THE EFFECT OF ORGANIZATIONAL CLIMATE AND COMPETENCE ON THE PERFORMANCE OF PT.

SAHARJO ENAM SEMBILAN PJAEE, 19 (3) (2022)

THE EFFECT OF ORGANIZATIONAL CLIMATE AND COMPETENCE

ON THE PERFORMANCE OF PT. SAHARJO ENAM SEMBILAN

Degdo Suprayitno 1, Eric Hermawan 2

1,2
Institut Ilmu Sosial dan Manajemen STIAMI, Jakarta, Indonesia

Degdo Suprayitno, Eric Hermawan. The Effect of Organizational Climate and

Competence on The Performance of Pt. Saharjo Enam Sembilan-- Palarch’s Journal of
Archaeology of Egypt/Egyptology 19(3), 929-944. ISSN 1567-214x

Keywords: Organizational Climate, Competence, Discipline, Performance

ABSTRACT
Three independent variables of organizational climate, competence, and work discipline are
used to improve the performance of employees of PT. Saharjo Enam Sembilan, by investigating
direct and indirect influences. The indirect effect of this research is the influence of
organizational climate and competence on the performance of employees of PT. Saharjo Enam
Sembilan. The indirect effect of organizational climate can be determined from the direct
impact of the organizational climate and work discipline on the performance of employees of
PT. Saharjo Enam Sembilan and the direct influence of organizational climate here on work
discipline.

While the indirect effect of competence can be determined from the direct influence of
competence and work discipline on the performance of employees of PT. Saharjo Enam
Sembilan and the direct result of competence in work discipline. The method used in this study
is a quantitative method with a descriptive type of research that describes a phenomenon being
studied. The regression equation works using the results of the questionnaire answers
distributed by 82 respondents using the whole sample.

The research data was tested first with validity, reliability, normality, multicollinearity, and
heteroscedasticity tests before working on the regression equation. The study’s results found
that all indirect and direct effects, both partial and simultaneous, were significant and positive.
The influence of the independent variable’s organizational climate, competence, and work
discipline on the performance of employees of PT. Saharjo Enam Sembilan in percent were
27.3%, 27.0% and 25.7%. The impact of the independent variable’s organizational climate,
competence, and work discipline simultaneously on the performance of employees of PT.
Saharjo Enam Sembilan in percent is 30.7%.

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INTRODUCTION
The climate of an organization is the relative environmental quality experienced
by its members, which affects their behavior and how the organization functions
appropriately. Akhmar Barsah (2017) states that we are born in organizations,
educated by organizations, and almost all spend our lives working in
organizations. It can therefore be said that the organization is intensities social
coordinated consciously with identifiable boundaries and working continuously
to achieve common goals. Thus, the organizational climate dramatically affects
the performance of employees. Reichers & Schneider (Caezar, 2016) state that
the organizational climate is a perception or common assumption of
administrative policies, the implementation of policies and procedures, both
formal and informal, in the form of representations and goals of the organization,
as well as tools and ways that are imitated and carried out to achieve the desired
results in or to improve performance.

Fakhry Zamzam and Tien Yustini (2021) stated that the organizational climate
moves with the development of an organization. With the organization’s size,
the climate will also become more complex. The number of organizational
climates can be more than the organization itself. Based on the above, it can be
concluded that the organizational climate is the perception of organizational
members towards the internal or psychological environment, which is a
common assumption regarding policies, implementation, and various
procedures both formal and informal members of the organization that
determine their performance so that it has a direct effect on performance. The
organizational climate is directly related to competence. Priansa (2017) states
that competence is commensurate with ability or proficiency; others mean
commensurate with skills, knowledge, and high education. Thus, competence
is closely related to employee performance. And it has a positive effect on
performance.

Agustian (2018) mentioned that competence is the ability to carry out or do a

job based on skills and knowledge and supported by the work attitude required.
It can be concluded that competence is an inherent characteristic of a person
that causes that person to be able to predict his surroundings in a job or situation.
Competence has no meaning if the employee's work discipline is low.
Competence is closely related to labor discipline. Employees who have high
competence have good work discipline. Mangkunegara (2017), work discipline
can be interpreted as implementing management to strengthen organizational
guidelines. Meanwhile, Nurmansyah, (2018) stated that work discipline is the
magnitude of a person's sense of responsibility to the tasks assigned to him.
Rivai in Sinambela (2016) stated that several things explain the indicators of
work discipline, namely Attendance, Adherence to work regulations,
Adherence to work standards, and ethical work. Discipline is the most
important operative function of MSDM because the better the discipline of
employees, the higher the work performance they can achieve. The background
of this research is to improve the performance of PT. Saharjo Enam Sembilan
so that it can support the achievement of the company's goals.

