The Influence of Organizational Culture Factors

on Employee Performance at the Bojonegoro

Regency Agriculture Service
Yuni Arba'atun 1, Teguh Soedarto2
1
Doctoral students of UPN V East Java, 2 lecturers of UPN V East Java
E-mail: yunisoedirman77@gmail.com

Abstract
Employee culture and performance is a central topic in the development of human resources in the
future. Employee performance problems are indeed a major problem in an organization. Therefore, the
Bojonegoro Regency Agriculture Service needs to first identify the variables that affect employee
performance, the extent of their influence so that it has an impact on performance.. Performance in the
organization is inseparable from the existence of its organizational culture, a weak culture will interfere
with organizational activities to achieve its goals. This research is about the influence of organizational
culture in the perspective of differentiation, integration perspective and fragmentation perspective on
employee performance at the Department of Agriculture of Bojonegoro Regency. These three perspectives
affect employee performance together by 44.7%, while the remaining 55.3% employee performance is
influenced by other than organizational culture. Organizational culture factors which include
differentiation perspective, integration perspective and fragmentation perspective partially have no
significant effect on employee performance. Meanwhile, the organizational culture factor of the
integration perspective has a dominant influence on the performance of the employees of the Department
of Agriculture, Bojonegoro Regency, East Java Province.
Keywords: culture, employee performance, differentiation perspective, integration perspective,
fragmentation perspective

PRELIMINARY reasonable people.

