Analysis of Employee Performance Affected by Organization Culture and Leadership With Job Satisfaction As Mediation

Asian Journal of Management Entrepreneurship and Social Science
ISSN: 2808 7399

https://ajmesc.com/index.php/ajmesc Volume 03 Issue 02
Analysis of Employee Performance Affected by Organization

Culture And Leadership With Job Satisfaction As Mediation
David Irwanto Lumbantobing.1, Aris Budiono2,
,1,2 Management Study Program, Universitas Asa Indonesia
Corresponding author: tobingd75@gmail.com
Abstract
This article investigates the impact of Organizational Culture (X1), Leadership (X2), and
Job Satisfaction (Y2) variables on employee performance (Y1) in service companies. The
measurement instrument was based on the Likert scale, and a random sample of 30
participants was selected to ensure validity and reliability. For statistical analysis, we used a
sample of 80 respondents and applied multiple linear regression with SPSS-25 to test the
hypothesis of the simultaneous and partial effects of the variables. The Roscoe method was used
to determine the sample size. The study's findings indicate that organizational culture has a
positive relationship with job satisfaction, leadership has a positive impact on job satisfaction
and employee performance, organizational culture does not directly affect employee
performance, and job satisfaction has a positive effect on employee performance. Additionally,
the study reveals that organizational culture indirectly impacts employee performance
through job satisfaction, and leadership has no indirect effect on employee performance
through job satisfaction.
Keywords: Organizational Culture, Leadership, Job Satisfaction, Employee

