JRSSEM 2022, Vol. 01, No. 9, 1231 – 1243
E-ISSN: 2807 - 6311, P-ISSN: 2807 - 6494
DOI : 10.36418/jrssem.v1i9.116 https://jrssem.publikasiindonesia.id/index.php/jrssem/index
ANALYSIS OF THE EFFECT OF SELF-EFFICIENCY
MEDIATION AND ORGANIZATIONAL COMMITMENT ON
THE INFLUENCE OF CULTURE OF PERFORMANCE AND
EMPLOYEE SATISFACTION
Netty Laura Simbolon
1*
Budi Satriyo Priyonggo
2
1,2
Universitas 17 Agustus 1945 Jakarta
e-mail: netty.simbolon@uta45jakarta.ac.id
1
, budi.slcjkt@gmail.com
2
*Correspondence: netty.simbolon@uta45jakarta.ac.id
Submitted: 26 March 2022, Revised: 04 April 2022, Accepted: 15 April 2022
Abstract. A company cannot develop optimally if it is not fully supported by qualified and
advanced human resources within the company, including PT Sarana Lintas Caraka. The purpose
of this study was to examine the mediating effect of self-efficacy and organizational commitment
on the effect of organizational culture on employee performance and job satisfaction at PT Sarana
Lintas Caraka. The research method used in this research is quantitative with Partial Least Square
(PLS-SEM) technique and assisted by software SmartPLS 3.0The researcher chose the census
technique in the sampling technique, namely all members of the population (all PT Sarana Lintas
Caraka) were used as samples in this study to examine the mediating effect and the direct influence
of the related variables. The results of this study indicate that there is an influence of organizational
culture on employee performance, the influence of organizational culture on employee job
satisfaction, the influence of self-efficacy on employee performance, self-efficacy has no effect on
employee job satisfaction, organizational commitment does not affect employee performance, the
influence of organizational commitment on employee job satisfaction, self -efficacy is able to
mediate the influence of organizational culture on employee performance, self-efficacy is not able
to mediate the influence of organizational culture on employee job satisfaction, organizational
commitment is not able to mediate the influence of organizational culture on employee
performance, organizational commitment is able to mediate the influence of organizational culture
on employee job satisfaction. The method of determining the number of respondents' eligibility
uses the Hair Method which states that the respondent may be 5 to 10 times the number of
indicators of research variables.
Keywords: organizational culture; self efficacy; organizational commitment; employee
performance; employee job satisfaction.
Netty Laura Simbolon, Budi Satriyo Priyonggo | 1232
DOI : 10.36418/jrssem.v1i9.116 https://jrssem.publikasiindonesia.id/index.php/jrssem/index
INTRODUCTION
In the era of globalization, all forms of
economic growth on a domestic and global
scale experience increasingly rapid
development. PT or Limited Liability
Company Sarana Lintas Caraka is a
company engaged in export and import
customs services. Organizational culture
gives birth to innovation, every employee
must be able to adjust to the situation and
become marketing so that with the
changes that occur during the current
pandemic, employee performance and job
satisfaction remain maximized. The
organizational culture that is considered is
also supported by self-efficacy and
organizational commitment in having an
impact on employee performance and job
satisfaction (Gountas, Gountas, &
Mavondo, 2014); (Yousaf & Sanders, 2012);
(Joe, 2010); (Borgogni, Russo, Miraglia, &
Vecchione, 2013). With high self-efficacy
and commitment, employees are expected
to be able to adjust the type of work given
and be able to do the work with maximum
results. Employee performance and job
satisfaction play an important role for every
organization in increasing change and
progress towards a better direction in
achieving organizational goals. Employees
must be confident and capable that they
can and are committed to what they do and
are responsible for the results they do.
Companies through the human resources
department must evaluate the
performance and job satisfaction of
employees obtained within a certain period
of time.
Self-efficacy is the belief that one can
control the situation and get positive
(Bourne, Smeltzer, & Kelly, 2021); (Muñoz,
2021). This self-efficacy is also reflected in
the employees of PT Sarana Lintas Caraka.
