THE EFFECT OF ORGANIZATIONAL CULTURE AND WORK
ENVIRONMENT ON EMPLOYEE PERFORMANCE AT PT GALIH ESTETIKA INDONESIA
Aina Listiana
Univeritas Swadaya Gunung Jati, Jawa Barat,
Indonesia
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KEYWORDS |
ABSTRACT |
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organizational
culture, work environment, employee performance. |
This
study aims to determine the effect of organizational culture and work
environment on employee performance at PT. Galih Indonesian Aesthetics. The
population of this research is the Production Employees of PT. Galih
Indonesian Aesthetics. The technique used in sampling uses a saturated sample,
where the total population is used as a sample of 64 respondents. Methods in
data collection using multiple linear regression. The results of this study
indicate a positive and significant influence between organizational culture
and employee performance seen from tcount>ttable, namely 4.613 >
1.99897, the work environment has a positive and significant effect on
employee performance seen from tcount>ttable 4.418 > 1.99897. There is
a significant influence between organizational culture and work environment
on employee performance, as shown by the value of Fcount>Ftable, namely
45.015 > 3.17. |
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DOI: 10.58860/ijsh.v1i3.17 |
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Corresponding Author: Aina Listiana
E-mail: ainalistiana267@gmail.com
INTRODUCTION
Human resources
are essential in an organization or institution (Amelia
et al., 2022). Human resources as a
company asset greatly influence the company's success in achieving organizational
goals; the success or failure of an organization in achieving goals depends on
the success of the organization's human resources in carrying out their duties (Riniwati,
2016). Employee performance
results from work or output produced by individuals following the rules and
standards that apply to each company (Nelizulfa,
2018). Each employee has different
abilities in carrying out their duties to produce output based on quantity and
quality (Meithiana,
2017).
PT Galih Estetika
Indonesia is an agribusiness company engaged in sweet potato management and
procurement of raw materials currently used by the company, namely conducting a
contract system with farmers and purchasing directly from the dealer (Nur'azkiya
et al., 2017). Not all organizational
cultures go well; some problems occur in applying organizational culture at PT.
Galih Estetika Indonesia, namely the need for more cooperation between
employees, briefings are rarely held between employees for future company goals
or briefings evaluating previous work results. Meanwhile, there are work
environment problems within the company that do not provide comfort for
employees, such as noise from machines in the production room because the
machines are old. The factory's location is close to the main road so that the
sounds of vehicles can be heard clearly (not soundproof). These things can
interfere with employee concentration while working and reduce employee
performance.
The problems and
conditions described above are felt to affect the performance of employees of
PT. Galih Indonesian Aesthetics. Based on the background and phenomena obtained
from the company, this study aimed to identify the influence of organizational
culture and work environment on employee performance at PT Galih Estetika
Indonesia.
METHODS
This research
uses quantitative methods because this research wants to know the significance
of the influence of organizational culture and work environment on the
performance of employees of PT. Galih Indonesian Aesthetics. In addition, this
associative research aims to see whether two or more variables have a
correlation (Darna & Herlina, 2018). So that
there are two independent variables in this study, namely Organizational
Culture (X1), Work Environment (X2), and one dependent variable, namely
Employee Performance (Y).
The
dimensions used in organizational culture variables according to (Sinambela & Lestari, 2022), the
dimensions used in work environment variables used (Sedarmayanti & Rahadian, 2018), while the
dimensions of employee performance according to Mangkunegara (2021: 12). The population in this study were all production employees of PT. Galih
Estetika Indonesia, totaling 64 employees. The sampling technique used in this
study was a saturated sampling technique in which all members of the population
were sampled so that the total sample in this study was 64 respondents.
Data collection techniques in
this study used a questionnaire with a scale of measurement of the research
instrument using a Likert scale. The data analysis technique used is instrument
test, multiple regression analysis, and hypothesis testing.
RESULTS AND DISCUSSION
The number of
samples in this study was 64 respondents. Following the sampling method used in
this study is saturated sampling, where all members of the population are
sampled. One of the criteria selected as the sample was the 64 production
employees whose data was processed in this study, detailing the characteristics
of the respondents as follows: (1) the number of female respondents
predominated, namely 63%; (2) the age of the respondents is mainly in the age
range of 21-30 years, namely 25% and the least in the age range ≤ 20
years, meaning that most of the respondents are dominated by the millennial
generation; (3) the length of time the respondents worked was mostly between
11-20 years, namely 29.5%, this is in line with the previous explanation that
many respondents came from the millennial generation; and (4) most of the
respondents' education is at the high school/equivalent level with a percentage
of 57.8%.
1.
Classic assumption test
a.
