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JOURNAL OF INDUSTRIAL SYSTEM OPTIMIZATION - VOL. 17 NO. 2 (2018) 143-151

Available online at : http://josi.ft.unand.ac.id/

Journal of Industrial System Optimization

| ISSN (Print) 2088-4842 | ISSN (Online) 2442-8795 |

Case study

The Influence of Organizational Culture and Work Environment on Job Satisfaction and
Employee performance

Rizki Wahyuniardi, Sidik Nurjaman, Muhammad Rafi Ramadhan

Industrial Engineering Study Program, Faculty of Engineering, Pasundan University, Jl. Dr. Setiabudhi No. 193, Bandung, 40153, Indonesia

ARTICLE INFORMATION ABSTRACT

The State Electricity Company (PLN) is a public company engaged in serving electricity in
Received: July 16, 18 Indonesia. The company is a state-owned company which has a lot of human resources both
Revised: September 3, 18 from the level of general education up to the highest level of education. The rapid development
Available online: October 30, 18 of industrialization and technological innovation makes the company must be more competitive
in facing the increasing fierce competition in the current era of globalization. This study aims
to analyze and prove the influence of organizational culture and work environment on
KEYWORDS employee performance through job satisfaction as a mediator or as an intervening variable.
The study was conducted at PT. PLN (PERSERO) Distribution West Java Area Majalaya.
AMOS 2.1, job satisfaction, organizational Data were collected using questionnaires distributed to 146 employees and analyzed using
Structural Equation Modeling (SEM) which was run by using AMOS 21.0 software. The results show that the
culture, work environment, work performance
organizational culture and work environment of PLN West Java Distribution Area Majalaya
have a positive and significant influence on job satisfaction. Furthermore, the organizational
CORRESPONDENCE
culture, work environment, and job satisfaction of PLN employees have a positive influence
on employee performance.
Phone: +62 (022) 2019435

Email: [email protected]

caused by the increase in purchasing power of electricity and

INTRODUCTION fuel oil (BBM) rates. Electricity is an important component in the
industrial world from upstream to downstream. Electricity has a
The rapid development of industrialization and technological major contribution to the operational burden of the industrial company.
innovation has made companies more competitive in facing In addition, in 2016, PLN's sales target to customers was less
increasingly tight competition in the current era of globalization than the target. This can be seen from the low productivity of the
[1,2]. In this case, companies are required to play their roles number of kwh sold to customers caused by declining employee
better in achieving goals and improving company performance performance.
optimally [3,4]. In addition to the use of modern technology,
companies must also pay attention to better management and PLN Area Majalaya employees are one of the supporters of the company's

coordination of human resources in order to establish a synergistic performance. The decline in the performance of PLN Area Majalaya employees

relationship between the company and its employees [5,6]. can be seen from the decreasing absence compared to the previous period. The
decline can be seen from the absence data from May to October 2016 which only
reached 73%. The decline in employee performance can be caused by the

The State Electricity Company (PLN) is a public company in inconsistency received by employees which causes dissatisfaction.

Indonesia engaged in the service sector in serving electricity.

flavor
This company is a State-Owned Public Company (BUMN) which
has quite a lot of human resources, coming from various levels Sedarmayanti in Pangarso [7] describes the relationship between
of education, starting from general education to the highest level employee performance and job satisfaction.
of education according to job needs. In 2015, PLN has not been Job satisfaction can provide certain characteristics to individual
able to achieve its sales target because mbh (mouting of burner performance which ultimately has an impact on increasing
head) which is a conversion of the speed transfer dimension unit employee work productivity [8,9].
in watts, has a selling value that is influenced by the number of
companies that have gone bankrupt. The bankruptcy of these Another opinion according to Kottler and Heskett [10]
companies also states that job satisfaction can also be formed through
organizational culture which will ultimately also increase