Performance.
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Copyright at authors some right reserved this work is licensed under a Creative
Commons Attribution-ShareAlike 4.0 International License.
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1. INTRODUCTION
The quality of human resources determines the achievement of an organization
where human resources have the role of planning, implementing, and controlling the
organization. Bukit (2017) Human resources are potential human own to achieve the role of
humans as social beings who can manage and develop their personalities. The human
resource department has control to improve effectiveness and performance as well as the
organization. An organization is a place for a group of people who carry out activities to
achieve common goals well. Organizational culture is the central assumption system to
complement each other's beliefs and behaviours to develop the organization in selecting
plans, excellence, achievement, innovation, togetherness, trust, and organizational integrity,
which makes organizational culture a benchmark in behaving the same in solving problems
that occur internally and externally in an organization (Tuala, 2020). Campbell (2010) states
that job satisfaction is a behaviour that underlies particular attitudes toward work values
that adapt to individual social relations. Workers are forced to work efficiently and
effectively in the current global era. The amount of competition in the industry makes
competitiveness between each organization in maintaining the continuity of an organization
in every industrial and service sector. Insufficient control of organizational culture within
the organization, where the organization must have members who play an essential role in
running an organization. A lack of reasonable control of the organizational culture will
undoubtedly hurt the organizational structure. Therefore, organizational goals require
employees who meet the organization's standard requirements and can carry out activities
that have become organizational culture in an organization. The ability of employees can be
seen from the results of work, good work is optimal and efficient performance, employee
performance is something that really needs to be considered which makes employees an
important capital for the organization in achieving goals. Therefore, the level of success of
employees in carrying out organizational activities in a certain period is also known as
employee performance. Chairunnisah (Chairunnisah, 2021) said the factors that need to be
considered in employee performance are quality, quantity, job knowledge, work planning,
responsibility, discipline and initiative. So that employees have good characteristics seen
from realistic goals that can realize plans that have been programmed, dare to take risks,
take advantage of all organizational activities that have been carried out. Employee
performance with job satisfaction has a very close relationship, meaning that every work
result of a member of the organization carries out its activities in order to achieve good
results for the organization with joy.
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Chaniago (Chaniago, 2017) Organizations run well if leaders have good character in
their fields, and each leader must have different skills, for example, technical, human, and
conceptual skills. And those who are led are groups of people included in the organization as
members ready to carry out orders and tasks agreed upon to achieve organizational goals. A
leader can influence other members to carry out tasks effectively and efficiently according
to organizational goals. Leadership is one of the activities of the various ways that are used
to control organization members to achieve organizational goals. This company is a third
party authorized by the Bank to collect debts. Based on the interviews conducted with
employees, the authors found that leaders practice leadership within the company as
transformational leadership, where leaders set a good example for employees and listen,
give advice, and even advise employees. PT Mora Anugerah Semesta has a commitment or
organizational culture that is still not good because some employees come to work late, lack
work discipline, and have high absenteeism. There are still many members who have not
reached their monthly billing target. PT Mora Anugerah Semesta has an organizational
culture of morning briefings, monthly work meetings, and annual gatherings. In terms of
organizational culture PT Mora Anugerah Semesta still occurs when several employees have
or experience conflicts among members. The absence of concern and distrust between co-
workers results in the core values of organizational togetherness not being seen and creating
a sense of suspicion towards others. From what we have discussed, we present this article
to reveal the influence of organizational culture and leadership on job satisfaction and its
subsequent effects on performance in this company.
2. LITERATURE REVIEW
2.1 Organizational Culture
Organizational culture, an activity that becomes a benchmark in an organization
where groups of people interact, has a culture that differentiates the organization from other
organizations. Edison (Edison Musa Kayoi, 2021) Organizational culture as beliefs, values,
and methods used to effectively deal with the experience to develop throughout the
organization's history shows in the regulation of each organization member. Organizational
culture is a dominant tool to guide the mental interpretation of corporate actions. Robbins
(2013) states that organizational culture is the interaction of each orthodox values to
influence organizational members in every environment. There are seven dimensions of
organizational culture: innovation and assertiveness in taking risks, working in detail,
working well according to standards, working together well, aggressiveness, and stability.
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As previous research says, Organizational culture is essentially the set of shared values,
beliefs, attitudes, behaviours, and practices typical of an organization. It reflects the
organization's identity, character, and operating style and shapes how its employees interact
with each other and others inside and outside the organization. A positive and well-defined
culture can lead to higher employee satisfaction, better performance, and a more successful
organization (Aswad & Pagalun, 2021; Purnawati et al., 2021; Sasongko et al., 2021;
Wardhana, 2021). Then the researcher makes the second hypothesis as follows:
H1: Organizational culture affects Job Satisfaction.
H3: Organizational culture affects Employee Performance
H6: Organizational culture affects Employee Performance through Job satisfaction
2.2 Leadership
Robbins(Robbins, 2003) Leadership is the nature of a person to influence members
of his organization to achieve goals. The basis of controlling is formal, such as a leader given
a position in the organization. Tewal (2017) states that leadership is a development in which
a leader becomes the primary leadership role which guides the position as a leader guides
and influences. It controls organizational members under supervision to carry out corporate
activities in achieving goals. Indicators of leadership: loyalty, education, advice, and
discipline (Rivai et al., 2013). As previous research says, leadership refers to the ability to
guide, inspire, and influence others to achieve a common goal or vision(Aswad & Pagalun,
2021; Damayanti & Ismiyati, 2020; Monalis & Rumawas, 2020; Sasongko et al., 2021;
Swastiani, 2020)so the authors propose the first hypothesis as follows:
H2: Leadership influences Job Satisfaction.
H4: Leadership influences Employee Performance
H7: Leadership influences Employee Performance Toward Job Satisfaction
2.3 Job Satisfaction

Job satisfaction is an unusual behaviour resulting from job values and adjustment in
social relations. Job satisfaction becomes an emotional state with a positive and pleasant
image by looking at their activities. Robbins (2013), Indicators of job satisfaction: the work
itself (work itself), salary/wages, promotions, and colleagues. As previous research says, Job
satisfaction refers to the level of contentment, fulfilment, and happiness an employee
experiences. It shows the extent to which employees' needs and desires can be fulfilled by
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their work(Aswad & Pagalun, 2021; Purnawati et al., 2021; Sasongko et al., 2021; Damayanti
& Ismiyati, 2020). H5: Job Satisfaction positively affects Employee Performance.
2.4 Employee performance

