scholarly journals Pengaruh Budaya Organisasi, Tim Kerja dan Motivasi Intrinsik terhadap Komitmen Normatif Guru Sekolah Dasar Negeri di Batang Kuis

2018 ◽  
Vol 4 (2) ◽  
pp. 127
Author(s):  
Rapika Kesatriani Damanik ◽  
Selna Aprilia Sidauruk ◽  
Septiana G.A.N ◽  
M.Hilmi Irawan Tarigan
Keyword(s):  
Organizational Culture ◽  
Intrinsic Motivation ◽  
Direct Effect ◽  
Indirect Effect ◽  
Work Team ◽  
Normative Commitment ◽  
Significance Level ◽  
Culture Work

<h1>This study aimed to determine (1) the effect of organizational culture to intrinsic motivation, (2) the effect of work team to intrinsic motivation, (3) the effect of organizational culture to normative commitment, (4) the effect of work team to normative commitment (5) the effect of intrinsic motivation to normative commitment and (6) the undirect effect who organizational culture and work team to normative commitment weather intrinsic motivation. The result showed that: (1) There is a significant direct possitive of effect between organizational culture and work team, individually to intrinsic motivation with significance level of 0,399 and 0,414. (2) There is a significant direct possitive of effect between organizational culture, work team and intrinsic motivation, individually to normative commitment with significance level of 0,324, 0,181 and 0,169. (3) There is a indirect effect between organizational culture and work team, individually to normative commitment with the significance level of 0,210 and 0,229 weather intrinsic motivation. The study concluded: (1) Organizational culture and work team has a direct effect, individually to intrinsic motivation by 16% and 17%. (2) Organizational culture, work team and intrinsic motivation, individually has a direct effect to normative commitment by 10%, 3,3% and 2,8%. Thus suggested to improve the normative commitment should be increased organizational culture, work team and intrinsic motivation of teacher.</h1>

scholarly journals PENGARUH KEPEMIMPINAN, LINGKUNGAN KERJA, KOMPETENSI DAN BUDAYA ORGANISASI TERHADAP KEPUASAN KERJA YANG BERDAMPAK PADA KINERJA DOSEN POLITEKNIK ATMI SURAKARTA

2020 ◽  
Vol 30 (01) ◽  
pp. 015-030
Author(s):  
Dewi Kartikasari
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Path Analysis ◽  
Work Environment ◽  
Direct Effect ◽  
Indirect Effect ◽  
Working Environment ◽  
Primary Data ◽  
Coefficient Of Determination ◽  
Test Results

The purpose of this study are to examine and analyze the influence of Leadership, Work Environment, Competence And Organizational Culture To Job Satisfaction That Impact Lecturer Performance At Polytechnic ATMI Surakarta.This study is a survey research. The data used are primary data by sampling of lecturer at Polytechnic ATMI Surakarta as many as 57 respondents. The data analysis method was tested by validity, reliability test, t-test, F, coefficient of determination (R2) and path analysis test.T test results as follows: leadership not significant effect on job satisfaction, work environment significant effect on job satisfaction, competence significant effect on job satisfaction, organizational culture not significant effect on job satisfaction, leadership not significant effect on performance, the working environment have a significant effect on performance, competence significantly influence the performance, organizational culture not significant effect on the performance, satisfaction significant effect on the performance of work. F test results showed simultaneous variables of leadership, work environment, competence, organizational culture and job satisfaction have a significant effect on the performance of lecturers. Results Analysis The coefficient of determination (R2) shows that 77.7% of faculty performance variation can be explained by the leadership, work environment, competence, organizational culture and job satisfaction while the remaining 22.3% is explained by other factors outside the model. The result of path analysis showed a direct influence on the performance of greater competence than the indirect effect on performance competence through job satisfaction. The direct effect on the performance of the work environment is greater than the indirect effect on the performance of the work environment through job satisfaction. The direct effect on the performance leadership is smaller than the indirect effect of leadership on performance through job satisfaction. The direct effect on the performance organizational culture is smaller than the indirect effect of organizational culture on performance through job satisfaction. Based on the results of total leverage to improve performance would be more effective if through increased competence.

scholarly journals ANALISIS PERBANDINGAN PENGARUH LANGSUNG DAN TAK LANGSUNG FAKTOR BUDAYA ORGANISASI DAN KOMITMEN TERHADAP KINERJA KARYAWAN PADA UPTD PARKIR KOTA SURABAYA