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employee performance. The work environment in a company is Anas [22] has proven that good working environment conditions
very important for management to pay attention to [11], even have an impact on high job satisfaction.
though the production process is not carried out in that work employee.
environment. An adequate work environment for employees can H2: Work environment influences job satisfaction
improve performance, conversely an inadequate environment
Organizational Culture on Employee Performance
can reduce employee performance and ultimately reduce
employee work motivation [12,13]. The work environment is all Organizational culture implemented by the company can be a
the tools and materials faced, the surrounding environment trigger for employees to improve their work performance. These
where a person works, his work methods, and his work beliefs, norms, and values become a guide for human resources
arrangements both as individuals and as a group [10,15]. in carrying out their performance in the organization [23].
Research by Tintami et al. [24] and Setyo [25] has proven that
organizational culture has a positive and significant effect on
Based on this phenomenon, the author took the research theme employee performance. This means that if organizational culture
regarding organizational culture and work environment on improves, employee performance will also improve, and vice
employee performance through job satisfaction in the company. versa. This is also reinforced by Tintami et al. [24] that "Corporate
This study examines the influence of organizational culture and culture is not just written regulations, operational bases, or work
work environment on job satisfaction and its impact on employee systems that become the company's holy book. More than that,
performance at PT. PLN (PERSERO) West Java distribution corporate culture is the "spirit d'corp" of the company's soul,
Majalaya Area. which inspires daily life and all activities in your company. The
importance of corporate culture as the basis for company
METHOD performance in order to be able to develop and compete in the
long term is highly emphasized."
Hypothesis

Organizational Culture on Job Satisfaction H3: Organizational Culture Influences Employee Performance

A good organizational culture can have an impact on the sense Work Environment on Employee Performance
of satisfaction with what employees have done.
Giving gifts or bonuses to employees who excel is one form of The work environment is everything that is around the workers
organizational culture. Job satisfaction is the level of individual and that can influence them in carrying out the tasks they carry
satisfaction that they receive appropriate rewards from various out or are responsible for. The work environment greatly
aspects of the work situation of the organization where they work influences performance. A good work environment will create
[16]. This is also reinforced by Robbins in Wibowo [17] that job ease in carrying out workers' tasks [26,27]. Research
satisfaction is a general attitude towards one's work, which shows
the difference between the amount of rewards received by Sugiyarti [28] found that the work environment around employees
workers and the amount they believe they should receive. This really needs to be maintained by the institution, because it is one
shows that the organizational culture in a company can have an way that can be taken to ensure that employees can carry out
impact on employee job satisfaction. their duties without experiencing disruption. Attention to the
physical condition of the employee's work environment means
reducing boredom in working so that employees can carry out
H1: Organizational Culture has an effect on Job Satisfaction their duties optimally, are satisfied in working, thus increasing
employee performance.
Work Environment on Job Satisfaction
H4: Work Environment Influences Employee Performance
The work environment will more or less affect the physical or
psychological condition of employees. Therefore, it is very Relationship between Job Satisfaction and Employee Performance
important for management to create a work environment that can
make its employees work optimally. An ergonomic work An employee's performance can be improved through the
environment, as an applied science that studies things related to employee's side or individually. This is in accordance with what
the level of comfort, efficiency and safety in designing a Sedarmayanti mentioned in Kadir et al. [29]
workplace, needs to be provided in order to satisfy the physical that performance is influenced by 3 (three) factors, namely
and psychological needs of employees in the company [18,19]. organization, individual, and social. Job satisfaction in the
workplace can be input, with the assumption that job satisfaction
is a condition that will show certain characteristics in a person's
Of course, job satisfaction does not come by itself, besides the performance. Job satisfaction can provide certain characteristics
willingness and effort of employees, there are several factors in individual performance which ultimately has an impact on
that can influence it. One of the factors that can influence job increasing work productivity [30].
satisfaction and enthusiasm in carrying out tasks is the condition

work environment. Although this factor is important and has a big Research by Setyo [25] and Susanty and Baskoro [31]
influence, many companies pay little attention to this factor [20]. proves that job satisfaction has a significant influence on
Hadinata's research [21] and employee performance. This illustrates

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that the higher the employee's job satisfaction, the higher the employee's for both exogenous and endogenous variables. The model in the study after
performance. being given a constraint can be seen in Figure 3.
H5: Job Satisfaction has an effect on Employee Performance

With this explanation, the research framework is shown in Figure 1.