The current condition of the development of
various types of organizations is increasing rapidly,
this is triggered by the dynamically changing
external environment. Based on the facts, one of the
important factors in this change is culture and
needs, because every organization must take
anticipatory steps to turn challenges into
opportunities. Culture and employee performance is
a central topic in the development of human
resources in the future. Employee performance
problems are indeed a major problem in an
organization. Therefore, the Bojonegoro Regency
Agriculture Service needs to first identify the
variables that affect employee performance, the
extent of their influence so that it has an impact on
performance.
Organizational culture is an excellent
management tool if managed properly. This is
because organizational culture provides a point of
view for managers to understand their organization,
through understanding the cultural manifestations.
Organizational culture can have a significant impact
on long-term organizational performance.
Organizational culture may become an even more
important factor in determining the future success or
failure of the organization. There are many
organizational cultures that hinder long-term
organizational performance; these cultures thrive,
even in organizations full of intelligent and
1
Organizational culture is an abstract concept
that can only be observed based on the behavior of
employees that reflect that culture. Because of the
abstract concept, organizational culture can be
interpreted in many ways. The many ways of
interpretation often lead to debate about the best
way to view organizational culture. To get a
complete picture of organizational culture, there are
three perspectives, namely differentiation
perspective, integration perspective and
fragmentation perspective.
Based on the description above, the authors
feel interested in conducting research on the
influence of organizational culture in the
perspective of differentiation, integration
perspective and fragmentation perspective on
employee performance at the Bojonegoro Regency
Agriculture Service.
FORMULATION OF THE PROBLEM
The problem in this study is about the
significant effect of differentiation perspective,
integration perspective and fragmentation
perspective together on the performance of the
employees of the Bojonegoro Regency Agriculture
Office. In addition, it is necessary to examine the
significant influence of organizational culture
which consists of a differentiation perspective,
integration perspective and partial fragmentation
perspective on the performance of the Bojonegoro
Regency Agriculture Service employees. Among the
three organizational culture perspective variables
need to be investigated which have a dominant
influence on the performance of the employees of
the Bojonegoro Regency Agriculture Service.
OBJECTIVES AND BENEFITS
. The purpose of this study was to determine
and analyze the effect of the state of organizational
culture consisting of a differentiation perspective,
integration perspective and fragmentation
perspective together on the performance of the
employees of the Bojonegoro Regency Agriculture
Service. In addition, knowing and analyzing the
influence of organizational culture consisting of
differentiation perspective, integration perspective
and fragmentation perspective partially affect the
performance of the employees of the Bojonegoro
Regency Agriculture Office. From there, it was
obtained that among the three organizational culture
perspective variables the dominant influence on the
performance of the employees of the Bojonegoro
Regency Agriculture Service.
The benefits of this research are expected to
contribute ideas for the leadership of the
Department of Agriculture of Bojonegoro Regency
in improving employee performance. Besides that, it
can be used as a basis for thinking and knowledge
for the leaders of the Bojonegoro Regency
Agriculture Service and also for parties with an
interest in organizational management in the context
of organizational development and progress which
will ultimately benefit the nation's development. In
the future, this research seeks to combine theoretical
concepts with implementation in the pragmatic
world which can be used as a comparison and
development of knowledge about organizational
culture which is very beneficial for the organization
itself.
RESEARCH METHODS
This research was conducted on employees
with the reason that employees are the spearhead in
the implementation of activities. This research was
conducted at the Department of Agriculture of
Bojonegoro Regency. The sampling technique used
is purposive sampling. Census sampling in this study
is to determine the research sample with certain
criteria as the researcher's goal. The number of
samples in this study were 40 people, hereinafter
referred to as respondents.
The population of this research is employees
at the Department of Agriculture of Bojonegoro
Regency. Employees are the spearhead of the
activities of the Bojonegoro Regency Agriculture
Office, therefore it is very appropriate if they are
used as objects of research on organizational culture
and its influence on performance. The total
population is 182 employees.
The technique of collecting data is through a
list of questions filled in by the respondents
themselves to obtain relevant information. The
question items in each respondent's answer were
2
given a numerical score reflecting the degree of
suitability of the respondent. Complete scoring
(scoring; for each alternative answer is as follows;
answer a is given a value of 5, answer b is given a
value of 4, answer c is given a value of 3, and
answer d is given a value of 2 and answer e is given
a value of 1.
From the list of questions that have been
answered by the respondent, it is processed first by
entering the respondent's answer into the SPSS
(Statistical Program for Social Science) program.
After the data is entered into the program, then the
validity test is carried out using Pearson
Correlations. The reason for using this correlation
procedure is to generate a Pearson product moment
correlation coefficient from a given pair of
variables. The coefficient measures the strength of
the linear association and presupposes the
measurement on an interval scale.
From the list of questions that have been
declared valid, they are further processed using the
SPSS (Statistical Program for Social Science)
program. The reason for testing the SPSS reliability