Some employees believe that they can
solve problems that occur in doing their
jobs well. However, there are some
employees who still feel less confident in
doing their jobs due to the lack of
knowledge, experience and training
provided (results of an interview with one
of the leaders of PT Sarana Lintas Caraka).
In addition to self-efficacy, employee
commitment is also important to note
because it has an impact on employee
performance and job satisfaction. An
employee who has a high commitment to
the organization will give all his
energyabilitiesand soul to the company
wholeheartedly in doing the job. So that
researchers are interested in conducting
research related to the performance of PT
Sarana Lintas Caraka.
The purpose of this scientific research
study was to determine the mediating
effect of self-efficacy and organizational
commitment on organizational culture on
the performance and job satisfaction of
employees of PT Sarana Lintas Caraka.
METHODS
Research Quantitative research is used
by researchers in research where this
method is suitable for use in large
populations with limited variables. This
involves the utilization and analysis of
numerical data using specialized statistical
techniques to answer questions such as
how, who, how much, when and where
(Water, 2020).
This study is a causal research because
1233 | Analysis of the Effect of Self-Efficiency Mediation and Organizational Commitment on
the Influence of Culture of Performance and Employee Satisfaction
of the causal effect between variables in the
research model, namely the analysis of the
mediating effect of self-efficacy and
organizational commitment on the
influence of organizational culture on the
performance and job satisfaction of
employees of PT Sarana Lintas Caraka.
This research is a census research. This
study uses a census because to maximize
the results of research conducted by
researchers at PT Sarana Lintas Caraka.
Based on the level of naturalness, this study
used a survey research method with
questionnaires and structured interviews.
RESULTS AND DISCUSSION
Respondents used as many as 272
respondents, using simple random
sampling with Hair Method at least 5 to 10
times the number of indicators. The results
of the data in this study, obtained from
questionnaires distributed to respondents
using google form. The questionnaire in
this study contains statement items related
to research variables, the questionnaire
also contains respondents' personal data
consisting of: gender, age, last education,
employee status, and respondent's length
of service. The data collected from the
respondents are presented as follows:
Table 1. Characteristics of Respondents
No.
Characteristics
Total
Percentage (%)
1
Gender
1. Male
85
31.3
2. Female
187
73.7
Total
272
100
2
Age
1. <25 Years
122
44.9
2. 25 - 30 Years
95
34.9
3. 31 - 40 Years
47
17.3
4. > 40 Years
8
2.9
Total
272
100
3
Last Education
1. SMP / Equivalent
0
0
2. SMA / Equivalent
106
39
3. D3
42
15.4
4. S1
124
45.6
Total
272
100
4
Employee Status
1. Contract Employee
79
29
2. Permanent Employees
193
71
Total
272
100
5
Length of Work
1. < 3 Years
114
41.9
Netty Laura Simbolon, Budi Satriyo Priyonggo | 1234
2. 3 - 6 Years
92
33.8
3. 7 - 10 Years
40
14.7
4. > 10 Years
26
9.6
Total
272
100
From the table, it can be seen a
description of the respondents in terms of
years of service, most of the respondents
had a working period of less than 3 years,
namely as many as 114 people (41.9%), this
shows that the employee's work experience
is still very minimal.
A. Test Validity and Reliability
1. Test Validity Measurement
(Outer) Model
Outer model is the relationship
between indicators and their
constructs. The initial evaluation or
testing of the measurement model
is reflective, namely with
convergent validity. The evaluation
of convergent validity begins by
looking at the item reliability
(validity indicator) which is
indicated by the value of the
loading factor. The factor loading
value less than 0.5 will be omitted in
the model and if the factor loading
value is more than 0.5 then it has
good validity. For research in the
early stages of developing a
measurement scale, a loading value
of 0.5 to 0.60 is considered
sufficient. The factor loading
significance test can be done with t
statistic or p value, if the t statistic
value > 1.96 and p value < 0.05 then
it has significant validity.