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OBJECTIVES
The study aims to determine the effect of research variables:

1. To determine the influence of Organizational Climate, Competence,

Discipline, and Performance PT. Saharjo Enam Sembilan.
2. To determine the influence of Organizational Climate, Competence,
Discipline, and Performance PT. Saharjo Enam Sembilan and their impact on
employees.

LITERATURE REVIEW

Organization Climate

The organizational climate is a picture of the internal climate of the

organizational environment that is felt by the members of the organization
during their activities to achieve organizational goals. Shamsir in Akhmar
Barsah (2017) states that we are born in organizations, educated by
organizations, and almost all spend our lives working in organizations.
Therefore, it can be said that the organization is a social intensity coordinated
consciously with identifiable boundaries and working continuously to achieve
common goals. Sapulette (2017) states that Organizational climate is a set of
measurable properties of the work environment that are felt or seen directly or
indirectly by living people who work in the environment and are assumed to
affect their motivation and behavior. According to Lita (2017), organizational
climate is a series of descriptions of organizational characteristics that
distinguish an organization from other organizations that lead to the perception
of each member is looking at the organization. Cahyono in Satrio and
Suwandana (2017) stated that the organizational climate is a corporate climate,
a series of work environments around the workplace that affect a person's
behavior in carrying out work which ultimately makes the organization quickly
achieved. Setiawan et al. (2016) mentioned that there are nine dimensions of
organizational climate that could be seen in Table 1 as follows:

Table 1. Dimensions And Indicators of Organization Climate

Variable Dimension Indicators

1 Work procedure
1. Structure
2 Rules in a task
2. Responsibility 3 Consequences of the work done
4 Awarding
3. Awards
5 Rewarding
6 Risks in carrying out work
4. Risk
7 Job challenges
Organizational Climate 8 Relationships between employees
(X1) 5. Warmth
9 Working atmosphere
Setiawan
10 Support to subordinates
(2016) 6. Support 11 The support of his fellow co-workers.

12 Organizational predetermined performance

7. Performance standards
standards 13 Emphasis on the achievement of the results of
work
14 Solutions to problems that exist within the
8. Conflicts
organization
9. Self-identity 15 Member identification

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Competence

Margaretha, Perizade, Widiyanti, and Zunaidah (2020) conducted research at

PT. Semen Baturaja (Persero) Tbk. Received that compensation has a positive
and significant effect on employee performance at PT Semen Baturaja (Persero),
Tbk. Handayani (2018) researched PT. Semen Baturaja (Persero) employees.
Noble Kencana Train. Compensation and Job Satisfaction do not affect the
performance of PT. Noble Kereta Kencana. Maizar (2017) researched the
influence of motivation, work competence, and compensation simultaneously
on Employee Performance at PT. Perkebunan Nusantara VI (Persero) Pasaman
Barat the results of the study found that the competency variable had a positive
and significant effect on employee performance. Azis (2018) conducted a study
to determine the influence of competence, motivation, and promotion on
employee performance at the South Makassar primary tax service office. The
three independent variables used in this study, competence influences employee
performance at the South Makassar tax service head office. Sugiyanto &
Santoso (2018) provide dimensions and indicators of variable competencies,
such as those that could be seen in Table 1 as follows:

Table 1. Dimensions and Indicators of Competency

Variable Dimension Indicators

How to identification
1
1. Knowledge
2 How to do good learning
3 Good understanding of the conditions
2. Understanding
4 Understanding the characteristics
5 Carrying out duties or work
3. Ability / Skill The ability of employees to choose work methods that are
6
Competency considered more effective
(X2) 4. Value 7 The ability of employees to choose the method of work
Sugiyanto & Santoso (2018) 8 Honesty
9 Openness
5. Attitude 10 Democratic
11 Reaction to the economic crisis
12 Feelings for a raise
13 Show
6. Interest
14 Perform a task activity
15 Ability to formulate the vision and strategy of the company

Work Discipline

Nurmansyah, (2018) in the introduction to Human Resource Management

(Concepts, Theories, and Research), the fourth printing, Unilak Press,
Pekanbaru mentioned that good discipline reflects the magnitude of a person's
sense of responsibility to the tasks assigned to him. Then discipline is the
awareness and willingness of a person to obey all company regulative applicable