Culture
Organization (X1) H3

H1
Performance
Satisfaction
H5 Employee
Work (Y)
(Z)
H2

Environment H4
Organization (X2)

Figure 1. Research Framework

Data collection
This research was conducted at PT. PLN (PERSERO) West Java Distribution
Majalaya Area. Data were collected from the results of filling out questionnaires
to 146 employee respondents. The questionnaire consisted of 24 questions
representing the research variables.

Data processing

Model Specifications

In the case study raised, the author uses a uni-dimensional construct, where
Figure 2. Path Diagram
the construct is formed directly from the manifest variable with the direction of
the indicator in the form of reflexive. In data processing based on field data,
the author obtained the results of data processing in Figure 2.

Minimization History Model Identification (Default Model)

Based on the results of the processing, it can be concluded that overall the
indicators used in the study are unidentified or cannot be identified in providing
data estimates. If the model does not

has a unique value, then the model will not be identified (unidentified) by the
AMOS program, so the model cannot be estimated. The identification problem
is an initial problem that must be overcome so that the research method can
be determined.

Identification at this stage is to determine the uniqueness of the data in the

study because it will be the main key in the structural equation model. One
indication of data uniqueness is that the information contained in the empirical
data is not enough to produce a unique solution in calculating the model
estimation parameters. Constraint equations are one alternative in solving
unidentified problems.

The determination of the additional fixed parameter value is carried out so that
the calculation of the degree of freedom becomes zero by providing a constraint
on the model with a positive value smaller than 0.01 or 0.05. This study uses
a method of providing constraints on the model by adding 0.05 for each loading
factor on the indicator used, both

Figure 3. Research Model Limitations

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When processing data, the data is considered unique so that it The processing of research data shows that the value of
can be identified, so there is no description XX=Default Model multivariate CR kurtosis is 5.843 as seen in Table 3. This value
and the color mark on AMOS will be operable. The results of data exceeds the provisions or limit value used in the study, namely
processing from the field show no covariance and variants that 2.8.
still have unidentified information. This can be seen from the
results of data processing which show the numbers of field data The conclusion that can be drawn from the data processing is that
that have been processed both in Table 1 and in Table 2. Based the data used in the study if univariate is normally distributed, but
on these results, if multivariate the research data is not normally distributed. This
then the research model has become unique so that it can be can be caused by the data used in the study being lacking.
identified based on estimated data from the field and further
analysis can also be carried out.

Model Estimation Table 2. Covariances

The normality test is one of the process tests in model estimation MI Pair Change
using the processing results in Table 1. The normality test is used BO <--> LK 34,427 14,588