Figure 2. Construct Realiability and
Validity Validity
Test is used to measure the validity
or validity of a questionnaire. A
questionnaire is said to be valid if the
questions on the questionnaire are able
to reveal something that will be
measured by the questionnaire. The
validity of the instrument can be proven
by some evidence. These evidences
include content, otherwise known as
content validity or content validity,
constructively, otherwise known as
construct validity, and criteria,
otherwise known as criterion validity
(Yusup, 2018). From the outer loading
image, the respondent's validity test in
this study was in accordance with the
existing criteria and was valid.
2. Reliability Test
(Sugiyono, 2020) said that a
reliable instrument is an instrument
which, when used several times to
measure the same object, will
produce the same data. Reliability
tests were carried out on the outer
model, among others: Composite
1235 | Analysis of the Effect of Self-Efficiency Mediation and Organizational Commitment on
the Influence of Culture of Performance and Employee Satisfaction
Reliability, is data that has a value >
0.7 has high reliability, Cronbach
Alpha, namely the reliability test
results are reinforced by the
Cronbach alpha value and the
expected value is > 0.7 for all
constructs, Average Variance
Extracted (AVE), this value describes
the magnitude of the variance and
the expected value > 0.5.
Based on the results of
respondent data processing and
outer loader images, respondents
from this study were reliable and
answered the questionnaire
questions consistently and the
accuracy of the data from
respondents deserved to be tested
in hypothesis testing.
3. Structural Model Testing (Inner
Model)
Analysis of the inner model is
carried out to ensure that the
structural model built is robust and
accurate.
The evaluation of the inner
model can be seen from several
indicators including:
Coefficient of Determination (R2)
Coefficient of determination is the
square of the correlation coefficient
(R2whichis related to the independent
variable and the dependent variable
(Saputri, 2016). In regression analysis, the
coefficient of determination is used as the
basis for determining the effect of the
independent variable on the dependent
variable. The formula used is: KD = R2 x
100%. The point is to measure how much
the model's ability to explain the variation
of the dependent variable. The value of the
coefficient of determination is between
zero to one. From the coefficient value
obtained from the data processing of this
study, it was found that R2 was employee
performance 0.559, employee job
satisfaction 0.564, organizational
commitment 0.401 and self-efficacy 0.299.
From the coefficient of determination
(R2) 0.559, it means that organizational
culture on employee performance
contributes 0.559 or 55.9% while the rest is
influenced by other factors outside of this
study. The coefficient of determination (R2)
0.564 means that organizational culture on
employee job satisfaction contributes 0.564
or 56.4% while the rest is influenced by
other factors outside of this study. The
value of the coefficient of determination
(R2) 0.299 mediating self-efficacy on
organizational culture on employee
performance contributed 0.299 or 29.9%
while the rest was influenced by other
factors outside of this study. The value of
the coefficient of determination (R2) is
0.401, meaning that the mediation of
organizational commitment to
organizational culture on employee job
satisfaction contributes 0.401 or 40.1%
while the rest is influenced by other factors
outside of this study.
Hypothesis
Testing Hypothesis testing is a test that
includes the significance value of each path
coefficient which states that there is a
significant or insignificant effect between
constructs. This structural model test is
used to test the hypothesis between the
research variables and can be seen from the
P value and T statistic value. If the T statistic
Netty Laura Simbolon, Budi Satriyo Priyonggo | 1236
is > 1.96 then the effect is significant or if
the P value is < 0.05, it means the effect is
significant (Angelini, 2018).
