JRSSEM 2022, Vol. 02, No. 01, 43 – 55
E-ISSN: 2807 - 6311, P-ISSN: 2807 - 6494
DOI : https://jrssem.publikasiindonesia.id/index.php/jrssem/index
EFFECT OF ORGANIZATIONAL CULTURE AND
ORGANIZATIONAL COMMITMENT ON EMPLOYEE
PERFORMANCE WITH JOB SATISFACTION AS
INTERVENING VARIABLE
Yusuf Ahmad Sudrajat
1
Arif Hartono
2
1,2
Universitas Islam Indonesia, Yogyakarta
e-mail: yusuf.sudrajat@students.uii.ac.id
,
*Correspondence: Yusuf Ahmad Sudrajat
Submitted: 25 July 2022, Revised: 05 August 2022, Accepted: 25 August 2022
Abstract. The study was conducted to know the meadiating effect of job satisfaction on the
relationship between organizational commitment on employee performance. This research was
used quantitave methods and questionannaire as a data collection tool. The population of this
research was 1500 and the sample was 327 employees. Data collection techniques using a
questionnaire with google form. Purposive random was used as a sampling methode, with
purposive employees who have at least one year of service. F test, t-test, simple and multiple linear
regression analysis and path analysis was used as analysis data methode. This research resulted
that organizational culture has a postive influence on employee performance. Job satisfaction
could mediate the relationship between organizational culture and employee performance. Job
satisfaction could mediate the relationship between organizational commitment to employee
performance.
Keywords: organizational culture; job satisfaction; employee performance; organizational
commitment.
Yusuf Ahmad Sudrajat, Arif Hartono
| 44
DOI : https://jrssem.publikasiindonesia.id/index.php/jrssem/index
INTRODUCTION
The success of a company may be
gauged by looking at how its people
perform; this is because human resources is
crucial to achieving the company's stated
goals and objectives. (Laras et al., 2021).
(Mathis & Jackson, 2000) states that
performance is what employees do and
don't do. Employee performance affects
the contribution made to the organization
for example causality of output, quantity of
output. Employees who perform poorly can
be identified through performance
evaluation (Soesanto, 2016).
Employee performance may be
influenced by a variety of elements,
including but not limited to: job
satisfaction, work environment, work ethics,
organizational culture, organizational
dedication or commitment, and job
satisfaction. (Rofiliana & Rofiuddin, 2021)
Job satisfaction in their jobs is a key
influence in their productivity. Positive
feelings about one's job evaluation
constitute job satisfaction, whereas
negative feelings about one's job
evaluation constitute job discontent.
(Mathis & Jackson, 2000).
Organizational culture can affect work
behavior and employee performance, this
is because behavior is formed through the
culture that exists in the organization. Each
organization has its own culture as a
characteristic that distinguishes it from
other organizations. Organizations need a
culture that can understand the applicable
boundaries that can be implemented by
members of the organization and have a
good impact so as to facilitate
organizational activities (Pawirosumarto et
al., 2017). Organizational culture is an
identity that distinguishes between
organizations and becomes an advantage
for the organization. When a business has
a positive culture, it's easier to foster an
environment that motivates workers to do
their best. Meanwhile, different research
results were obtained by (Harwiki, 2016)
which stated that organizational culture has
no impact on employee performance. As
for the indicators of organizational culture
based on the theory of Robbins & Coulter,
(2012) results orientation, attention to
detail, innovation, and courage, human
orientation, team orientation,
aggressiveness, and stability.