to test whether the data is normally distributed or not in the study. e9 <--> BO 4.151 -.611
e10 <--> e9 13,888 -.099
The assessment used to determine or as a basis for decisions or
e11 <--> LK 6.149 .501
cut offs generally uses the values of skew and kurtosis ranging
e11 <--> BO 16,677 1.139
from 1.0–1.5. Another way can also be done by using the value e11 <--> e10 16,486 -.100
of CR (critical ratio) with the assumption that the value of the e12 <--> BO 7,466 .926
processing results does not exceed 2.58. The results of data e12 <--> e10 15,691 .119
processing in the study are in Table 1. e12 <--> e11 6.958 -.071
e13 <--> e10 5,532 -.067
e13 <--> e11 5.015 .058
e13 <--> e12 11,083 -.105
Table 1. Regression Weights
e14 <--> BO 9.907 .985
Estimate SECR P Label
e14 <--> e12 8.141 .087
KuK <--- BO .985 .086 11,447 *** par_1
e14 <--> e13 7.132 -.078
KuK <--- LK .702 .152 4.606 *** par_4
e15 <--> e11 8,040 .069
KiK <--- KuK .148 .051 2,931 .003 par_2
e15 <--> e14 4.806 -.060
KiK <--- BO .671 .096 7.010 *** par_3
*** e16 <--> BO 5,599 .741
KiK <--- LK .802 .182 4.418 par_5
e16 <--> e17 4.356 -.047
X8 <--- BO .050
e16 <--> e10 4.575 .059
X7 <--- BO .050
e16 <--> e12 6,872 .080
X6 <--- BO .050
e16 <--> e14 4.036 .056
X5 <--- BO .050
e18 <--> e9 5.443 -.050
X4 <--- BO .050
e20 <--> e9 4,771 -.053
X3 <--- BO .050
e20 <--> e23 6,637 .057
X2 <--- BO .050
e1 <--> e25 4.929 -.387
X1 <--- BO .050
e1 <--> e14 4.409 .068
Y4 <--- KuK .050
e1 <--> e18 5.191 -.059
Y3 <--- KuK .050
e2 <--> LK 5,673 .501
Y2 <--- KuK .050
e2 <--> e17 4.945 .046
Y1 <--- KuK .050
e3 <--> e16 5,949 .069
Z1 <--- KiK .050
e3 <--> e1 11,761 .112
Z2 <--- KiK .050
e4 <--> LK 14,665 .979
Z3 <--- KiK .050
e4 <--> BO 6,515 .902
X16 <--- LK .050
e4 <--> e11 6,721 .073
X15 <--- LK .050
e4 <--> e14 4.264 -.065
X14 <--- LK .050
e4 <--> e15 4.145 .063
X13 <--- LK .050
e4 <--> e24 4.378 .053
X12 <--- LK .050
e4 <--> e3 7,627 -.088
X11 <--- LK .050
e5 <--> e9 5,513 -.051
X10 <--- LK .050
e5 <--> e14 5,785 .054
X9 <--- LK .050
e5 <--> e3 10,906 .075
X17 <--- LK .050
e5 <--> e4 7,707 -.070
e6 <--> LK 6.255 .553
Univariate testing can use the output values of CR and skew. The skew value
e6 <--> e9 6.304 .066
is below one overall while the kurtosis value is only one that has a value
e6 <--> e4 7,260 .083
exceeding one, namely 1.448 which is found in the x10 indicator. The skew e6 <--> e5 4.210 -.045
and kurtosis values also generally have values below 1.5. Multivariate testing e7 <--> e15 4.058 .051
can use the output value of the multivariate CR Results of e7 <--> e3 10,794 .086
e8 <--> BO 4,748 -.585
e8 <--> e7 10,595 -.072

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Table 3. Assessment of normality (Group number 1) The amount of measurement error ( ÿ ( )

