  Networks,  2(8), 

830 |  The analysis of Organizational Communication Climate at the One Door Integrated  
Service and Investment Department (DPM-PTSP) City of Makassar 
 
 
1104–1112. 
https://doi.org/10.1016/j.neunet.2010.
06.005 
 
Mutuku,  Claire  Katungu,  &  Mathooko,  P. 
(2014).  Effects  of  organizational 
communication  on  employee 
motivation:  A  case  study  of  Nokia 
Siemens Networks Kenya. International 
Journal  of  Social  Sciences  and  Project 
Planning Management, 1(3), 28–62. 
 
Poutanen, Petro, Siira, Kalle, & Aula, Pekka. 
(2016).  Complexity  and  organizational 
communication:  A  quest  for  common 
ground. Human Resource Development 
Review,  5(2),  182–207. 
https://doi.org/10.1177/153448431663
9713 
 
Sosa,  Manuel  E.,  Gargiulo,  Martin,  & 
Rowles,  Craig.  (2015).  Can  informal 
communication  networks  disrupt 
coordination  in  new  product 
development  projects?  Organization 
Science,  2(4),  1059–1078. 
https://doi.org/10.1287/orsc.2015.0974 
 
Suripto,  Teguh.  (2017).  Strategi 
Meningkatkan  Kinerja  Perusahaan 
Melalui Budaya Organisasi Yang Islami. 
JESI (Jurnal Ekonomi Syariah Indonesia), 
6(2),  144–153. 
http://dx.doi.org/10.21927/jesi.2016.6(
2).%25p 
 
 
© 2022 by the authors. Submitted  
for possible open access publication  
under  the  terms  and  conditions  of  the  Creative 
Commons  Attribution  (CC  BY  SA)  license 
(https://creativecommons.org/licenses/by-sa/4.0/). 
 