Organizational commitment, as defined
by (Wahyudi, 2008) is an individual's
eagerness to remain an integral member of
a certain group or business. An employee's
organizational commitment exists when
they identify with the organization's
mission and value their involvement in the
group. (Robbins et al., 2007). Based on the
theory of Robbins & Judge, (2008) the
commitment components consist of
affective commitment, normative
commitment and continuance
commitment. Organizational commitment
can be a benchmark when looking at the
results of employee performance in the
organization, this is based on research
conducted (Anggraeni & Rahardja, 2018) It
finds that employees' commitment to the
company has a beneficial and quantifiable
effect on performance outcomes. This
statement is reinforced by the results of
research conducted by (Burhannudin et al.,
2019) which states that organizational
commitment partially affects employee
performance variables. In this case, the
45 | Effect of Organizational Culture and Organizational Commitment on Employee
Performance with Job Satisfaction as Intervening Variable
researcher found that there were
differences in the results where some
concluded that they had a positive and
significant effect and some stated that they
had only partial effect.
Employees' actions may be affected by
the organization's culture, which shows
itself in factors like open communication,
encouragement of new ideas, and a
positive atmosphere. So that it can serve its
purpose of fostering employee
engagement and maximizing contributions
toward company objectives, or culture.
Organizations need a culture that must be
in line with established boundaries that can
be applied by members of the organization
and have a good impact so that the
activities in the organization run smoothly,
organizational culture also affects many
things in the company such as job
satisfaction and employee performance
(Wardani et al., 2016).
The opinion of (Robbins & Judge, 2008)
A person's level of organizational
commitment can be described as the
extent to which he or she supports the
organization's mission and values. While
another definition presented by (Colquitt et
al., 2014). The term "organizational
commitment" refers to the emotional
investment an individual has in continuing
to be a part of a particular group or
organization. The importance of
Organizational Commitment for an
organization or company is because
without Organizational Commitment, it is
difficult to get active and in-depth
participation from its employees.
Employees who have high organizational
commitment make a big contribution to
the company because they want to work as
much as possible and behave well in
achieving company goals (Sutanto &
Gunawan, 2013).
According to (Hasibuan, 2007)
performance can be interpreted as the
results that have been achieved by
individuals in carrying out their duties
based on their intelligence and efforts as
well as the opportunities made. Every
organization will always try to improve
employee productivity. For this reason,
management needs to find ways and
solutions to increase employee
performance. Performance management
has a scope of focus on the results achieved
and the possible impact of performance. As
for employees, because employees know
their superiors are paying attention to
them, and because those who perform
exceptionally well can be recognized for
their efforts with raises, training, and other
benefits, while those who fall short can be
moved to less demanding roles or even let
go entirely, a performance review system
can do wonders for morale. Downgrading
was implemented, even. (Arianty et al.,
2016).
Job satisfaction is related to the
assessment of each employee on the work
he has given to the organization.
Employees will feel satisfied if their work is
considered to have met the expectations
and work goals. Job satisfaction indicates
that the goal has been achieved after
making maximum effort. As a result, the
systemic connection between success and
contentment in the workplace becomes
continuous. At which point the conditions
of job happiness and discontent become
feedback or feedback that will affect future
work performance, further rewards from
Yusuf Ahmad Sudrajat, Arif Hartono
| 46
achievements will lead to job satisfaction
and dissatisfaction (Hartanti, 2007). Job
satisfaction can also affect employee
performance according to the research of
(Idris et al., 2020). Workers who hate their
jobs never grow up. When comparing
employees with and without job
satisfaction, those that sense job
satisfaction tend to have better attendance,
lower attrition, and higher productivity
(Sahlan et al., 2015).
METHODS
Quantitative methods were used in this
research. Quantitative method is a research
method used to test the theory of the
relationship between variables (Creswell,
2009). This is done because the researcher
wants to test the theory by using
hypotheses and collecting data to support
or reject the hypothesis. According to
(Creswell, 2009) states the independent
variable as a variable that can have an
influence on the outcome. There are two
independent variables in this study, namely
organizational culture as (X
1
) and
organizational commitment as (X
2
).
Meanwhile, the dependent variable in this
study is employee performance (Y). As for
this study, there are intervening variables,
the intervening variable is job satisfaction
(Z).
In this study, the population is all
employees of PT Pupuk Kalimantan Timur
Bontang head office, amounting to 1500
people.
This study uses a purposive sampling.