Validity test
This validity
test is carried out to test whether each statement item represents the
indicator to be studied (Novikasari, 2016). The minimum requirement to
be said to be valid is r = 0.2461. So, if the correlation between the statement
item items with a total score of less than 0.246, then the items in the
instrument can be said to be invalid. The validity test is carried out by
looking at the correlation between the scores of each statement item and the
total score (Hidayat, 2021).
From the calculation
of the correlation coefficient score for each statement item from 64
respondents about the lead instrument, with a total of 10 statements;
organizational culture instrument 11 statements and employee performance
instrument 12 statements in the total
score of each respondent. The results
of testing the 33 statement items for the research variables of leadership,
organizational culture, and employee performance are valid, meaning that the
respondent has understood. The respondent is consistent with the proposed
statement items.
b.
Reliability Test
This reliability test is carried out to test how
far the measurement results are consistently reliable. The following table of
reliability test results shows that all variables have an alpha above 0.7 which
means that all variables in this study are reliable.
Table 1. Variable Reliability
Test Results
|
Variable |
Cronbach Alpha |
Information |
|
Organizational
culture |
0.824 |
Reliability |
|
Work
environment |
0.764 |
Reliability |
|
Employee
performance |
0.777 |
Reliability |
Based on table 1. It can be
concluded that the positive Cronbach's Alpha value, which is greater than 0.7,
which is the minimum limit for the reliability coefficient, can be considered
reasonable. Thus, it is said that the statement above is reliable.
2.
Multiple Regression Analysis
Multiple
linear regression analysis is used by researchers when the researcher intends
to predict how the condition (rising and falling) of the dependent variable
will be if two or more independent variables as predictor factors are
manipulated (up and down in value) (Adnyaswari & Adnyani, 2017).
Table 2.
Regression Test Results in Multiple Regression Analysis Coefficients
|
Model |
Unstandardized Coefficients |
standardized Coefficients |
t |
Sig. |
||
|
B |
std. Error |
Betas |
||||
|
|
(Constant) |
7,718 |
4,815 |
|
1,603 |
.114 |
|
1 |
Culture Organization |
.407 |
088 |
.448 |
4,613 |
.000 |
|
|
Environment Work |
.507 |
.115 |
.429 |
4,418 |
.000 |
Based on table 2 above, the regression equation
is as follows:
Y = 7.718 +
0.407X1 + 0.507b
It means:
1)
A constant value of 7.718 indicates that if there are
no Organizational Culture (X1) and Work Environment (X2) variables, the employee
performance variable is 7.718.
2)
The regression coefficient value on the Organizational
Culture variable (X1) is 0.448. This means that if Organizational Culture
increases by 1 unit, there will be an increase in Employee Performance of 0.448
3)
The Work Environment variable (X2) regression
coefficient value is 0.429. This means that if the work environment increases
by 1 unit, there will be an increase in employee performance of 0.429.
3.
Coefficient of Determination
The coefficient of
determination aims to determine the influence of organizational culture and
work environment, both partially and collectively, on employee performance.
Table. 3 Test Results for the
Coefficient of Determination Model Summary
|
Model |
R |
R Square |
adjusted R Square |
std. Error of the Estimates |
|
1 |
.772 a |
.596 |
.583 |
2,539 |
1)
The R-value of 0.772 indicates that the correlation
between organizational culture and work environment, and employee performance
is vital.
2)
The Adjusted R square (R2) or the coefficient of determination
(KD) is 0.583. This value indicates that the magnitude of the influence of
organizational culture and work environment variables on employee performance
is 58.3%. Other factors influence the remaining 43.7%.
4.
Hypothesis testing
a.
T-test
This test is
conducted to determine whether the influence of each independent variable is
significant on the dependent variable. If the test results tcount> table
means the variable is entirely dependent. Based on table 4.20, the calculation
results of tccount> table, 4.613 > 1.99897, have a sig value of 0.000
<0.05. This means that H0 is rejected and Ha is accepted, where there is a
positive and significant influence between Organizational Culture (X1) on
Employee Performance (Y). Based on table 4.20, the calculation results of
count> ttable, namely 4.418 > 1.99897, have a sig value of 0.000
<0.05. This means that H0 is rejected and Ha is accepted, where there is a
positive and significant influence between the Work Environment (X2) on
Employee Performance (Y).
b.
F test
This test is conducted to
determine the significance or not of the influence of the independent variables
simultaneously on the dependent variable. If the test results Fcount >
Ftable means the variable is significant enough to explain the dependent
variable.