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social norms; a discipline is an act of management that implements so that the

attitudes and behaviors, and actions of employees are following the rules and
standards of the organization. Therefore, work discipline is closely related to
performance. Some studies have found that work discipline has a positive and
significant effect on performance. Margaretha, Perizade, Widiyanti, and
Zunaidah (2020) at PT. Semen Baturaja (Persero) Tbk. Obtains that work
discipline has a positive and significant impact on employee performance at PT
Semen Baturaja (Persero), Tbk. Good discipline reflects a person's sense of
responsibility for the tasks assigned. Then discipline is the awareness and
willingness of a person to obey all company regulations and applicable social
norms, and discipline is a management action that carries out so that the
attitudes and behaviors, and activities of employees follow the rules and
standards of the organization. Rivai in Sinambela (2016) gives the Dimensions
and Indicators of Work Discipline in Table 1 as follows:

Table 1. Dimensions and indicators of Work discipline

Variable Dimension Indicators

1. Presence 1 Presence in work
2 Get off work time
3 Rest time
2.Observance of work regulations 4 Obey the rules
5 Not neglecting work procedures
Work Discipline 6 Follow work guidelines
(X3) 7 Responsibility to duty
3. Observance of work standards
Rivai in Sinambela 8 Adherence to work standards
(2016) 4. High level of alertness 9 High alertness
10 Always be careful
11 Work effectively and efficiently
12 Thoroughness in work
5. Work ethically 13 Acting polite
14 Always be disciplined
15 Not involved in inappropriate actions

Performance

In general, performance is the result of work in quality and quantity that can be
achieved by an employee in carrying out his primary duties and functions, with
responsibilities charged or given to him. Anwar Prabu Mangkunegara in Eric
Hermawan (2022) stated that performance is:

1) Quality is something related to the work process to the results of work

that can be measured from the level of efficiency and effectiveness of a person
in carrying out a job supported by other resources. The indicators are tidiness,
thoroughness, and reliability.

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2) Working quantity, quantity is a unit of the maximum amount or limit

that must be achieved by workers within a predetermined time by the company's
leadership. The indicators of quantity are punctuality, work results, and job
satisfaction.

3) Cooperation, cooperation is the attitude and behavior of every employee

who establishes a cooperative relationship with the leadership or colleagues to
complete the work together. The indicators of cooperation are: cooperation and
cohesiveness

4) Responsibility, responsibility is a matter related to the results of the

work that has been completed that must be accounted for by employees if there
is still work that is not per the expectations of the leadership as for the indicators
of responsibility, namely: a. sense of responsibility in making decisions b.
utilizing facilities and infrastructure.
5) Initiative, the initiative is any form of movement from within members
to do work and overcome problems as for the indicators of initiative, namely
independence and ability to work. Amstrong and Baron in Wibowo (2016)
stated that dimensions and performance indicators could be seen in Table 1 as
follows:

Table 1. Dimensions and Performance Indicators of Employees

Variable Dimension Indicators

1 Skill level
2 Competencies possessed
Individual factor
3 Motivations
4 Individual commitments
5 Boost quality
Factor 6 Guidance
Performance (Y)
Leadership 7 Manager support
Amstrong &
8 Support from the team leader
Baron in
9 The quality of support provided by the Team
Wibowo (2016) Factor Team
10 The quality of support provided by colleagues
11 Work system
Factor System
12 Facilities provided by the organization
13 Facilities provided by the leadership
Situational Factor 14 High level of pressure changes in the internal environment
15 High degree of pressure changes in the external environment

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Conceptual Framework

Figure 1. Conceptual Framework

The direct influence of the organizational climate, competence, and work

discipline partially on the performance of PT. Saharjo Enam Sembilan (1, 2 and
3). The impact of the climate of organization and work discipline on competence
(4,5). The indirect effect of organizational climate on the performance of PT.
Saharjo Enam Sembilan with work discipline as a make-up (6). The indirect
effect of competence on the performance of PT. Saharjo Enam Sembilan with
work discipline as a make-up (7). The direct influence of the organizational
climate, competence, and work discipline simultaneously on the performance
of PT. Saharjo Enam Sembilan (8). All these influences, both direct and indirect,
are clearly and systematically depicted in Figure 1.