Employee performance is the result of the work of members of the organization that
can be seen as a whole and efficiently following each member's usual activities and authority
to achieve company goals officially (legally). There is no violation of the law, and there is no
deviation from the applicable moral ethics (Sedarmayanti, 2016). There are three indicators
of employee performance: work results, behaviour, and personal traits (Wirawan, 2015).
And from previous research, researchers can conclude that employee performance refers to
an employee's effectiveness, efficiency, and productivity in carrying out his job
responsibilities. It reflects the degree to which an employee meets or exceeds the
expectations and standards set by their organization(Aswad & Pagalun, 2021). Revealed
organizational culture, leadership, and job satisfaction can affect employee performance.
2.5 Framework of thinking
Figure 1. Thinking Framework
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3. RESEARCH METHODS
3.1 Population and sample
It is important to note that the population in research refers to the entire group of
individuals or objects the study focuses on, while the sample refers to a smaller subset of the
people chosen to represent the larger group. In this case, the population of the study is the
215 employees working at Pt Mora Anugerah Semesta. The researchers have chosen to use
probability sampling, meaning that each population member has an equal chance of being
selected for the study. They have also used the Roscoe technique to determine the sample
size, which suggests that the minimum sample size should be at least 20 times the number
of variables. Based on this, they selected a sample of 80 respondents to participate in the
study
.
3.2 Research Instruments
This study uses a Likert scale with validity and reliability testing procedures with four
instruments, namely the instruments of Leadership, Organizational Culture, Job Satisfaction,
and Employee Performance.
3.3 Data collection technique

The data collection for this study aims to obtain values that indicate the direction of
influence between Organizational Culture, Leadership, Job Satisfaction, and Employee
Performance. The research was conducted in January 2023, suggesting that this study is
current and up-to-date. A Likert scale questionnaire is used to collect data in this field
research. This approach involves providing participants with statements related to the
studied constructs and asking them to indicate their agreement or disagreement with each
piece of information on a Likert scale. The Likert scale typically ranges from 1 to 5, indicating
strong disagreement and dealing with the statement.
3.4 Data analysis technique

The technique used to solve the problems in this study is multiple linear regression
which can be estimated simultaneously and used to determine the model of direct and
indirect influence (Riadi, 2018). To find out the value of validity, reliability, classic
assumptions, and direct effects using the IBM SPSS 25 application. And to find out the
indirect relationship using the Sobel calculator.
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4. RESULTS AND DISCUSSION

4.1 Validity test
It appears that the researchers conducted a validity test with 80 respondents and four
variables: Organizational Culture (X1), Leadership (X2), Job Satisfaction (Y1), and Employee
Performance (Y2). This coefficient indicates the strength and direction of the relationship
between the object and the variable. Based on the statement, the researchers found that the
r-count (the observed correlation coefficient) was more significant than the r-table (the
critical correlation coefficient from a statistical table) at a significance level of α = 5%. It
suggests that the statement items are valid measures of their respective variables, as they
are significantly correlated with the variables being measured.
4.2 Reliability Test

Table 1 shows the reliability test of all variables with an Alpha coefficient above 0.600
so that it is concluded that all questionnaires in the five variables are reliable.
Table 1. Reliability Test Results

Variables Alpha Conclusion
Organizational .918 reliable
Culture
Leadership .662 reliable
Job satisfaction .985 reliable
Employee .898 reliable
performance
Source: Author
4.3 Classic assumption test

A classic assumption test has been carried out from the dependent and independent
variables, producing conditions that have fulfilled the multiple linear regression test, which
can be seen in tables 2 and 3.
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Table 2. Testing the Classical Assumptions sub-structure one

Multicollinearity Heteroscedasticity norm
Organizational
Culture 1.135
Heteroscedasticity .813
Leadership 1.135
Dependent Variable: Job Satisfaction

Source: Author
Table 3. Testing the Classical Assumptions of sub-structure two

Multicollinearity Heteroscedasticity norm
Organizational
Culture 2004
Heteroscedasticity
Leadership 1,234 .750
does not occur
Job
satisfaction 2,169
Dependent Variable: Employee Performance
Source: Author
4.4 Hypothesis test

The likelihood of the regression model is effective, In the dependent variable and
independent variable are shown in table 4, sub-structure one:
Table 4 F-test sub-structure 1