Table 2. Path Coefficient Hypothesis Testing Results
Description
Original
Sample
Standard
Deviation
T
Statistics
P
Values
Org Comm -> Employee
Performance
0.103
0.060
1.725
0.085
Org Comm -> Job
Satisfaction
0.523
0.059
8.881
0.000
Organizational Culture -
> Employee
Performance
0.345
0.064
5.433
0.000
Organizational Culture -
> Job Satisfaction
0.248
0.055
4.548
0.000
Organizational Culture -
> Org Comm
0.633
0.034
18.795
0.000
Organizational Culture -
> Self Efficacy
0.547
0.039
13.917
0.000
Self Efficacy ->
Employee Performance
0.417
0.065
6.445
0.000
-> Job Self Efficacy
Satisfaction
0.065
0.058
1.119
0.264
Table 3. Hypothesis Testing Results Specific Indirect Effect
Description
Original
Sample
Sample
Mean
Standard
Deviation
T
Statistics
P
Values
Organizational Culture ->
Org Comm -> Employee
Performance
0.065
0.065
0.038
1.721
0.086
Organizational Culture ->
Self Efficacy -> Employee
Performance
0.228
0.228
0.039
Organi
0.000
5.804zational Culture ->
Org Comm -> Job
Satisfaction
0.331
0.332
0.041
7.988
0.000
Organizational Culture ->
Self Efficacy -> Job
Satisfaction
0.036
0.034
0.033
1.097
0.273
1237 | Analysis of the Effect of Self-Efficiency Mediation and Organizational Commitment on
the Influence of Culture of Performance and Employee Satisfaction
Table 4. Outer Model Hypothesis Testing Results
Employee
Performance
Job
Satisfaction
Org
Comm
Organizational
Culture
Self
Efficacy
X.1
-1,000
X.2
-1,000
X.3
-1,000
X.4
-1,000
X.5
-1,000
X.6
-1,000
X.7
-1,000
Y1.1
-1,000
Y1.2
-1,000
Y1.3
-1,000
Y1.4
-1,000
Y1.5
-1,000
Y1.6
-1,000
Y1.7
-1,000
Y2.1
-1,000
Y2.2
-1,000
Y2.3
-1,000
Y2.4
-1,000
Y2.5
-1,000
Z1.1
-1,000
Z1.2
-1,000
Z1.3
-1,000
Z1.4
-1,000
Z1.5
-1,000
Z2.1
-1,000
Z2.2
-1,000
Z2.3
-1,000
From the data in tables 2 and 3 above,
to answer the proposed hypothesis, it is
known that the proposed hypothesis is
accepted and some is rejected. This shows
that there are variables that have an effect
and do not have an effect.
The following are the results of the
analysis related to the effect of the
variables in accordance with the proposed
hypothesis:
1. There is an influence of
organizational culture on employee
performance.
The results of the path coefficient
based on the T-Statistics value indicate
that the influence of organizational
Netty Laura Simbolon, Budi Satriyo Priyonggo | 1238
culture on employee performance has a
significance level of 5,433 so it is stated
that organizational culture has a
positive and significant effect on
employee performance and the
hypothesis is accepted. In accordance
with research conducted by (Ratnasari
& Sutjahjor, 2019); (Rehman & Nawaz,
2018) which shows that there is an
influence of organizational culture on
employee performance. Optimal
organizational culture will create
employees who have a high sense of
responsibility towards the company.
With the pattern that is used to be
applied in the company, it will become
the hallmark of the company and
improve performance than the
employees themselves.
2. The influence of organizational
culture on employee job satisfaction.
The results of the path coefficient
based on the T-Statistics value indicate
that the influence of organizational
culture on employee performance has a
significance level of 4,548 so it is stated
that organizational culture has a
positive and significant effect on
employee job satisfaction and the
hypothesis is accepted. In line with
research conducted by (Pham Thi, Ngo,
Duong, & Pham, 2021) which states
that there is an influence of
organizational culture on employee job
satisfaction. Optimal organizational
culture will create employees who have
a high sense of responsibility towards
the company. With a pattern that is
used to be applied in the company, it
will become the hallmark of the
company and improve performance
than the employees themselves and
employees will feel satisfied with the
results of their performance.
3. The influence of self-efficacy on
employee performance.
The results of the path coefficient
based on the T-Statistics value show
that the effect of self-efficacy on
employee performance has a
significance level of 6.445 so it is stated
that self-efficacy has a positive and
significant effect on employee
performance and the hypothesis is
accepted. An employee who has a high
level of self-confidence is able to work
no matter how hard the challenges of
the type of work given. Because an
employee with high self-efficacy
believes he can solve a work problem
and will take the best decision for the
betterment of the company.