This technique is a sampling technique with
certain considerations which involves
selected subjects who are most profitable
to provide the information needed in
research. Researchers used 310 employees
of PT Pupuk Kalimantan Timur head office
of Bontang City as research respondents.
As for the consideration is employees with
a minimum service period of 1 year
because employees with such tenure can
already feel the organizational culture
formed in the company. As for determining
the number of respondents, this study uses
the Slovin.
Information:
n : Sample size
N : Number of population
e : Allowance for tolerable errors
The calculations are:
To collect data from the sample, the
researcher used a questionnaire via a
Google form, which was distributed to all
employees of PT Pupuk Kalimantan Timur
via the company's work email. From the
results of the broadcast, 327 people filled
out the questionnaire. Based on the Slovin
formula used, from 1500 employees who
are also the population, the ideal sample
size is 310 samples. However, after
distributing the questionnaires, 327
samples were obtained. Researchers used
327 employees of head office of PT Pupuk
Kalimantan Timur, Bontang as research
respondents.
RESULTS AND DISCUSSION
This study used 327 research samples
47 | Effect of Organizational Culture and Organizational Commitment on Employee
Performance with Job Satisfaction as Intervening Variable
from a total of 1500 population.
Results
Validity Test
In this research, the statement items'
validity was examined using the Pearson
Product Moment correlation method. A
statement is considered to be a legitimate
construct if and only if its correlation
coefficient value is larger than the cutoff
value of 0.3. The following table displays
the outcomes of the questionnaire validity
test for the investigated factors:
Table 1. Recapitulation of Organizational Culture Validity Test Results (X1)
Item Statement
r
arithmetic
r
critical
Information
BO1
0.653
0.3
Valid
BO2
0.755
0.3
Valid
BO3
0.724
0, 3
Valid
BO4
0.491
0.3
Valid
BO5
0.572
0.3
Valid
BO6
0.606
0.3
Valid
BO7
0.777
0.3
Valid
BO8
0.633
0.3
Valid
BO9
0.697
0.3
Valid
BO10
0.659
0.3
Valid
BO11
0.676
0.3
Valid
BO12
0.720
0.3
Valid
BO13
0.640
0.3
Valid
BO14
0.783
0.3
Valid
BO15
0.778
0.3
Valid
BO16
0.656
0.3
Valid
BO17
0.671
0.3
Valid
BO18
0.724
0.3
Valid
BO19
0.792
0.3
Valid
BO20
0.772
0.3
Valid
BO21
0.668
0.3
Valid
Table 2. Recapitulation of Organizational Commitment Validity Test Results (X2)
Item Statement
r
count
r
critical
Information
Yusuf Ahmad Sudrajat, Arif Hartono
| 48
KO1
0.814
0.3
Valid
KO2
0.869
0.3
Valid
KO3
0.883
0.3
Valid
KO4
0.869
0.3
Valid
KO5
0.626
0.3
Valid
KO6
0.898
0.3
Valid
KO7
0.633
0.3
Valid
KO8
0.910
0.3
Valid
KO9
0.544
0.3
Valid
KO10
0.869
0.3
Valid
KO11
0.549
0.3
Valid
Table 3. Recapitulation of Job Satisfaction Validity Test Results (Z)
Item Statement
r
count
r
critical
Information
Kep. K1
0.570
0.3
Valid
Kep. K2
0.344
0.3
Valid
Kep. K3
0.620
0.3
Valid
Kep. K4
0.853
0.3
Valid
Kep. K5
0.841
0.3
Valid
Kep. K6
0.732
0.3
Valid
Kep. K7
0.871
0.3
Valid
Kep. K8
0.870
0.3
Valid
Kep. K9
0.901
0.3
Valid
Kep. K10
0.901
0.3
Valid
Kep. K11
0.760
0.3
Valid
Kep. K12
0.815
0.3
Valid
Kep. K13
0.623
0.3
Valid
Kep. K14
0.712
0.3
Valid
Kep. K15
0.653
0.3
Valid
Table 4. Recapitulation of Employee Performance Validity Test Results (Y)
49 | Effect of Organizational Culture and Organizational Commitment on Employee
Performance with Job Satisfaction as Intervening Variable
Item Statement
r
arithmetic
r
critical
Information
Kin. K1
0.825
0.3
Valid
Kin. K2
0.861
0.3
Valid
Kin. K3
0.874
0.3
Valid
Kin. K4
0.827
0.3
Valid
Kin. K5
0.829
0.3
Valid
Kin. K6
0.860
0.3
Valid
Kin. K7
0.765
0.3
Valid
Kin. K8
0.833
0.3
Valid
Kin. K9
0.495
0.3
Valid
Kin. K10
0.831
0.3
Valid
Kin. K11
0.860
0.3
Valid
Discussion
The Effect of Organizational Culture on