Var Kur- =1 ):
Min Max Skew CR CR
. tosis BO = 2.856022
X17 2,000 5,000 -1.008 -4.971 .068 .167 LK = 4.167375
X9 2,000 5,000 -.186 -.916 -.101 -.248 KuK = 1.832518
X10 2,000 5,000 -1.150 -5.673 1,448 3,571 KiK = 1.493274
X11 2,000 5,000 -.117 -.578 -.158 -.389
X12 2,000 5,000 -.511 -2,522 .438 1,079 Construct Reliability (CR) for latent constructs is as follows:
X13 2,000 5,000 -.228 -1.123 .078 .192
2
X14 2,000 5,000 -.357 -1,759 .259 .638 (6,392)
BO = = 0.934665
(6.392) 2+2.856022
X15 2,000 5,000 -.331 -1.631 .203 .500 2
(6,593)
X16 2,000 5,000 -.289 -1.424 .166 .409 LK = = 0.912514
(6,593) 2+4.167375
Z3 1,000 4,000 .081 .400 -.264 -.652 (2,944) 2
KuK = = 0.934665
Z2 1,000 4,000 .140 .690 -.223 -.550 (2.944) 2+1.832518
2
(2.126)
Z1 1,000 4,000 .270 1,333 -.340 -.837 KiK = = 0.751665
(2.126) 2+1.493274
Y1 2,000 5,000 -.638 -3.146 .271 .669
Y2 2,000 5,000 -.289 -1.425 -.030 -.074
Based on the calculation results, it can be concluded that overall it has
Y3 2,000 5,000 .615 3.036 -.747 -1,843
a good construct reliability value because it has a CR value above 0.7.
Y4 2,000 5,000 -.004 -.017 -.362 -.894
X1 2,000 5,000 .303 1,495 -.614 -1,514
X2 2,000 5,000 .088 .434 -.350 -.863
X3 2,000 5,000 .370 1,825 -.634 -1,565
Table 4. Standardized Regression Weights
X4 2,000 5,000 -.110 -.545 -.426 -1.051
Estimate
X5 3,000 5,000 .278 1,373 -.652 -1.607
KuK ÿ BO .741
X6 2,000 5,000 .141 .694 -.388 -.958
KuK ÿ LK .956
X7 2,000 5,000 -.005 -.025 -.265 -.654
X8 2,000 5,000 -.550 -2,713 -.144 -.355
KiK ÿ KuK .735

34.16 KiK ÿ BO .895

Multivariate 5,843
4 KiK ÿ LK .866
X8 ÿ BO .745
X7 ÿ BO .716
Model Evaluation
X6 ÿ BO .894
Measurement Model X5 ÿ BO .769
X4 ÿ BO .841
1) Validity Test
X3 ÿ BO .881
Validity test is seen from the loading factor in the
X2 ÿ BO .713
standardized regression weights table on the results of
X1 ÿ BO .833
field data processing using AMOS. The results of this
processing can be seen in Table 4. In general, the loading Y4 ÿ KuK .754

factor in this study has a value above 0.05, Y3 ÿ KuK .717

so it can be said to be statistically significant. Y2 ÿ KuK .739
Based on the results of data processing, the data in the Y1 ÿ KuK .734
study can be said to be valid for the initial stage of research Z1 ÿ KiK .715
on convergent validity because it has a value above 0.5.
Z2 ÿ KiK .701
Z3 ÿ KiK .710
2) Reliability Test
X16 ÿ LK .732
In the reliability test using the formula in the previous equation in
calculating the construct reliability. Calculation using the construct X15 ÿ LK .741

reliability formula, the following results are obtained: X14 ÿ LK .732

X13 ÿ LK .722
X12 ÿ LK .709
Standard loading quantity : X11 ÿ LK .769
BO = 6.392
X10 ÿ LK .736
LK = 6,593
X9 ÿ LK .745
KuK = 2.944
X17 ÿ LK .707
KiK = 2.126

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Assessing the Overall Fit Model (Goodness of fit model) suggests that the PNFI value> 0.5 is quite fit. The PCFI value of 0.656

1) Absolute Fit Measure indicates that the model used in the study has a good parsimony fit .

Table 5 shows that the probability value is 0.000 with Cmin of 565.686, The conclusion of the parsimony fit analysis can be said that the

so it can be said that the model is not fit. This is due to the chi-square model in the study is quite good because it has a fairly fit model.

value.
very conservative and depends on the large number of samples so
that it has an impact on the type II model error or rejects the correct
model so that researchers use other alternatives. The value of Cmin/ Table 8. Parsimonial Fit Measure

df of 2.119 is smaller than 3 and this can be said to be fit because Model PNFI PCFI RATIO

according to Cermines and Mclver in Latan [32] said that if the value Default model .967 .513 .656
of Cmin/df ÿ 3 and ÿ 2 then the model can be accepted. Saturated model .000 .000 .000