4. Self-efficacy has no effect on
employee job satisfaction.
The results of the path coefficient
based on the T-Statistics value show
that the effect of self-efficacy on
employee job satisfaction has a
significance level of 1,119 so it is stated
that self-efficacy has no effect on
employee job satisfaction and the
hypothesis is rejected. An employee
who has a high level of self-confidence
is able to work no matter how hard the
challenges of the type of work given,
but with conditions beyond the ability
of the employee itself can result in
employees not feeling satisfied with the
results of their performance.
5. Organizational commitment has no
effect on employee performance.
The results of the path coefficient
1239 | Analysis of the Effect of Self-Efficiency Mediation and Organizational Commitment on
the Influence of Culture of Performance and Employee Satisfaction
based on the T-Statistics value indicate
that the effect of organizational
commitment on employee
performance has a significance level of
1,725 so it is stated that organizational
commitment has no effect on
employee performance and the
hypothesis is rejected. This is contrary
to research conducted by (Atika,
Modding, Sammaila, & Hafied, 2019);
(Rehman & Nawaz, 2018); (Parveen,
2019) which shows that there is an
influence of organizational
commitment on employee
performance. Employees have an
important role for every company. If
employees are not committed to the
company, their performance will
decline and have an impact on the
progress of the company.
6. There is an effect of organizational
commitment on employee job
satisfaction.
The results of the path coefficient
based on the T-Statistics value show
that the effect of organizational
commitment on employee
performance has a significance level of
8.881 so it is stated that organizational
commitment has a positive and
significant effect on employee
performance and the hypothesis is
accepted. This is in line with research
conducted which shows that there is an
influence of organizational
commitment on employee
performance and job satisfaction.
Employees have a very important role
for every company. With high
organizational commitment will affect
employee job satisfaction itself.
7. Self-efficacy can mediate the effect
of organizational culture on
employee performance.
The results of the specific indirect
effect based on the T-Statistics value
show that self-efficacy is able to
mediate the influence of organizational
culture on employee performance
because it has a significance level of
5,804 so that the hypothesis is
accepted. Confidence in the ability of
employees to solve work problems and
supported by a strong company system
will improve the performance of the
employees themselves. The interactions
and habits of the organizational culture
will create employees who are loyal to
the company so that the company's
goals will be achieved in accordance
with the company's vision and mission.
8. Self-efficacy cannot mediate the
effect of organizational culture on
employee job satisfaction.
The results of the specific indirect
effect based on the T-Statistics value
show that self-efficacy is not able to
mediate the influence of organizational
culture on employee job satisfaction
because it has a significance level of
1,097 so that the hypothesis is rejected.
Confidence in the ability of employees
to solve work problems but not
supported by a strong company system
will cause employee job satisfaction to
decrease. Because it could be that the
facilities are not met while the work
must be completed as quickly as
possible.
9. Organizational commitment is not
able to mediate the influence of
organizational culture on employee
Netty Laura Simbolon, Budi Satriyo Priyonggo | 1240
performance.
The results of the specific indirect
effect based on the T-Statistics value
show that organizational commitment
is not able to mediate the influence of
organizational culture on employee
performance because it has a
significance level of 1.721 so that the
hypothesis is rejected. Every company
innovation must be acceptable to the
employees themselves. If employees
don't want to make changes and don't
want to take risks, the company will lose
competitiveness with other companies.
Because every time the company's
external changes continue and
employee performance is required to
be able to adapt to changes outside the
company's internal.
10. Organizational commitment is able
to mediate the influence of
organizational culture on employee
job satisfaction.
The results of the specific indirect
effect based on the T-Statistics value
indicate that organizational
commitment is able to mediate the
influence of organizational culture on
employee job satisfaction because it
has a significance level of 7,988 so that
the hypothesis is accepted. Every
company innovates and changes the
system, employees want to adapt to
changes that exist in the company, so
that work enthusiasm and job
satisfaction will be created for the
employees themselves. This will make
the company more profitable and
employees will also feel the direct
impact in the form of bonuses or
rewards.