Sum of MeanSq
Model Squares df uare F Sig.
1 Regression 1426,982 2 713,49 45011 .000b
1
residual 1220568 77 15,852
Total 2647550 79
According to the data processing results, the model (H 1) is feasible because the
calculated value is significant at 0.000<0.05. It appears that the researchers in this study
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have assumed that there is a linear relationship between Job Satisfaction (Y 1) and its
predictors, Organizational Culture (X1) and Leadership (X2). A linear relationship suggests
that as X1 and X2 increase, Y1 will also increase or decrease linearly.
Furthermore, the researchers have also developed a regression model to describe the
relationship between Employee Performance (Y2) and its predictors, Organizational Culture
(X1), Leadership (X2), and Job Satisfaction (Y1). A regression model is a statistical tool used
to predict the value of a dependent variable (in this case, Y 2) based on one or more
independent variables (in this case, X1, X2, and Y1).
Based on the statement, the researchers have found that the regression model is
feasible, which suggests that the model is statistically significant and provides a good fit for
the data. It implies that the combination of the three predictors (X1, X2, and Y1) can effectively
explain or predict changes in Y2. However, it is essential to note that the statement provides
limited information and context, so it isn't easy to assess the validity and reliability of the
results without more details, as shown in table 5, sub-structure two:
Table 5 F-tests of the two substructures

Sum of
Model Squares df MeanSquare F Sig.
1 Regression 365,799 3 121,933 33,984 .000b
residual 272,688 76 3,588
Total 638,487 79
The data analysis results suggest that the regression model for Employee
Performance (Y2) is statistically significant, as the calculated value is significant at
0.000<0.05. It indicates that there is evidence of a relationship between Employee
Performance and its predictors, which are Organizational Culture (X 1), Leadership (X2), and
Job Satisfaction (Y1).
Additionally, the statement suggests that the results of the regression analysis
indicate that Job Satisfaction (Y1) is influenced by both the Quality of Organizational Culture
(X1) and Leadership (X2). It suggests that an improvement in Organizational Culture and
Leadership can lead to higher levels of Job Satisfaction, leading to better Employee
Performance.
However, it is essential to remember that correlation does not necessarily imply
causation. While the regression model may suggest a relationship between the predictors
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and Employee Performance, it is impossible to determine causality without further evidence

or experimentation. Additionally, the statement does not provide sufficient details about the
statistical methods used, the sample size, or other factors that can affect the validity and
reliability of the results, as shown in table 6 below:
Table 6. model summary sub-structure two

Mode
l R R Square Adjusted R Square std. Error of the Estimate
1 .734a .539 .527 3.98140
Table 6 shows that the value of R2 is .539. This value indicates the combined influence
of Organizational Culture (X1) and Leadership (X2) on Job Satisfaction (Y1). In other words,
both Organizational Culture and Leadership have an impact on Job Satisfaction, and together
they account for 53.9% of the variation in Job Satisfaction, Coefficient of Determination :
KD = r2x100%
= .539 x 100%
=53.9 %
The number 53.9 represents the degree to which Organizational Culture (X1) and Leadership
(X2) simultaneously influence Job Satisfaction (Y1). Specifically, these two variables explain
53.9% of the variation in Job Satisfaction. The remaining 46.1% (100% - 53.9%) is attributed
to other factors not examined in the study. The regression analysis of Employee
Performance(Y2) that includes Organizational Culture(X1), Leadership(X2), and Job
Satisfaction(Y1) as predictors is a multiple regression analysis. The regression coefficients
can be interpreted as the change in the dependent variable Employee Performance(Y2)
associated with a one-unit change in the predictor variable while holding the other variables
constant. The standard errors measure the estimated coefficients' precision, while the t-
statistics test the hypothesis that the actual regression coefficient equals zero. The p-values
associated with the t-statistics can be used to determine whether the predictor variables are
statistically significant in predicting Employee Performance. If the regression coefficients are
statistically significant, this suggests evidence of a relationship between the predictor
variables and Employee Performance. Additionally, the validity and reliability of the results
depend on a variety of factors, including the sample size, the statistical methods used, and
the quality of the data collected shown in table 7 below:
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Table 7. model summary sub-structure 2