Independence model 1,000 .000 .000

Table 5. Absolute Fit Measure

Structural Model
Cmin/d
Model NPAR Cmin df P
f Table 9 shows that organizational culture (BO) and work environment (LK)

Default each have a significant influence on job satisfaction (KuK) because the
33 565,686 267 .000 2.119
model probability value (P) is 0.000. Organizational culture (BO), work environment

Saturated (LK), and job satisfaction (KuK) each have a significant influence on job
300 .000 0 satisfaction (KuK) because the probability value (P) is below 5%. Figure 4
model
shows the problem-solving steps used in this study.
Independence
24 1204.841 276 .000 4.365
model

Based on the processing results in Table 6, it can be seen that the

RMSEA value is 0.08, so the research model can be said to be fit.
Table 9. Structural Model
This is in accordance with what was said by Schumaker and Lomax
Estimate SECR P Label
and Williams and O. Boyle in Latan [32] that the RMSEA value ÿ 0.06 ***
KuK ÿ BO .985 .086 11,447 par_1
– 0.08 indicates a fairly good goodness of fit model. The conclusion
KuK ÿ LK .702 .152 4.606 ***
that can be drawn is that for absolute fit indices, the model can be par_4

said to be quite good so that it can be continued with further analysis. KiK ÿ KuK .148 .051 2.931 .003 par_2
KiK ÿ BO .671 .096 7.010 ***
par_3
KiK ÿ LK .802 .182 4.418 ***
par_5

Table 6. Root mean square error of approximation (RMSEA)

LO HI
Model RMSEA PCLOSE
90 90
Default .08 .078 .098 .000
model
Independence .152 .144 .161 .000
model

2) Incremental Fit Measure

Table 7 shows that the IFI value is 0.882, TLI is 0.868 and CFI is
0.878. These values are close to 0.9 so that the model in the study
can be said to be quite fit.

Table 7. Incremental Fit Measure

NFI RFI IFI TLI
Model CFI
Delta1 rho1 Delta2 rho2
Default model .830 .815 .882 .868 .878
Saturated
1,000 1,000 1,000
model

Independence .000 .000 .000 .000 .000

model

3) Parsimonial Fit Measure

In Table 8 it can be seen that the PNFI value is 0.513, so it can be
said that the model used in the study is quite fit. Previous research
[32]
Figure 4. Problem Solving Flowchart

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RESULTS AND DISCUSSION alternative (Ha) which states that organizational culture has a significant
influence on employee performance through job satisfaction as an
Coefficient of Determination (R2 ) intervening variable at PLN West Java Distribution Majalaya Area.

The coefficient of determination or also called R2 is used to see the extent

The Influence of Work Environment on Employee Performance
to which the magnitude of the variables caused by exogenous variables
affects the level of change in endogenous variables. In this study, there
In the data processing that has been done, it shows that the work
are two endogenous variables , namely job satisfaction and employee
environment has a direct and positive influence on employee performance
performance. The magnitude of R2 can be seen from the results of field
positively with a standardized coefficient value of 0.866 and a p value of
data processing in Table 10.
0.000. Organizational culture also has an indirect influence, namely through
job satisfaction with a standardized coefficient value.
Table 10. Squared Multiple Correlations
Estimate
0.703. The hypothesis taken in the study is the alternative hypothesis (Ha)
Yoke .499 which states that the work environment has a significant influence on
KiK .354 employee performance through job satisfaction as an intervening variable
at PLN West Java Distribution Majalaya Area.
Table 10 shows that job satisfaction (KuK) is directly influenced by
organizational culture and work environment by 49.9% and the remaining Structural Equations
50.01% is influenced by other variables outside the study. Employee
performance (KiK) is directly and indirectly influenced by organizational In this study, there are two structural equations by taking the numbers from
culture, work environment, and job satisfaction by 35.4% and the rest is the results of field data processing as shown in Table 11.
influenced by other variables outside the study.