test is because this test is a general model in popular
reliability tests. One of the salient features and
analysis of the SPSS program package is the use of
modern analysis. In this SPSS program, the mean,
standard deviation, cross-product deviation and
covariance can be known.
DATA ANALYSIS
To assess the level of strength of
organizational culture in the three perspectives and
the goodness of employee performance, then the
level of strength and goodness is grouped using a
rating scale. Before determining the rating scale, the
scale range (RS) is determined as stated by Husien
Umar (2001:224-226) with the following
calculation formula:
Rs = T - R_
S
Where : Rs = Scale Range/criteria
T= Highest score, R= Lowest score ,
S= measurement scale
Based on this formula, the range of the
organizational culture strength scale in the three
perspectives and the good performance of
employees at the Bojonegoro Regency Agriculture
Service can be determined as follows:
Rs = _ 5 - 1_ = 0.8
5
The calculation above produces a scale
range (Rs) of 0.8, so that with the lowest score of 1
(one) and the highest score of 5 (five), the scale for
assessing the strength of organizational culture in
the three perspectives can be grouped as follows:
1.00 - 1.08 Very weak
1.09 - 2.06 Weak
2.07 - 3.04 Strong enough
3.05 - 4.02 Strong.
4.03 - 5.00 Very strong
The analytical method used in this research
is Multiple Linear Regression (Multiple Linear
Regression). According to Cochrane as quoted by Ho is rejected if t count > t table
Retno Ngastiti Djuwitani (2002: 45) this analytical The significance level is set at 0.05
model is used to determine the effect of the To find organizational culture variables in
independent variable on the dependent variable, in the perspective of differentiation, organizational
this case the influence of the Differentiation culture variables in the integration perspective,
perspective organizational culture variable (X1), the organizational culture variables in the
integration perspective organizational culture fragmentation perspective which have the most
variable (X2), Organizational culture with a partial influence on performance. Technical among
Fragmentation perspective (X3) on Performance the independent variables that have a significant
(Y), with a model that can be formulated as follows: effect on the dependent variable. Among the
Y = bo + b1X1 + b2X2 + b3X3 + e variables that have the largest t value is the variable
Where : Y = Employee Performance that has a dominant effect on the dependent
a = Constant/Intercept variable.
b1, b2, b3 = Regression coefficient
X1 = Organizational Culture in the RESULTS AND DISCUSSION
perspective of Differentiation The following is the respondent's data based
X2 = Organizational Culture in the on the characteristics of Gender, Educational Level
perspective of Integration and Group at the Bojonegoro Regency Agriculture
X3 = Organizational Culture in Fragmentation Service.
perspective
e = Error/Interrupting Variable Table 1. Respondents by Gender
To test the influence of the influence of N Gender Number of Percentage
organizational culture in the perspective of o people) (%)
differentiation, organizational culture in the 1 Man 30 75
perspective of integration, organizational culture in
the perspective of fragmentation on performance 2 Woman 10 25
together using the F test as follows:
F = __ R² / (k-1)___ Amount 40 100.0
(1- R²) / (n-1)
Where : F = Price F calculate
Source: Primary Data, 2015 (processed)
R2 = Coefficient of determination corrected
k = Number of independent variables
n = Number of samples Based on table 1. above, it can be explained
that there are 30 male respondents or 75%, while 10
If Ho : b = 0 there is no influence between the
female respondents or 25%. Based on these data,
independent variables on the dependent variable, and
there are fewer female employees at the Bojonegoro
if ha : b  0 there is an influence between the Regency Agriculture Office than male employees
independent variables on the dependent variable.
If from the calculation results it turns out that F A person's level of education shows his ability,
count > F table, then Ho is rejected and Ha is the higher a person's education, the higher his
accepted, meaning Organizational culture with a ability. Education level of respondents in this study
differentiation perspective, Organizational culture can be seen in table 2 below.
with an integration perspective, Variable
organizational culture with a Fragmentation Table2. Respondents Based on Education Level
perspective on Performance together can affect N Level of Number of Percentag
performance, otherwise if F count < F table, then o education Respondent e
together the organizational culture of the s
differentiation perspective, the organizational culture 1 junior high 1 2.5
of the integration perspective, the organizational school
culture of the Fragmentation perspective variables 2 high school 4 10
have no effect on performance. 3 Diploma - -
To test the influence of organizational (D1)
culture differentiation perspective, organizational 4 Diploma - -
culture integration perspective, organizational (D3)
culture variable fragmentation perspective on 5 Bachelor 23 57.5
performance partially using t test. If Ho: b = 0, then degree)
partially there is no effect of the independent 6 Postgraduat 12 30
variable on the dependent variable. When Ho: b0, e (S2)
then partially there is an effect of the independent Amount 40 100
variable on the dependent variable. Test Criteria: Source: Primary Data, 2015 (processed)
Ho is accepted if t Calculate t table
3
 Characteristics of respondents based on age responses to organizational culture factors in an
can be read in Table 4.3 below: integration perspective related to the enforcement
Table 3: Characteristics of Respondents by Age and understanding of organizational values by
employees at the Bojonegoro Regency Agriculture
Age Amount Perce Office as follows.
No nt
1 25-30 4 10 Answer a Answer b Answer c Answer Answer e
No Description d
2 31-36 3 7.5 f % f % f % F % f %
3 37-42 25 62.5 1 Leadership role 1 30.0 1 27.5 1 25.0 6 15.0 1 2.5
(X.2.1) 2 1 0
4 43-48 2 5
2 Consistency 4 10.0 1 32.5 1 25.0 8 20.0 5 12.5
5 49-54 2 5 in action 3 0
6 55-60 4 10 (X.2.2)
3 Consistent in 7 17.5 1 35.0 1 25.0 7 17.5 2 5.0
Amount 40 100.00 work culture 4 0
(X.2.3)
4 Consistency 7 17.5 1 27.5 1 27.5 9 22.5 2 5.0
in tasks 1 1
(X.2.4)
5 Understanding 7 17.5 1 35.0 1 30.0 7 17.5 - -
of tasks 4 2
(X.2.5)