Adjusted R std. Error of the
Model R R Square Square Estimate
1 .757a .573 .556 1.89420
Table 7 shows that the value of R2 is .573, indicating the combined influence of
Organizational Culture (X1), Leadership (X2), and Job Satisfaction (Y1) on Employee
Performance (Y2). Specifically, these three variables explain 57.3% of the variation in
Employee Performance. The remaining variation in Employee Performance may be
attributed to other factors that were not examined in the analysis, Coefficient of
Determination :
KD = r2x100%
= .573 x 100%
= 57.3 %
The number 57.3 indicates that the combined influence of Organizational Culture
(X1), Leadership (X2), and Job Satisfaction (Y1) on Employee Performance (Y2) is 57.3%.
These three variables explain more than half of the variation in Employee Performance. The
remaining 42.7% (100% - 57.3%) of the variation may be attributed to other factors not
examined in the analysis.
The t-test can partially identify the influence of the independent variables
(Organizational Culture and Leadership) on the dependent (Job Satisfaction) variable. In
other words, using the t-test, we can examine the statistical significance of the relationship
between each independent variable and the dependent variable separately. It can provide
insights into how each independent variable contributes to the variance in the dependent
variable. However, it's important to note that the t-test is not the only method that can be
used to analyze the influence of independent variables on a dependent variable, and it may
not capture the full extent of their relationship, which can be seen in the following table 8
sub-structure one:
Table 8. A partial test of sub-structure one
Model t Sig.
1 (Constant) -.327 .74
5
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Organizational 7,67 .00

Culture 7 0
Leadership 2,58 012
4
a. Dependent Variable: Job Satisfaction
The t-test can partially identify the effect of the independent variables
(Organizational Culture, Leadership, and Job Satisfaction) on the dependent variable
(Employee Performance). We can use the t-test to assess the statistical significance of the
relationship between each independent and dependent variable separately. By doing so, we
can gain insights into how each independent variable contributes to the variation in the
dependent variable. However, it's important to note that the t-test is not the only method
that can be used to analyze the effect of independent variables on a dependent variable, and
it may not capture the full extent of their relationship, which can be seen in the following
table 8 sub structure two:
Table 9. partial test of sub-structure two

Model t Sig.
1 (Constant) .155 .877
Organizational 1.29 .201
Culture 1
Leadership 5.73 .000
0
Job satisfaction 2.79 .007
1
a. Dependent Variable: Employee Performance
Job satisfaction is influenced by organizational culture

The t-test value is obtained through the t-count= 7.677 with a significance of 0.000,
and the t-table is 1.990. It means the t-count is greater than the t-table, 7.677>1.990. It is
concluded that H0 is rejected and H1 is accepted. It states that job satisfaction is influenced
by organizational culture. According to previous research, it has been revealed that
organizational culture has a positive influence on job satisfaction.(Bahri et al., 2020; Restanti
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et al., 2020; Virgana & Kasyadi, 2020) Every member of the organization wants a positive
outcome from high job satisfaction. Job satisfaction following employee expectations is one
that the organization does the best for employees to improve the quality of work.
Leadership-influenced job satisfaction

The t-test value is obtained through the t-count value= 2.584 with a significance of
0.007 t-table of 1.990. It means the t-count is greater than the t-table, 2.584>1.990. It is
concluded that H2 is accepted. research has shown that effective leadership can positively
impact job satisfaction. Supportive, communicative leaders who provide opportunities for
growth and development can help create a positive work environment and foster a sense of
employee engagement and satisfaction. Good leaders can also help build trust and
community among team members, further contributing to job satisfaction. Employees who
feel that their leaders are invested in their success and well-being are more likely to feel
satisfied and motivated.
It is worth noting, however, that the relationship between leadership and job
satisfaction is complex and can be influenced by various factors. Different leadership styles
may be more effective for other individuals and in different contexts, and the specific
characteristics and needs of employees can also play a role in determining the impact of
leadership on job satisfaction(Chen, 2020; Jamal et al., 2021; Mustofa & Muafi, 2021)
Leadership can be called in other words serving starts from a natural feeling that leaders
want to do first, the basic idea of servant leadership places the interests of participants above
their interests and emphasizes the development of participants. So leadership has a role in
producing a positive relationship to job satisfaction.
Employee performance is influenced by organizational culture