CONCLUSIONS
This study provides empirical evidence
regarding the mediating effect of self-
efficacy and organizational commitment on
the effect of organizational culture on
employee performance and employee job
satisfaction. This study used a sample of
272 respondents, who were employees of
PT. Cross Caraka Means. The results
showed that:
1. The influence of organizational culture
on employee performance. Companies
have their own characteristics in
running their business. These
characteristics indicate that there are
differences with other companies
where if done optimally the employee's
sense of responsibility for the work
given will not burden the employee
himself and improve the employee's
performance.
2. The influence of organizational culture
on employee job satisfaction.
Organizational culture creates a
sustainable system for changing the
work environment in line with current
technological and business
developments. Employees who have
high self-efficacy will accept all forms of
change for the progress of the
company. This will improve the mindset
of employees to be able to adjust the
organizational culture and will improve
their performance so that job
satisfaction is achieved.
3. The influence of self-efficacy on
employee performance. Confidence
and self-confidence of employees is
1241 | Analysis of the Effect of Self-Efficiency Mediation and Organizational Commitment on
the Influence of Culture of Performance and Employee Satisfaction
needed by the company. An employee
who has high self-confidence and is
optimistic about all types of work given
by his superiors will do it with pleasure
and can complete the work himself well.
This will certainly make employees
more mature and will improve their
performance.
4. Self-efficacy has no effect on employee
job satisfaction. An employee who has
a high level of self-confidence is able to
work no matter how hard the
challenges of the type of work given,
but with conditions beyond the ability
of the employee itself can result in
employees not feeling satisfied with the
results of their performance.
5. Organizational commitment has no
effect on employee performance. The
company will progress and develop if it
is supported by optimal employee
performance. The role of employees is
very important because employees
must be confident and able that they
can and are committed to what they are
doing and are responsible for the
results they are doing. This of course
must also be supported by the
company itself, whether there is
reciprocity from the company to
employees. Does the company pay
attention to the welfare of employees
and feel that employees are part of the
company. If not, employees will carry
out work by being forced and
neglecting so that employees are not
loyal to the company and will reduce
their performance so that it affects the
growth and development of the
company.
6. There is an effect of organizational
commitment on employee job
satisfaction. Organizational
commitment is very influential on the
performance of its employees, with
good commitment it will improve
employee performance because
employees feel valued for their
performance and will increase
employee morale and produce job
satisfaction for employees.
7. Self-efficacy is able to mediate the
influence of organizational culture on
employee performance. Each company
has its own characteristics to
distinguish it from other companies. A
strong system will build the character of
employees to become strong workers,
able to solve and solve work problems
well. Employees will feel part of the
company's system and will be loyal to
the company so that it will improve
their performance.
8. Self-efficacy is not able to mediate the
effect of organizational culture on
employee job satisfaction. Confidence
in the ability of employees to solve
work problems but not supported by a
strong company system will cause
employee job satisfaction to decrease.
Because it could be that the facilities are
not met while the work must be
completed as quickly as possible.
9. Organizational commitment is not able
to mediate the influence of
organizational culture on employee
performance. Employees who are loyal
to the company will work optimally to
advance the company. However,
employees must be supported by
adequate human resources in order to
Netty Laura Simbolon, Budi Satriyo Priyonggo | 1242
be able to adapt to changes that occur
outside. Because if you don't want to
adjust to the times and stay in place, the
company will be left far behind its
competitors.
10. Organizational commitment is able to
mediate the influence of organizational
culture on employee job satisfaction.
Employees who are loyal to the
company will work optimally to
advance the company. Employees want
to adapt to changes that exist in the
company, so that work enthusiasm and
job satisfaction will be created for the
employees themselves. This will make
the company more profitable and
employees will also feel the direct
impact in the form of bonuses or
rewards.
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