Source: Bojonegoro Regency Agriculture Service

Data, 2015 Table 6. Frequency Distribution of Organizational
Characteristics of respondents by group Culture with Integration Perspective (X2)
Table 4 characteristics of respondents by group Source: Primary Data Processed, 2015
No group Number of Percentage The fragmentation perspective of work
people) (%) culture for employees is one of the important
1 I 1 2.5 aspects in determining employee performance at
2 II 5 12.5 work. Based on the results of the study obtained
3 III 32 80 data on respondents' responses to organizational
4 IV 6 15 culture factors in the fragmentation perspective
Amount 40 100.00 related to ambiguity, changes in values and
Source: Bojonegoro Regency Agriculture Service adaptation by employees at the Bojonegoro
Data, 2015 Regency Agriculture Office as follows.
Based on the results of the study obtained data on Table 7. Frequency Distribution of Fragmentation
respondents' responses to organizational culture Perspective Organizational Culture (X3)
factors of differentiation perspective related to Answer Answer b Answer c Answer d Answer e
differences in the background of general N
o
Description a
f % f % f % F % f %
differentiation perspective and special differentiation 1 Ambiguity of 2 5.0 7 17.5 27 67.5 2 5.0 2 5.0
perspective at the Department of Agriculture of understanding
the problem
Bojonegoro Regency as follows: (X.3.1)
2 Relationship 2 5.0 1 42.5 11 27.5 4 10.0 6 15.0
Table 5. Frequency Distribution of Organizational complexity in
action (X.3.2)
7

Culture with Differentiation Perspective (X1) 3 Complexity

of
1 2.5 1
3
32.5 16 40.0 5 12.5 5 12.5

N Descripti Answer Answer Answ Answe Answe relationships

in symbols
o on a b er c rd re (X.3.3)
f % f % f % f % f % 4 Complexity 2 5.0 1 27.5 19 47.5 4 10.0 4 10.0
1 Task 5 12.5 1 32. 8 2 6 15 8 20 in work 1
culture
descripti 3 5 0. .0 .0 (X.3.4)
on 0 5 Differences 1 2.5 6 15.0 20 50.0 6 15.0 7 17.5
(X1.1) in
interpretation
2 Fill in 4 10.0 1 35. 3 7. 9 22 1 25 (X.3.5)
the task 4 0 5 .5 0 .0
(X1.2) Source: Primary Data Processed, 2015
3 Task 3 7.5 2 50. 4 1 7 17 6 15
executio 0 0 0. .5 .0 Based on the results of the study obtained
n (X1.3) 0 data on respondents' responses to employee
4 Work 3 7.5 9 22. 7 1 1 25 1 27 performance as measured by task completion,
environ 5 7. 0 .0 1 .5
ment 5 attendance, thoroughness, discipline, honesty and
(X1.4) loyalty. The following is an explanation of the
5 Alternati 9 22.5 1 42. 2 5. 9 22 3 7. employee's performance as follows.
ve 7 5 0 .5 5
solution 1. Respondents perceive that employees have
(X1.5) completed tasks according to the plan or target
Source: Primary Data Processed, 2015 specified (Y1.1) as many as 7 respondents (17.5%)
stated that they were very suitable, as many as 20
Work culture integration perspective for respondents (50.0%) stated that they were
employees is one important aspect in determining appropriate, as many as 9 respondents (22.5%)
employee performance at work. Based on the results stated that they were quite appropriate, as many as 2
of the study obtained data about respondents' respondents (5.0%) stated it was not appropriate