METHODOLOGY
1. The method used in this study is a quantitative method with a descriptive
type of research that aims to describe or describe the influence between the
dimensions of the organizational climate, competence, and work discipline
partially and simultaneously on the performance of employees. PT. Saharjo
Enam Sembilan. Obtaining the effect of the organizational climate and
competence indirectly on the performance of PT. Saharjo Enam Sembilan with
work discipline as a variable moderator.

Data Testing

Before calculating the regression equation, both simple regression and double
regression of the research data were tested first with tests of validity, reliability,
normality, multicollinearity, and heteroscedasticity. Validity testing is to ensure
that the questionnaire is perfect. Reliability is a measure that indicates the
consistency of the measuring instrument in measuring the same symptoms at

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other times. Independent research variables Of reliability, if the Cronbach

Alpha value > 0.600. The normality test is the rule for establishing the normality
of a data is that the information is said to be normally distributed if the weight
of asymp. Sig. (2-tailed) at the SPSS output more significant than the level of
significance (0.05). multicollinearity test was carried out with VIF criteria <10
and Tolerance>0.1. The heteroskedasticity test in this study was to look at the
tendency of independent variables and whether they have a high correlation.

RESULT

Respondent

The employee population of PT. Saharjo Enam Sembilan totaled 82 people. To

determine the effect of independent variables on bound variables, a
questionnaire was distributed to samples whose number was equal to the people.
So, the distribution of questionnaires was carried out on 82 respondents.

Validation Test

The validation test results can be seen in table 1 as follows:

Table 1. Validation Testing for Variable Organizational Climate (X1),

Competence (X2), Work Discipline (X3), and Performance (Y)

Index X and Y RhitungX1 RhitungX2 RhitungX3 RhitungY RTable Result

1 .423** .403** .676** .465** 0,286 valid
2 .375** .415** .636** .505** 0,286 valid
** ** ** **
3 .443 .540 .557 .302 0,286 valid
4 .557** .528** .715** .260* 0,286 valid
5 .613** .703** .554** .240* 0,286 valid
6 .346** .636** .702** .354** 0,286 valid
** ** ** **
7 .549 .625 .477 .300 0,286 valid
** ** ** **
8 .500 .768 .309 .359 0,286 valid
9 .407** .551** 0,062 .626** 0,286 Invalid
10 .552** .550** .438** .503** 0,286 valid
** ** ** **
11 .619 .702 .684 .444 0,286 valid
* ** ** **
12 .269 .328 .453 .458 0,286 valid
13 .269* .393** .527** .244* 0,286 valid
14 .465** .474** .487** .622** 0,286 valid
15 .492** .586** .635** .626** 0,286 valid

The test results found that all research Variable questionnaires were declared
valid because all Pearson correlations calculated (Rcount) were more significant
than the coefficient from Table, whose value was 0.286 (82 respondents) with
an accuracy of 0.01 (1%). Except: X309 is invalid, and X112, X113, Y04, Y05, and
Y13 are valid with an accuracy of 0.05 (5%) because the values are <0.268 and
>0.220.

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Reliability Test

Have the validation test in Table 1 as follows,

Table 1. Results of the Research Variable Reliability Test

No Variable Cronbach’s alpha

1 X1 (15) 0,732>0,600
2 X2 (15) 0,837>0,600
3 X3 (14) 0,835>0,600
4 AND (15) 0,661>0,600

All research variables X1, X2, X3, and Y are independent of reliability if the
Cronbach Alpha value > 0.600.

Normality Test

The rule for establishing the normality of data is that the information is said to
be normally distributed if the value is Asymp. Sig. (2-tailed) at SPSS output
more significant than the level of significance (0.05), All normally distributed
research data, as shown in Table 1, are as follows:

Table 1. Results of the Research Variable Normality Test

Variable Asymp.sig. (2-tailed)

X1 0,200>0.05
X2 0,053>0.05
X3 0,200>0.05
And Y 0,051>0.05

Multicollinearity Test

Indications of the occurrence of multicollinearities are. if the VIF value is

greater than 10 and the tolerance is less than 0.1. It can be seen that all
independent variables escape the multicollinearities problem or no independent
variables are exposed to multicollinearity because the third VIF of the Variable
is independent <10 and tolerance>0.1, as shown in Table 1.

Table. 1 Results of the Multicollinearity Variable Research Test

Model Collinearity Statistics

Tolerance VIF
Constant
Score_ Organizational Climate .505 1.981
Score _Competence .329 3.037
Score_ Work Discipline .331 3019

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Heteroscedasticity Test

The heteroscedasticity test in this study was to see the tendency of independent
variables to have a high correlation. If there is a high correlation between
independent variables, heteroscedasticity will occur.