0.201 t-table of 1.990. it means that the t-count is smaller than the t-table, 1.291<1.990. It is
concluded that H3 is rejected. In this case, performance is not influenced by organizational
culture, which is in line with the results of the research revealed by previous studies (Opoku
et al., 2022; Saputra et al., 2022; Anggara & Aulia, 2021). Employees who feel satisfied with
their work and workplace culture may be more likely to socialize and interact with their
colleagues, friends, and family outside of work. It can help to build relationships and a sense
of community, both within the workplace and outside of it. However, it is essential to note
that the relationship between job satisfaction and socialization is complex and can be
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influenced by various factors. For example, some employees may prefer to keep their work,
and personal lives separate or may have other commitments limiting their ability to socialize
outside work. Additionally, the impact of organizational culture on socialization may vary
depending on the specific culture and each employee's needs and preferences.
Employee performance is influenced by leadership

0.000 t-table of 1,990. It means the t-count is greater than the t-table, 5.730>1.990. It is
concluded that H4 is accepted. It states that leadership influences employee performance
positively. From what was revealed in previous studies, leadership has a positive effect on
employee performance(Anggara & Aulia, 2021; Budiono, 2022; Insan et al., 2021; Setiawan,
2022). Leadership can support employee competency, creativity, and overall performance.
Influential leaders can inspire and motivate their employees to achieve their best, provide
support and guidance to help employees develop their skills and abilities, and create a
positive and productive work environment. In addition, leaders who can assess and meet
their employees' needs while respecting them can help build trust and a sense of community
within the workplace. It can lead to increased employee satisfaction and engagement, which
can contribute to improved company performance and the achievement of company goals.
However, it is essential to note that leadership is just one of many factors that can influence
employee and company performance. Other factors such as organizational culture, job
design, and employee motivation and engagement can also play important roles. Effective
leadership is often a complex process requiring ongoing attention and effort.
Job satisfaction affects employee performance

The t-test value is obtained through the t-count value= 2.791 and a significance of
0.007 t-table of 1.990. It states that job satisfaction affects employee performance positively.
Previous studies say that job satisfaction affects employee performance (EkaWati et al.,
2021; Hamdan et al., 2019; Nariah, 2020). It is generally accepted in the field of
organizational behaviour that job satisfaction can have a significant impact on employee
performance. When employees are satisfied with their job, they are more likely to feel
motivated, engaged, and committed to their work, leading to higher productivity and better
job performance.
On the other hand, employees may feel demotivated, disengaged, and uncommitted if
they are dissatisfied with their job, leading to lower productivity levels and poor job
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performance. In such cases, employees may struggle to meet their job requirements or
perform tasks to the best of their ability, affecting their overall job satisfaction and well-
being. Therefore, organizations must ensure that their employees are satisfied with their
jobs. It can involve providing a positive work environment, opportunities for professional
development, fair compensation and benefits, and other factors contributing to job
satisfaction. By doing so, organizations can help promote high levels of employee
performance, leading to increased profits and success.
The indirect influence of organizational culture on employee performance through

employee performance
The Sobel calculator test value obtained a t-count value of 2.678 and a significance
value of 0.008. It means the t-count is greater than the t-table, 2.6783>1.990. It is concluded
that H6 is accepted. It states that job satisfaction as a mediation of organizational culture to
influence employee performance can affect simultaneously. Previous research revealed that
organizational culture influences employee performance through positive job
satisfaction(Clinton & Widjaja, 2021). Employees' support, ability, and willingness will result
in high job satisfaction, improving employee performance.
The indirect influence of leadership on employee performance through employee

performance
The Sobel calculator test value obtained a t-count value of 1.893 and a significance
value of 0.06, and this means that the t-count is smaller than the t-table, 1.893<1.990. It is
concluded that H7 is rejected. It states that job satisfaction as a mediation of leadership does
not affect employee performance, and leadership can directly affect employee performance.
Job satisfaction can increase productivity by increasing happiness, morale, and employee
motivation. Employee performance can be increased by the positive role/impact of a leader
according to the state of the organization so that employee satisfaction can be maintained.
5. CONCLUSIONS AND RECOMMENDATIONS