Employee Performance Organizational
Culture has a positive influence on
employee performance. This is evidenced
by the organizational culture variable
showing the tcount for the Organizational
Culture variable (X
1
) of 14,582 and ttable of
1,967. Due to the value of tcount > ttable
or 14,582 > 1,967, then H0 is rejected and
H1 is accepted, meaning that
Organizational Culture (X
1
) has a positive
effect on Employee Performance (Y). The
results of this study are in line with the
results found by (Harwiki, 2016) which have
similarities in the use of organizational
culture variables and empsloyee
performance.
The use of the theory of (Robbins &
Coulter, 2012) in this study is appropriate,
this is evidenced by the data related to the
implementation of the task which is quite
supportive. Members of the organization
when completing work assignments have a
very influential result from the cultural
factors that exist in the organization. In
order to ensure that organizational culture
has been properly embedded in
employees, managers must always carry
out routine evaluations related to
performance, in that evaluation it will be
seen how the effect is on employee
performance. Managers can also conduct
briefings once a month or at certain
periods to convey organizational goals and
work direction to employees. Thus, the first
hypothesis is suspected that there is a
positive influence of organizational culture
on employee performance.
The Effect of Organizational
Commitment on Employee Performance
Organizational
Commitment has an effect on positive
results on employee performance. The
results of the t-test hypothesis test showed
that the t-value for the variable
Organizational Commitment (X
2
) was 3.297
and t-table was 1.967. Due to the value of
tcount > ttable or 3,297 > 1,967, then H0 is
rejected and H1 is accepted, meaning that
Yusuf Ahmad Sudrajat, Arif Hartono
| 50
Organizational Commitment (X
2
) has a
significant effect on Employee Performance
(Y). The regression value shows 0.190,
meaning that if the organizational
commitment variable increases by one unit,
the value of performance will also increase
by 0.762 with a note that all other
independent variables are in a constant or
constant state.
In this study, the organizational
commitment variable uses the theory of (S.
P. Robbins & Judge, 2008) which explains
that the employee's sense of commitment
to the company can be seen from affective
commitment, normative and continuity. In
the affective component, employees who
are members of the organization have the
same desire as the goals of the
organization, on the contrary, if employees
feel forced to be part of the organization,
they will avoid losses so that the effort
expended is less than optimal. The
normative component develops from the
results of socialization that has been carried
out by employees in the organization or
company, this component creates a feeling
of obligation to employees to provide
reciprocity or reciprocity for what has been
obtained from the organization.
Continuance is the perception of the losses
that will be faced if he leaves the
organization.
The author's research also strengthens
the results of the research conducted by
(Anggraeni & Rahardja, 2018) because
it has the same results as the research
conducted by the author. The difference
lies in the number of samples and the
analysis tool. (Anggraeni & Rahardja, 2018)
stated that the higher the employee's
organizational commitment, the higher the
performance. Employees with high
commitment will be loyal and willing to do
the things needed by the organization.
With an interest in work, it can make
employees continue to be enthusiastic in
doing a job or given responsibility.
Organizational commitment that is built in
employees can have a positive effect in
producing work so as to produce
performance that is in accordance with the
target.