2017 ◽  
Vol 13 (2) ◽  
pp. 241
Author(s):  
Lilis Ardini
Keyword(s):  
Organizational Culture ◽  
Path Analysis ◽  
Direct Effect ◽  
Indirect Effect ◽  
Employee Performance ◽  
Employee Commitment ◽  
Organization Culture ◽  
Direct Influence ◽  
Managerial Work ◽  
Indirect Influence

UPTD  Public Parking DISHUB Surabaya intends  to run its working durability which one of them is caused by customer’s high loyalty. Service and post-service are factors that are important to create organizational culture towards managerial work and commitment. Therefore, we should examine the role of service variable to commitment variable as intervening variable.Respondents of this study are 87 samples by using purposive sampling method. Questionnaire consists of 3 variables, those are organizational culture with 26 indicators, then commitment with 15 indicators, and managerial work  with 10 indicators .Suitable method to answer above problem is Path Analysis. The result is that path analysis shows that managerial work  may have direct influence to commitment  and have indirect influence that is from organizational culture to commitment as a new intervening to managerial work. Direct influence of organizational culture  to managerial work  that is  is 0,232. Indirect influence of organizational culture  to commitment  that is 0,810, meanwhile from commitment to managerial work, that is 0,617. Therefore, indirect influence, that (0,810)*(0,617)=0,4997.Hypothesis stating that assumption of organization culture direct effect on performance be higher than organization culture indirect effect via employee performance commitment in UPTD Parkir of Surabaya City are refused. Cause organization culture indirect effect through employee performance are 0,49977 while organization culture direct effect on employee performance are 0,232. This result proving that Organization Culture which created the company as conducive will emerging Employee Commitment. Through this Employee Commitment. Will be effected on Employee Performance then furthermore effecting Organization Performance. Based on those results, it can be suggested that a company should give more emphasize to organizational culture  and commitment  because there is evidence that it may cause customer’s managerial work because organizational culture is a very important factor in guaranteeing UPTD  Public Parking DISHUB Surabaya.

scholarly journals The Effect Of Organization Culture, Rewards, Job Satisfaction And Job Stress On Lecturer’s Performance At UIN Ar-Raniry anda Aceh

2021 ◽  
Vol 2 (3) ◽  
pp. 685-691
Author(s):  
Iis Marsithah ◽  
Benyamin ◽  
Nasrun
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Job Stress ◽  
Direct Effect ◽  
Indirect Effect ◽  
Performance Model ◽  
The Other ◽  
Causal Relationships ◽  
Positive Direct ◽  
Banda Aceh

The purpose of this study was to find out and examine: (1) the lecturer’s performance model built on associative causal relationships between exogenous variables and endogenous variables, (2) the effect of organizational culture to job satisfaction, (3) the effect of rewards to job satisfaction, (4) the effect of organizational culture to job stress, (5) the effect of rewards to job stress,(6) the effect of organizational culture to lecturer’s performance, (7) the effect of rewards to lecturer’s performance, (8) the effect of job satisfaction to lecturers performance, and, (9) the effect of job stress to lecturers performance. The population is all lecturer as many as 486 people. The research sample of 219 people was determined by the Slovin formula. Data collection is done by using a questionnaire with five answer choices. The sampling technique were used proportional random sampling. The instruments were used first tried out to respondent outside the sample to obtain validity and reliability instruments. Validity test uses Product Moment correlation, while to test its reliability with Alpha formula from Cronbach. Before testing the hypothesis, especially before the test is calculated, the requirements of the analysis include: normality data test and regression linearity test.The results showed (1) Obtained the lecturer’s performance model UIN Ar-Raniry Banda Aceh, (2) there is positive direct effect of organizational culture to job satisfaction 1,9%, (3) there is positive direct effect of rewards to job satisfaction 1,9%, (4) there is negative direct effect of organizational culture to job stres11,2%, (5) there is negative direct effect of rewards to job stress 2%, (6) there is positive direct effect of organizational culture to lecturer’s performance 7,9% include indirect effect through job satisfaction 0,6% and job stress 1,8%, (7) there is positive direct effect of rewards to lecturer’s performance 2,8%  include indirect effect through job satisfaction 0,4% and job stress 0,7%,(8) there is positive direct effect of job satisfaction to lecturer’s performance 1,5%, and (9) there is positive direct effect of job stress to lecturer’s performance 3%.Based on the acceptance of the research hypothesis, it is found a fixed model that describes the structure of causal relationships between organizational culture, rewards, job satisfaction, job stress and lecturer’s performance at UIN Ar-Raniry Banda Aceh. The organizational behavior has bigger influence than the other variable to lecturer’s performance. The next variable was job stress, rewards, and job satisfaction has lowest influence than the other variable to lecturer’s performance.