4
and as many as 2 respondents (5.0%) stated it was Table 9. Results of Regression Analysis
not appropriate Source: Results of Data Analysis in Appendix, 2015
2. Respondents perceive that employees work to The above equation implies that employee
make the best use of time in the sense that work is performance is influenced by organizational culture
always completed on time (Y1.2) as many as 4 factors. The above equation can be described as
respondents (10.0%) stated always, as many as 7 follows:
respondents (17.5%) stated often, as many as 19 The constant value of 1.781 means that if
respondents (47.5%) stated sometimes -sometimes, there is no organizational culture variable, then the
as many as 9 respondents (22.5%) stated rarely and level of employee performance is 1.781 units
as many as 1 respondent (2.5%) stated never The X1 coefficient of 0.047 means that if the
3. Respondents perceived the level of accuracy of organizational culture of the differentiation
employees in carrying out their duties (Y1.3) as perspective increases by one unit, then the
many as 8 respondents (20.0%) stated very carefully, employee's performance will decrease by 0.047
as many as 12 respondents (30.0%) stated thorough, units.
as many as 12 respondents (30.0%) stated quite The X2 coefficient of 0.633 means that if the
thorough, as many as 7 respondents (17.5 %) stated organizational culture of the integration perspective
that they were not careful and 1 respondent (2.5%) increases by one unit, the employee's performance
stated that they were not careful will be able to increase by 0.633 units.
4. Respondents perceived the level of discipline of The X3 coefficient of 0.126 means that if the
employees at work (Y1.4) as many as 5 respondents organizational culture of the fragmentation
(12.5%) stated very disciplined, as many as 9 perspective increases by one unit, the employee's
respondents (22.5%) stated discipline, as many as 14 performance will decrease by 0.126 units.
respondents (35.0%) stated quite disciplined, as To test the hypothesis that together the
many as 12 respondents (30.0%) ) stated that they organizational culture factors consisting of the
lacked discipline and no respondents stated that they perspectives of differentiation, integration and
were not disciplined fragmentation have a significant effect on employee
5. Respondents perceived the level of employee performance, F test analysis (Anova) is used as can
loyalty at work (Y1.5) as many as 6 respondents be seen in the following table:
(15.0%) stated very loyal, as many as 18 Table 10. Results of F test analysis (Anova)
respondents (45.0%) stated loyal, as many as 12 Model Sum of Mean
respondents (30.0%) stated quite loyal, as many as 3 Square df Square F Sig.
1 Regressio 11,541 3 3,847 9,719 .000
respondents (7.5%) stated less loyal and as many as n 14,250 36 .396
1 respondent (2.5%) stated disloyal Residual 25,791 39
Total
To see the frequency distribution of employee
performance more clearly, it can be seen in table 8. Source: Attachment of Data Analysis Results
below. (2015)
Table 8. Distribution of Employee Performance Based on the results of data analysis using
Frequency (Y) the F test, the calculated F value is 9.719 with a
significance level of 0.000 < 0.05 (smaller than
N Descripti
Answer
a
Answer b Answer
c
Answer d Answer
e 0.05) which means that together the organizational
o
1
on f
7
%
17.
f
2
%
50.
f
9
%
22.
F
2
%
5.0
f
2
%
5.
culture factors consist of a differentiation
Completio
n of
5 0 0 5 0 perspective, an integration perspective and a
tasks
(Y1.1)
fragmentation perspective. has a significant effect
2
Utilization
4 10. 7 17. 1 47. 9 22. 1 2. on employee performance. Thus, it can be said that
0 5 9 5 5 5
of time
(Y1.2)
the hypothesis which states that organizational
3
Accuracy
8 20.
0
1
2
30.
0
1
2
30.
0
7 17.
5
1 2.
5
culture which consists of differentiation
4
(Y1.3)
5 12. 9 22. 1 35. 1 30. - -
perspective, integration perspective and
Discipline
(Y1.4)
5 5 4 0 2 0 pragmentation perspective together has a significant
5
Loyal
6 15.
0
1
8
45.
0
1
2
30.
0
3 7.5 1 2.
5
influence on the performance of the Bojonegoro
(Y1.5)
Regency Agriculture Service employees.
Source: Primary Data Processed, 2015 The magnitude of the influence of the
The results of multiple regression analysis with differentiation perspective, integration perspective
SPSS obtained equationY = 1.781 - 0.047X1 + and fragmentation perspective on the performance
0.633 X2 - 0.126X3 of the employees of the Bojonegoro Regency
Agriculture Office is 44.7%. This means that the
Unstandardized
coefficients
Standardized
coefficients
contribution of differentiation perspective,
Model
B Std. Beta
integration perspective and fragmentation