Figure 1. Graph of The Organizational Climate Against Competencies

Figure 2. Graph of Organizational Climate Toward Work Discipline

Figure 3. Graph of competence toward work discipline

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Simple Regression Equation

To determine the influence of organizational climate, competence, and work

discipline partially on the performance of employees. PT. Saharjo Enam
Sembilan and the effect of organizational climate and partial competence on
work discipline used simple regression analysis; the results obtained in Table 1
are as follows:

Table 1. The result of the Calculation of simple Regression Equations

Impact Formula thitung tTable Fhitung FTable Impact

(%)
Y(X1) Y= 29,575+0.410 3,478 2,374 30.006 3.57 27.3
X1
Y(X2) Y=32,013 + 0.360 5,441 2,374 29,604 3.57 27
X2
Y(X3) Y=31,156 + 0,362 5,265 2,374 27,715 3.57 25,7
X3
X3 (X1) X3= 14,120+0,733 7,987 2,374 63,796 3.57 44,4
X1
X3 (X2) X3=12,455+0,775 11,85 2,374 140,415 3.57 63,7
X2

Organizational climate (X1), Competence (X2), Work discipline (X3), and

Performance (Y)

Simple Regression Equation

To determine the influence of supervision, organizational climate, and

competence simultaneously on the performance of employees. PT. Saharjo
Enam Sembilan used multiple regression analysis; The results in Table 1 are as
follows:

Table 1. The result of the calculation of the Multiples Regression Equation

Impact Formula Fhitung FTable Impact (%)

Y (X1, X2, X3) Y=26,455 + 0,219 X1 + 0,146 X2 + 0,109 X3 12,986 4,04 30,7

The results shown in Table 1 state the influence of organizational climate,

competence, and work discipline simultaneously on the performance of
employees of PT.Saharjo Enam Sembilan is significant and positive because
Fcounts > FTablel (12,986 >4.04) While the influence in % is 30.7% this result
is correct because F calculates > Table (12,986 >4.04)

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Effects between Research Variables

Direct effects of Organizational Climate on Employee Performance of PT.

Saharjo Enam Sembilan,

Ratnasari & Gandhi, (2017) Organizational climate can make employees work
optimally, providing a comfortable and supportive work environment so that
employees are satisfied with the existing work climate to improve performance.
Hanum (2018) stated that organizational climate is the view of corporate
members related to organizations, whether they have or are happening inside or
outside the company environment, which can influence behavior and attitudes
and then determine organizational performance. Our research found the
influence of organizational climate on the performance of PT. Saharjo Enam
Sembilan was positive and significant. The result obtained tcount > tTable
(3,478 > 2,374).

Direct Effect of Competence on Employee Performance of PT. Saharjo Enam

Sembilan

Maizar (2017) revealed the influence of motivation, work competence, and

compensation simultaneously and partially on Employee Performance using
data collection methods in questionnaires. The methods used are descriptive
analysis and multiple regression analysis. The results of the research Variable
motivation, competence, and compensation simultaneously have a positive and
significant effect on employee performance. Competency variables have a
negative but insignificant impact on employee performance. Margaretha,
Perizade, Widiyanti, and Zunaidah (2020) researched the effect of competence
on employee performance at PT Semen Baturaja (Persero), Tbk which has an
employee population of 894 people. A purposive sampling technique aims to
establish sample criteria, namely samples from as many as 547 respondents. The
results showed that competence positively and significantly affects employee
performance at PT Semen Baturaja (Persero), Tbk. Our research found the effect
of competence on the performance of PT. Semen Baturaja (Persero), Tbk.
Saharjo Enam Sembilan positivity and significant because it obtained
tcount>tTable (5.441>2,374).

Direct Effect of Work Discipline on employee performance of PT. Saharjo

Enam Sembilan.

Nurmansyah, (2018) in Introduction to Human Resource Management

(Concepts, Theory, and Research), the fourth printing, Unilak Press, Pekanbaru
Good Disciplinary Work reflects the magnitude of a person's sense of
responsibility to the tasks assigned to him. Then discipline is the awareness and
willingness of a person to obey all company regulations and applicable social
norms, discipline is an act of management that implements so that the attitudes
and behaviors, and actions of employees are following the rules and standards
of the organization. Therefore, work discipline has a positive effect on
performance. Siswanto, (2005) stated that discipline work is an attitude of
respect, respect, obeying and obeying the applicable regulations both written
and unwritten, and able to carry them out and not mysterious to accept his

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sanctions if he violates the duties and authorities given to him, thus work
discipline positive effect on performance. In this study, it was found that work
discipline has a positive and significant impact on the performance of PT.
Saharjo Enam Sembilan due to tcount>tTable (5,265>2,374)

The effect of Organizational Climate Indirectly Through Work Discipline as

a Mediator on the Performance of PT. Saharjo Enam Sembilan.