scholarly journals Effect Of Organizational Culture On Organizational Commitment And Nurse Involvement As Intervening Variable: Study at Maternity Hospital Business in Pekanbaru City, Indonesia

2021 ◽  
Vol 2 (5) ◽  
pp. 1848-1865
Author(s):  
Kasmiruddin ◽  
Meyzi Heriyanto ◽  
Hernimawarti
Keyword(s):  
Organizational Culture ◽  
Organizational Commitment ◽  
Direct Effect ◽  
Indirect Effect ◽  
Maternity Hospital ◽  
Quantitative Approach ◽  
Primary Data ◽  
Processing Data ◽  
Data Collecting

This study aims to prove the indirect effect of organizational culture on organizational commitment through the involvement of nurses in the Maternity Hospital, and whether the effect is greater than the direct effect. This study uses a quantitative approach with explanatory and primary data. Collecting data using a questionnaire with a research sample of 67 nurses. This study uses PLS-SEM with Smart-PLS software in analyzing and processing data. The results showed that organizational culture had a direct effect on organizational commitment, organizational culture had an effect on nurse involvement in hospitals, and nurse involvement had an effect on organizational commitment. However, it was found that organizational culture was not proven to have an effect on commitment through the nurse involvement variable, based on indirect testing. Therefore, the nurse’s involvement variable has not shown its contribution in improving organizational culture and commitment while working at the hospital.

MOTIVATION AND ORGANIZATIONAL CULTURE ON PERFORMANCE WITH SELF-EFFICACY MEDIATION

MODUS ◽  
2016 ◽  
Vol 28 (2) ◽  
pp. 221
Author(s):  
Tri Mardiana ◽  
Sucahyo Heriningsih
Keyword(s):  
Organizational Culture ◽  
Direct Effect ◽  
Indirect Effect ◽  
Self Efficacy ◽  
Simple Linear Regression ◽  
Structured Interviews ◽  
Collection Method ◽  
Culture Performance ◽  
Strong Dynamic ◽  
Positive Motivation

The study aims to determine firstly the direct effect of motivation on performance,secondly the indirect effect of motivation on performance mediated by self efficacy, thirdlythe direct influence of organizational culture on the performance, and lastly the indirectinfluence of organizational culture on performance mediated by self-efficacy. The subjectsof this study are 60 women from the group of cashew producer. Hence, the samplingtechnique uses Census and the data collection method uses semi-structured interviews andquestionnaires. The data analysis uses Simple Linear Regression and Path Analysis. Basedon the data processing results, it shows: 1) the direct effect of motivation on the performanceare at 0,287; 2) the indirect effect of motivation on performance mediated by self efficacyare at 0.440; 3) the direct effect of organizational culture on the performance are at 0,260;and 4) the indirect influence organizational culture on performance mediated by selfefficacymediated are at 0.426.Therefore, it can be concluded that self-efficacy can help in overcoming the existingproblems in the organization, because self-efficacy encourage the efforts to improveperformance. Within strong, dynamic, and positive motivation and organizationalculture, one’s performance will definitely increase and shows good progress.Keywords: motivation, organizational culture, performance, self efficacy mediation.

scholarly journals Effect of organizational culture and leadership style on employee performance through work motivation at pt. Kereta commuter Indonesia

2021 ◽  
pp. 7-10
Author(s):  
Ugi Triyanto ◽  
Wagiarto Hoesin ◽  
Iwan Kurniawan Subagja
Keyword(s):  
Organizational Culture ◽  
Data Analysis ◽  
Direct Effect ◽  
Leadership Style ◽  
Indirect Effect ◽  
Work Motivation ◽  
Employee Performance ◽  
Work Culture ◽  
Direct Influence ◽  
Organizational Work