Table 4. Anova F Test Results
|
Model |
Sum of Squares |
df |
Means Square |
F |
Sig. |
|
|
|
Regression |
580,374 |
2 |
290,187 |
45015 |
.000 b |
|
1 |
residual |
393,236 |
61 |
6,446 |
||
|
|
Total |
973,609 |
63 |
|
||
From the results of the study,
it was found that the F count was 45.015 > F table 3.15. thus, then Ho is
rejected, and Ha is accepted. This means that there is a positive and
significant influence between organizational culture and work environment
together on the performance of employees of PT. Galih Indonesian Aesthetics
Following are
the results of the discussion based on the results of the analysis above:
1.
The Effect of Organizational Culture (X1) on
Employee Performance (Y)
Based on the average score of the Organizational
Culture questionnaire (X1) answered by respondents, it was 4.20. The lowest
average value of 4.01 is found in the 4th statement (P4): "There are
guidelines regarding procedures for behavior in the company." While the
highest average score of 4.42 is found in the 12th statement (P12), namely,
"New employees learn the techniques and procedures set out in work."
This means that the Organizational Culture variable (X1) is said to be very
good because it is in the 4.20-5.00 interval of the assessment criteria. And
based on the results of testing the first hypothesis, the results obtained
stated that Organizational Culture had a significant effect on Employee
Performance at PT. Galih Indonesian Aesthetics. This is evidenced by the tcount
4.613 > ttable 1.99897 and a significance value of 0.000 <0.05, then H0
is rejected, and Ha is accepted.
This study's results align with research conducted (Bodroastuti et al., 2018) which states that
organizational culture has a significant effect on employee performance at PT.
Pandowo Utomo Food. Based on previous research, it can be said that
organizational culture has a significant effect on employee performance because
the better and stronger the organizational culture passed on to its employees,
the performance of its employees will indirectly increase.
2.
Effect of Work Environment (X2) on Employee
Performance (Y)
Based on the average score of the Organizational
Culture questionnaire (X2), the respondents answered 4.32. The lowest average
value of 4.14 is found in the 8th statement (P8): "The presence of
security or security guards at work makes you feel calm and safe at work."
In contrast, the highest average value of 4.46 is found in the fourth
statement. -11 (P11), "Work relations between subordinates and superiors
are well established." This means that the Organizational Culture variable
(X2) is said to be very good because it is in the 4.20-5.00 interval of the
assessment criteria. And based on the results of testing the second hypothesis,
the results obtained stated that organizational culture had a significant
effect on the performance of employees of PT. Galih Indonesian Aesthetics. This
is evidenced by the value of tcount 4.418 > ttable 1.998897 and a
significance of 0.000 <0.05, H0 is rejected, and Ha is accepted.
This study's results align with research (Heruwanto et al., 2018) which states that the work
environment has a positive and significant effect on employee performance at
PT. Son of Taro Paloma. Based on previous research, it can be said that the
work environment significantly affects employee performance because if the work
environment is planned and conducive, employees will be comfortable at work. If
employees feel safe and comfortable at work, then their performance will also
be better and can increase.
3.
Influence of Organizational Culture (X1), Work
Environment (X2) on Employee Performance (Y)
Based on the
average score of the Employee Performance Questionnaire (Y), the respondents
answered 4.38. The lowest average value of 4.03 is found in the 2nd statement
(P2): "I can do the job without being supervised." In contrast, the
highest average value of 4.56 is found in the 9th statement (P9): "I will
always be careful at work to avoid things that are not desirable. This means that
the employee performance variable (Y) is said to be very good because it is in
the 4.20-5.00 interval of the assessment criteria. Moreover, based on the
results of testing the fourth hypothesis, the results obtained stated that
organizational culture and work environment had a significant effect on PT.
Galih Indonesian Aesthetics. This is evidenced by the Fcount value of 45.015
> Ftable 3.15 and a significant value of 0.000 <0.05, H0 is rejected, and
Ha is accepted.
This study's
results align with research conducted (Wahjono et al., 2021) which states organizational
culture and the environment. Working together has a significant effect on the
performance of employees of PT. Siantar Top. Tbk in Sidoarjo. Based on previous
research, it can be said that organizational culture and work environment
positively and significantly affect employee performance. With an excellent
organizational culture and environment, performance will also be good.
CONCLUSION
Based on data
analysis and research results regarding the influence of organizational culture
and work environment on employee performance, then: 1) Based on the results of
the study, it can be concluded that organizational culture variables have a
positive and significant effect. This means that organizational culture influences
employee performance. 2) Based on the study's results, it can be concluded that
the work environment variable has a positive and significant effect. This means
that the work environment affects employee performance. 3) Based on the
research results, it can be concluded that organizational culture and work
environment variables jointly affect employee performance. This means
organizational culture and work environment.
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