The effect of the organizational climate indirectly through work discipline as a

mediator on the performance of PT. Saharjo Enam Sembilan is positive and
significant because of the direct impact of the organizational climate on the
performance of PT. Saharjo Enam Sembilan (b=0.410) + direct influence of
organizational climate on work discipline (b=0.733) × Effect of work discipline
on the performance of PT employees. Saharjo Enam Sembilan (b=0.362) is
0.410 +0.733×0.362=0.675.

The Effect of Competence, Indirectly Through Work Discipline as a Mediator

on the Performance of PT. Saharjo Enam Sembilan.

The influence of competence indirectly through work discipline as a mediator

on the performance of PT. Saharjo Enam Sembilan is positive and significant
because of the direct influence of competence on the performance of PT.
Saharjo Enam Sembilan (b=0.360) + direct influence of competence on work
discipline (b=0.775) × The effect of work discipline on the performance of PT
employees. Saharjo Enam Sembilan (b=0.362) is 0.360+0.775×0.362 =0.641.

The direct effect of the organizational climate, competence, and work

discipline simultaneously on the performance of PT. Saharjo Enam
Sembilan.

Organizational clime, competence, and work discipline simultaneously on the

performance of PT. Saharjo Enam Sembilan was performed by double linear
regression. To determine whether this simultaneous influence is significant or
not can be done by comparing the calculated F with the FTable. If F calculates
the > FTable, it can be said that the influence of the organizational climate,
competence and work discipline simultaneously on the performance of
employees PT. Saharjo Enam Sembilan is significant and positive. The results
of the study found that the influence of the organization'sclitoris, competence
and work discipline simultaneously on the performance of PT. Saharjo Enam
Sembilan is significant and positive because Fcounts > FTable (12,986>4.04)

CONCLUSION AND RECOMMENDATION

Statistical testing of the effect of 4 (four), Organizational Climate, Competence,
Work Discipline, and Performance both partially and simultaneously on the
performance of PT employees. Saharjo Enam Sembilan is as follows:

CONCLUSION
a. Organization Climate has a positive and significant effect on the
performance of PT. Saharjo Enam Sembilan due to tcount>tTable
(3,478>2,374)

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b. Competence has a positive and significant effect on employee

performance
PT. Saharjo Enam Sembilan due to tcount>tTable (5,441>2,374)

c. Work discipline has a positive and significant effect on the performance

of PT. Saharjo Enam Sembilan due to tcount>tTable (5,265>2,374)

d. The influence of organizational climate indirectly through work

discipline as a mediator on the performance of employees of PT. Saharjo Enam
Sembilan is positive and significant because of the direct influence of
organizational climate on the performance of employees of PT. Saharjo Enam
Sembilan (b=410) + direct impact of organizational climate on work discipline
(b=0.733) × The effect of work discipline on employee performance at PT.
Saharjo Enam Sembilan (b=0.362) is 0.410 +0.733×0.362=0.675.

e. The influence of competence indirectly through work discipline as a

mediator on the performance of PT. Saharjo Enam Sembilan is positive and
significant because of the direct influence of competence on the performance of
PT. Saharjo Enam Sembilan (b=0.360) + direct influence of competence on
work discipline (b=0.775) × The effect of work discipline on the performance
of PT employees. Saharjo Enam Sembilan (b=0.362) is
0.360+0.775×0.362=0.641.

f. The organizational climate, competence, and work discipline

simultaneously have a direct, positive, and significant effect on the performance
of PT. Saharjo Enam Sembilan due to Fcount>FTable (12,986>4.04)

RECOMMENDATION
a. Recommended to the manager to follow what is mentioned in the
dimensions and indicators of the research Variable so that the positive influence
obtained can be maintained.

b. The three independent Variable influences used to affect employee

performance positively and successfully should be maintained.

c. For the following researchers, it is advisable to investigate further the

problem of improving employee performance with other independent variables,
other types of companies, and other work environments

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