This study aims to determine the effect of organizational culture on employee performance, leadership style on employee performance, work motivation on employee performance, organizational culture on work motivation, leadership style on work motivation, organizational culture on employee performance through work motivation and determine the effect of leadership style and organizational culture on employee performance through work motivation. The research was conducted at PT. Kereta Commuter Indonesia involves 122 employees of the company. Data analysis using path analysis. The results showed that organizational culture variables affect employee performance, leadership style affects employee performance, motivation affects employee performance, organizational culture affects motivation, leadership style affects motivation. Organizational culture on employee performance is 0.564. The influence of organizational culture on performance through motivation is 0.697 x 0.865 = 0.603. In this case, the indirect effect is greater than the direct effect, so it can be said that the work motivation variable is intervening. The direct influence of organizational work culture on employee performance is 0.657. In contrast, the influence of work organizational culture on employee performance through motivation is 0.782 x 0.865 = 0.676. In this case, the indirect effect is greater than the direct effect, so it can be said that the work motivation variable is intervening.

scholarly journals MODEL PENINGKATAN POLA KERJA KERAS MELALUI RELIGIOSITY, MOTIVASI INTRINSIK DAN MOTIVASI EKSTRINSIK (Pada PT. Bank Muamalat Indonesia Cabang Kudus)

2017 ◽  
Vol 18 (2) ◽  
pp. 136
Author(s):  
Ahmed Ainul Fuadie El Hakiem
Keyword(s):  
Data Analysis ◽  
Linear Regression ◽  
Human Resources ◽  
Intrinsic Motivation ◽  
Multiple Linear Regression ◽  
Direct Effect ◽  
Significant Influence ◽  
Indirect Effect ◽  
Hard Work ◽  
Total Effect

The purpose of this study is to describe and analyze the effect of religioustic on the pattern of hardwork through the intrinsic motivativation and ekstrinsic motivation. And create a developmentmodel on the pattern of hard work. The population in this study are all Human Resources at MTsAl Khoiriyah 1 in Semarang, with the amount of 32 people by using kuestionaire. The samplingmethod used is the census method that all members of the population became the sample. Theanalytical method used is multiple linear regression. Based on the results of data analysis can beconcluded that religioustic has the possitive and significant influence on intrinsic motivativation,religioustic has the possitive and significant influence on ekstrinsic motivativation, possitive andsignificant effect on religioustic to the pattern of hard work, possitive and significant effect onintrinsic motivation to the pattern of hard work and possitive and the possitive and significanteffect on ekstrinsic motivation to the pattern of hard work. Also based on the direct effect,indirect effect, and total effect shows the pattern of hard work influenced by intrinsic motivationby 73.1%, the pattern of hard work influenced by ekstrinsic motivation by 46.9%, the patternof hard work influenced by religioustic through intrinsic motivation by 43.3% and the pattern ofhard work influenced by religioustic through ekstrinsic motivation by 32.8%Keywords : Religioustic, Intrinsic Motivation, Ekstrinsic Motivation , and Pattern of Hard Work.

scholarly journals THE INFLUENCE OF ORGANIZATIONAL CULTURE AND DISCIPLINE ON ORGANIZATIONAL PERFORMANCE THROUGH ORGANIZATIONAL CITIZENSHIP BEHAVIOR IN THE INSPECTORATE OF BEKASI CITY INDONESIA

2020 ◽  
pp. 59-68
Author(s):  
Nita Desi Rianawati ◽  
Suharto Suharto ◽  
Djoko Setyo Widodo
Keyword(s):  
Organizational Culture ◽  
Data Analysis ◽  
Organizational Performance ◽  
Direct Effect ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Indirect Effect ◽  
Equation Model ◽  
Citizenship Behavior ◽  
Saturated Sample