In this study, the hypothesis was tested
whether there was an effect of
organizational commitment on employee
performance, whether the formulated
hypothesis could be proven using existing
theories. The theory of organizational
commitment performance uses the theory
of (S. P. Robbins & Judge, 2008) with
indicators of Affective Commitment,
Normative Commitment and Continuance
Commitmentt. Thus, the second hypothesis
is suspected that there is a positive
influence of organizational commitment on
employee performance.
The Effect of Organizational Culture on
Job Satisfaction
Based on the results of the Pearson
product moment correlation analysis, the
correlation coefficient value was 0.857.
shows a very strong relationship between
the independent variables simultaneously
with the dependent variable. Another
hypothesis test is carried out by performing
a partial hypothesis test or t test, the tcount
value on the Organizational Culture
variable (X
1
) is 6.869 and ttable is 1.967.
Due to the value of tcount > ttable or 6.869
> 1.967, then H0 is rejected and H1 is
accepted, meaning that Organizational
51 | Effect of Organizational Culture and Organizational Commitment on Employee
Performance with Job Satisfaction as Intervening Variable
Culture (X
1
) has a significant effect on Job
Satisfaction (Z). The significant level (α) is
5%, and the degrees of freedom (v) = 324
(n–(k+1)) the ttable value is 1.967.
The results of the deepening of this
research indicate that a strong
organizational culture will increase
employee job satisfaction. This is in
accordance with the theory used in this
study, namely the theory proposed by
(Luthans, 2011). One of the indicators that
we can see is the provision of salaries
according to the workload and the
existence of a clear promotion system in
the company. Companies must build a
strong culture so that employees have
inspired references and values when doing
work.
According to (Murtiningsih, 2020) the
retention of casual and competent
personnel has long posed a difficulty for
firms facing competition. The
organizational culture must be developed
so that employees have a more pleasant
working environment, higher work
discipline, and better working relationships,
consequently enhancing Job Satisfaction
and Employee Retention. can conclude that
organizational culture has a positive impact
on job satisfaction, as expected by the third
hypothesis.
The Effect of Organizational
Commitment on Job Satisfaction
Based on the results of the partial t-test
analysis, the tcount value for the
Organizational Commitment variable (X
2
) is
14,122 and ttable is 1,967. Due to the value
of tcount > ttable or 14,122 > 1,967, then
H0 is rejected and H1 is accepted, meaning
that Organizational Commitment (X
2
) has a
significant effect on Job Satisfaction (Z).
When an employee is committed or has a
sense of commitment to his company, it will
produce good job satisfaction as well.
Increasing the sense of commitment is
important in organizations. A high sense of
organizational commitment in employees
will create a sense of responsibility for their
work and obey the values and rules that
exist in the organization. Employees who
do not have a high sense of organizational
commitment tend to be less responsible in
their work and will be dissatisfied at work.
This study also confirms the results of
another study conducted by (Lizote &
Verdinelli, 2017) where employees at the
City Hall are satisfied with their work when
they make organizational commitments
and are not satisfied if their organizational
commitment is only to comply with the
norms. The results of this study The results
of this study contribute to an
understanding of the theoretical basis of
organizational commitment and job
satisfaction within the city hall and also to
an understanding of how behavior is
interrelated. The results of the research of
the author and several previous researchers
concluded that these findings could
contribute to improving the performance
of these institutions. Thus, the fourth
hypothesis is suspected that there is a
positive influence of organizational
commitment on job satisfaction.
The Effect of Job Satisfaction on
Performance
Based on the results of a simple linear
regression test, the coefficient value a =
8.085 means that if Job Satisfaction (Z) is
zero (0), then Employee Performance (Y)
Yusuf Ahmad Sudrajat, Arif Hartono
| 52
will be worth 8.085 units, and b = 0.602
means Job Satisfaction (Z). ) increases by
one unit, then Employee Performance (Y)
will increase by 0.602 units. Meanwhile,
through the Pearson Product Moment
correlation analysis, the value of the
correlation coefficient (r) is 0.704 and the
result of the analysis of the coefficient of
determination is 49.5%. While the results of
the hypothesis test stated that the tcount
value of the Job Satisfaction variable (Z)
was 17.848 and ttable was 1.967. Due to the
value of tcount > ttable or 17.848 > 1.967,
then H0 is rejected and H1 is accepted,
meaning that Job Satisfaction (Z) has a
significant effect on Employee Performance
(Y).