Error t Sig. perspective on employee performance is quite low.
1 (Co 1,781 .666 2,67 .011 Because of other factors that affect the performance
.047 .111 .062 3 .676
nstant)
Differentiation .633 .132 .613 .421 .000 of the employees of the Department of Agriculture,
.126 .147 .125 4.79 .398
Integration 9 Bojonegoro Regency, East Java Province, it is quite
.856
Fragmentation 5
high at 55.3%. This needs attention, because the
literature review explains that the important factors
related to employee performance are the
differentiation perspective, the integration
perspective and the employee fragmentation
perspective.
The organizational culture factor of the
differentiation perspective at the Bojonegoro
Regency Agriculture Service Office has a negative
insignificant effect on employee performance. The
magnitude of the effect of differentiation perspective
on performance is only 0.047 units. Therefore, if the
perspective of differentiation increases by just one
unit, then employee performance will also decrease
by 0.047 units.
The differentiation perspective referred to in
the findings of this study is a series of values shared
by employees to overcome the problems faced by the
Bojonegoro Regency Agriculture Office illustrates the
differences that these employees have. The
differentiation perspective includes different
interpretations of job descriptions related to work, task
content, task execution, consensus on the environment
and differences in the ability to provide solutions and
clarity to things that are uncertain.
The magnitude of the influence of the
integration perspective on employee performance is
0.633 units. Therefore, if the integration perspective
increases by one unit, the employee's performance
will also increase by 0.633 units. The magnitude of
the effect of fragmentation perspective on employee
performance is 0.126 units. This means that if the
fragmentation perspective increases by one unit, the
employee's performance will decrease by 0.126
units.
The fragmentation perspective referred to in
the findings of this study are: a set of organizational
values that are always changing according to the problems
being faced by the organization. The fragmentation
perspective includes the ambiguity experienced by
employees, the complexity of the relationship between
one another and differences in interpretation.
CONCLUSIONS AND SUGGESTIONS
CONCLUSION
Based on the results of the analysis and
discussion related to the problems and research
objectives, it can be concluded as follows:
1. The organizational culture factors of the
Bojonegoro Regency Agriculture Service which
include the perspective of differentiation, integration
perspective and fragmentation perspective together
have a significant effect on employee performance.
The three perspectives affect employee performance
together by 44.7%, while the remaining 55.3%
employee performance is influenced by other than
organizational culture.
2. The organizational culture factor of the
Bojonegoro Regency Agriculture Service which
includes the differentiation perspective and the
6
fragmentation perspective has no negative
significant effect on employees. The integration
perspective has a significant positive effect on
employee performance. Thus, organizational culture
factors which include differentiation perspective,
integration perspective and fragmentation
perspective partially have no significant effect on
employee performance
3. The organizational culture factor of the
integration perspective has a dominant influence on
employee performance. Department of Agriculture,
Bojonegoro Regency, East Java Province.
SUGGESTION
Based on the results of data analysis and
conclusions above, the authors provide some
suggestions as follows:
1. In order to improve employee performance, it is
necessary to improve organizational culture factors
from the perspective of differentiation, integration
perspective and fragmentation perspective.
2. Partially, the leadership of the Bojonegoro
Regency Agriculture Office in improving employee
performance needs to improve the organizational
culture of an integration perspective. This is done
by making togethernessvalue in overcoming existing
problems, as a unit. Because leaders need to communicate
organizational values if there are differences, be consistent
in their actions and provide understanding to employees
about something that will be done and the reasons for doing
so.
3. Bfor the development of science, there needs to
be a more in-depth research on performance related
to the differentiation perspective and fragmentation
perspective which negatively affects employee
performance. More in-depth research is needed
regarding its more specific and more specific
indicators.
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