Based on the results of the discussion, it can be concluded that:
The analysis of each variable, including organizational culture (X 1), leadership (X2), job
satisfaction (Y1), and employee performance (Y2), conducted on the work of PT Mora
Anugerah Semesta shows that they are rated as moderate or reasonable. The study found
that organizational culture (X1) has a direct impact on job satisfaction (Y1), leadership (X2)
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also has an immediate effect on job satisfaction (Y1), but organizational culture (X1) does not
affect employee performance (Y2). On the other hand, leadership (X2) has a direct impact on
employee performance (Y2), and job satisfaction (Y1) also has an immediate effect on
employee performance (Y2). The study also found that the indirect effect of organizational
culture (X1) on employee performance (Y2) through job satisfaction (Y1) has a positive
impact. In contrast, the indirect effect of leadership (X2) on employee performance (Y2)
through job satisfaction (Y1) has no effect. The findings suggest that leadership (X2) can
directly impact employee performance (Y2) without the need to go through job satisfaction
(Y1). Improving a better organizational culture can also increase job satisfaction and
employee performance. From the results, organizational culture does not affect employee
performance due to a lack of two-way communication between members, so employees and
superiors do not grow organizational culture. Therefore leaders should pay more attention
to better communicating with their subordinates to improve a more effective and efficient
work cycle so that the organizational culture implemented by PT Mora Anugerah Semesta is
even better. For further research, this research can be used in other companies or add and
modify the variables that researchers use and expand the object or number of samples so
that they are not limited to PT Mora Anugerah Semesta.
There are research limitations in conducting research:
1. The results of this study cannot be used for other phenomena outside of the case study
object being studied. It is because job satisfaction, employee performance, and
organizational benchmarks differ.
2. In this case, the study of the variables only uses organizational culture, leadership, job
satisfaction, and employee performance.
3. If the performance of employees, organizational culture needs more attention because
it does not yet have the most dominant influence in the work environment.
4. In addition to organizational culture, leadership also needs to be considered. Even
though it is not as big as the influence of organizational culture, leadership also
significantly influences employee job satisfaction at PT Mora Anugerah Semesta
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Asian Journal of Management Entrepreneurship and Social Science

ISSN: 2808 7399

Analysis of Employee Performance Affected by Organization

David Irwanto Lumbantobing.1, Aris Budiono2,

,1,2 Management Study Program, Universitas Asa Indonesia

Corresponding author: tobingd75@gmail.com

Keywords: Organizational Culture, Leadership, Job Satisfaction, Employee

2.3 Job Satisfaction

2.4 Employee performance

2.5 Framework of thinking

Figure 1. Thinking Framework

3.3 Data collection technique

3.4 Data analysis technique

4. RESULTS AND DISCUSSION

4.2 Reliability Test

Table 1. Reliability Test Results

4.3 Classic assumption test

Table 2. Testing the Classical Assumptions sub-structure one

Dependent Variable: Job Satisfaction

Table 3. Testing the Classical Assumptions of sub-structure two

4.4 Hypothesis test

Table 4 F-test sub-structure 1

Table 5 F-tests of the two substructures

and Employee Performance, it is impossible to determine causality without further evidence

Table 6. model summary sub-structure two

Table 7. model summary sub-structure 2

Organizational 7,67 .00

a. Dependent Variable: Job Satisfaction

Table 9. partial test of sub-structure two

Job satisfaction is influenced by organizational culture

Leadership-influenced job satisfaction

Employee performance is influenced by organizational culture

Employee performance is influenced by leadership

Job satisfaction affects employee performance

The indirect influence of organizational culture on employee performance through

The indirect influence of leadership on employee performance through employee

5. CONCLUSIONS AND RECOMMENDATIONS

influence employee performance? Jurnal Manajemen Maranatha, 20(2), 175–184.

behavior. International Journal of Research in Business and Social Science (2147-

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