This study also corroborates the
findings of (Idris et al., 2020). According to
the research, in order to improve overall
performance, executives target and
prioritize the well-being of their staff to
motivate them to work more. This is an
effort to gratify the personnel. According to
the author, one of the most essential
components of organizational behavior
and human resource management is work
satisfaction. This implies that job
satisfaction might influence the pleasure,
morale, and work motivation of employees,
hence increasing performance. Thus, the
fifth hypothesis is suspected that there is a
positive effect of job satisfaction on
performance.
The Effect of Organizational Culture on
Performance through Job Satisfaction
Based on the results of the path analysis
test, the Zcount value is 7.852. Zcount value
of 7.852 compared to Ztable of 1.98, then
Zcount is greater than Ztable or 7.852 >
1.98 so that H0 is rejected, meaning that
Organizational Culture (X1) has a
significant effect on Employee Performance
(Y) mediated by Job Satisfaction (Z).
Other factors regarding this
relationship may include internal and
external factors that affect job satisfaction
and staff performance. In addition,
including more public organizations into
the research analysis will also enrich the
existing empirical evidence on the effect of
change and organizational culture on the
effect of staff performance in public
organizations, which is mediated by job
satisfaction. It is hoped that in the future
there will be research comparing private
organizations or companies and public
organizations to enrich the research results.
Based on the discussion above, thus the
sixth hypothesis is suspected that there is a
positive influence of organizational culture
on performance through job satisfaction is
proven.
The Effect of Organizational
Commitment on Employee Performance
through Job Satisfaction
Based on the results of the path analysis
test, the Zcount value is 2.466. Zcount value
of 19.076 compared to Ztable of 1.98, then
Zcount is greater than Ztable or 19.076 >
1.98 so that H0 is rejected, meaning that
Organizational Commitment (X) has a
significant effect on Employee Performance
(Y) mediated by Job Satisfaction (Z). The
majority of previous research concludes
that if there is a sense of fit from employees
on organizational commitment, it will
increase performance and job satisfaction.
53 | Effect of Organizational Culture and Organizational Commitment on Employee
Performance with Job Satisfaction as Intervening Variable
However, empirical research that discusses
the relationship between these variables is
very limited, so the priority for
organizations at this time is how companies
or organizations must be able to pay
attention to aspects or indicators that can
affect job satisfaction so that it affects
employees in working optimally. So it can
be concluded that the better the
organizational commitment, the better the
performance and job satisfaction affects
the two variables. Thus the seventh
hypothesis suspected that there is a
positive effect of organizational
commitment on performance through job
satisfaction.
CONCLUSIONS
Based on the results of research and
discussion that have been carried out, the
conclusions that can be drawn are as
follows: a). There is a positive influence of
organizational culture on employee
performance. b). There is a positive
influence of organizational commitment on
employee performance. c). There is a
positive influence of organizational culture
on employee job satisfaction. d). There is a
positive effect of organizational
commitment on employee job satisfaction.
e). There is a positive effect of job
satisfaction on employee performance.
f). There is a positive and significant
influence of organizational culture on
employee performance through job
satisfaction. g). There is a positive and
significant effect of organizational
commitment on employee performance
through job satisfaction.
In order to enhance the efficacy of
organizational culture, businesses can take
into account the required job performance
of their employees, so increasing their zeal
for pursuing or accomplishing the defined
work objectives. Organizations can also
boost employee organizational
commitment. It is possible, for instance, to
provide training opportunities or seminars
for employees so that they feel cared for by
the company and develop a sense of
company loyalty. To assist employees
perform their duties more effectively, it
may be a good idea to give them more time
that they can use as they see fit, but which
can also be quantified.
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