Table 11. Regression Weights

The Influence of Organizational Culture on Job Satisfaction
Estimate SE CR P Label
KuK ÿ BO .985 .086 11,447 *** par_1
The results of data processing show that organizational culture has a direct
KuK ÿ LK .702 .152 4,606 *** par_4
and positive influence on job satisfaction with a standardized coefficient
KiK ÿ KuK .148 .051 2.931 .003 par_2
value of 0.741 and a p value of 0.000. The hypothesis taken in the study is
KiK ÿ BO .671 .096 7,010 *** par_3
the alternative hypothesis (Ha) which states ...
KiK ÿ LK .802 .182 4.418 *** par_5
organization has a significant influence on job satisfaction at PLN West
Java Distribution Area Majalaya.
Job satisfaction
The Influence of Work Environment on Job Satisfaction
Based on the data in Table 11, the following equation is obtained:
The work environment has a direct and positive influence on job satisfaction
with a standardized coefficient value of 0.956 and a p value of 0.000. The KuK = 0.985 X1 + 0.702 X2 + ÿ
hypothesis taken in the study is the alternative hypothesis (Ha) which
states that the work environment has a significant influence on job This means that job satisfaction will increase or grow by 0.985 units, if the
satisfaction at PLN West Java Distribution Majalaya Area. organizational culture is increased by one unit and the work environment
has a value of 0.
Job satisfaction will increase or improve by 0.702 units if the work
environment is increased by one unit and the organizational culture has a
The Influence of Job Satisfaction on Employee Performance
value of 0.
The data processing that has been carried out shows that job satisfaction
Employee performance
has a direct and positive influence.
on employee performance with standardized coefficient values The equation for employee performance is:
0.735 and p-value of 0.003. The hypothesis taken in the study is the KiK = 0.671 X1 + 0.802 X2 + 0.148 Y + ÿ
alternative hypothesis (Ha) which states that job satisfaction has a
significant influence on employee performance at PLN West Java This means that employee performance will increase or improve by 0.671
Distribution Majalaya Area. units if organizational culture is increased by one unit and work environment

The Influence of Organizational Culture on Performance and job satisfaction have a value of 0. Employee performance will increase
or improve by 0.802 units if work environment is increased by one unit and
Employee
organizational culture and job satisfaction have a value of 0. Employee
In the data processing that has been done, it shows that organizational performance will increase or improve by 0.148 units if organizational culture
culture has a direct influence on employee performance positively with a is increased by one unit and organizational culture and work environment
standardized coefficient value of 0.895 and a p value of 0.000. have a value of 0.
Organizational culture also has an indirect influence, namely through job
satisfaction with a standardized coefficient value of 0.545. The hypothesis
taken in the study is the hypothesis

DOI: 10.25077/josi.v17.n2.p143-151.2018 Wahyuniardi et al. 149

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WAHYUNIARDI ET AL. / JOURNAL OF INDUSTRIAL SYSTEM OPTIMIZATION - VOL. 17 NO. 2 (2018) 143-151

Suboptimal Variables 2. Organizational culture and work environment have a direct and
positive influence on employee performance.
Job satisfaction
Based on the results of the data calculation produced from the 3. Job satisfaction of PLN West Java Distribution employees in the

supervision assessment, a weight of 531 was obtained with a percentage Majalaya Area has a positive and significant influence on employee

of 25.09%, awards received a weight of 530 with a percentage of performance.

25.05%, promotion opportunities 528 with a percentage of 24.95%, and 4. Organizational culture, work environment, and job satisfaction of PLN

relationships with co-workers received a weight of 527 with a percentage of 25.09%. West Java Distribution employees in the Majalaya Area have a
24.91%. The results indicate that PLN Area Majalaya employees have positive influence on employee performance.

not felt good job satisfaction while working at PLN Area Majalaya.
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