This study aims to determine the effect of organizational culture and discipline on organizational performance simultaneously, determine the influence of organizational culture on organizational performance partially, determine the effect of discipline on organizational performance partially, determine the effect of organizational citizenship behavior on organizational performance partially, know the influence of culture organization on performance through organizational citizenship behavior and know the effect of discipline on organizational performance through organizational citizenship behavior variables. The study was carried out at the Bekasi City Inspectorate Organization. Sampling uses a saturated sample involving 86 employees in all parts of the organization. Data analysis uses path analysis. Based on data analysis, it is known that organizational culture variables partially influence organizational performance. T value of 5.055. The significance value is 0.00. This significant value is smaller than 0.05. The value of r squared is 0.233. This means that the influence of organizational culture variables on performance by 23.3% and the rest is influenced by other variables not included in the equation model. Discipline variables partially affect organizational performance. T value of 7.282. The significance value is 0.00. This significant value is smaller than 0.05. The value of r squared is 0.387. This means that the influence of disciplinary variables on organizational performance is 38.7% and the rest is influenced by other variables not included in the equation model. The variable of organizational citizenship behavior partially influences organizational performance. T value of 14.834. The significance value is 0.00. This significant value is smaller than 0.05. The value of r squared is 0.724. This means that the influence of organizational culture variables on organizational performance by 72.4% and the rest is influenced by other variables not included in the equation model. The influence of organizational culture on organizational performance is 0.483. The influence of organizational culture on performance through organizational culture is 0.614x0.851 =0.5191. In this case, the indirect effect is greater than the direct effect so it can be said that the variable of organizational citizenship behavior as an intervening variable. The direct effect of discipline on organizational performance is 0.622. While the influence of discipline on organizational performance through organizational citizenship behavior is 0.762x0.851 = 0.648. In this case, the direct effect is smaller than the indirect effect so it can be said that the variable of organizational citizenship behavior as an intervening variable.

scholarly journals The Influence of Organizational Culture and Work Environment on the Performance of Naval Command and Staff Collage (Seskoal) With Job Satisfaction

2020 ◽  
Vol 3 (2) ◽  
pp. 34-45
Author(s):  
Zukarnaen Zukarnaen ◽  
Dedi Purwana ◽  
Ari Saptono
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Work Environment ◽  
Indirect Effect ◽  
Quantitative Methods ◽  
Strong Influence ◽  
Likert Scale ◽  
Staff Performance ◽  
And Performance ◽  
Culture Work

Staff performance is very crucial in the sustainability of the company. Some factors that are thought to strongly influence performance are organizational culture, work environment, and job satisfaction. Thus, the study aimed to analyze the strong influence of organizational culture and work environment on job satisfaction, then to analyze the strong influence of organizational culture and work environment on performance, then analyze the effect of job satisfaction on performance, finally to find out and analyze the indirect effect of organizational culture and work environment towards the performance of Seskoal soldiers through job satisfaction. This research uses quantitative methods with data obtained through questionnaires with Likert scale assessment. With a total of 137 Seskoal soldiers. The analysis results show that organizational culture and work environment with job satisfaction are positively and significantly related, organizational culture and work environment with performance are positively and significantly related, job satisfaction with performance is positively and significantly related, there is a relationship between the influence of organizational culture and performance with mediated by job satisfaction and there is a relationship between the influence of the work environment with performance mediated by job satisfaction. Keywords: Organizational Culture, Work Environment, Job Satisfaction

scholarly journals Analisa Hubungan Antara Disiplin Kerja, Budaya Organisasi Dengan Kinerja Karyawan Dalam Perusahaan

2020 ◽  
Vol 4 (2) ◽  
pp. 210-216
Author(s):  
Dedy Syahyuni
Keyword(s):  
Organizational Culture ◽  
Work Performance ◽  
Employee Performance ◽  
Strong Relationship ◽  
Good Work ◽  
Work Team ◽  
Work Culture ◽  
High Expectation ◽  
The Creation ◽  
Culture Work

In this fast-paced era like today, an organization in this case the company is also required to be able to work quickly in addition to being effective and efficient. Therefore, it cannot be denied, there is a high expectation of the performance of the employees in each company. Employees are asked to be able to provide the achievement of these expectations. Both expectations as individuals and as part of a work team. Because so many things that need to be considered in improving performance, the company must pay attention to some of these things. Two of them are good work discipline and ideal work culture. Both of these are not determinants of performance but these two things are a development of employee performance. The purpose of this paper is to provide an overview of work discipline and organizational culture and their contrubution on the creation of employee performance. In this paper, the results show that work discipline variables and organizational culture are related to 0.636, which means there is a strong relationship and gives an effect of 40 percent on the formation of employee performance.   Keywords: Dicipline, organizational culture, work Performance

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