The Influence of Organizational Culture, Individual Characteristics, and Transformational Leadership Style on the Job Satisfaction and Performance of Employees in Indonesia

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Marbawi(1)

QUALITY MANAGEMENT

TheInfluenceofOrganizationalCulture,IndividualCharacteri

stics,

andTransformationalLeadershipStyleontheJobSatisfaction

andPerformanceofEmployeesinIndonesia

MARBAWI1*,PrihatinLUMBANRAJA2,ArlinaNURBAI

TYLUBIS2,ElisabethSIAHAAN2

1Doctoral Programe School of Economic and Business,

Universitas Sumatera Utara & Lecturer in University of

Malikussaleh, Indonesia 2Faculty of Economics and

Business, Universitas Sumatera Utara, Indonesia

*Corresponding author: Marbawi; E-mail:

marbawi@fe-unimal.org

Abstract

The purpose of this quantitative descriptive explanatory

survey study was to analyze the influence individual

characteristics, transformational leaders, organization

culture and job satisfaction on performance of employees

on PT. BankAceh. The research was conducted at the

BankAceh employees located at Jalan Darussalam,

BandaAceh. The population in this research are all

members of the employees at theBank Aceh 881

employees, the samples of this research 200 employees at

Bank Aceh. The tool of analysis was SEM (Structural

equation modeling) using AMOS, the method of data

analysis with confirmatory factor analysis and structure

model analysis. The test results showed that simultaneous

that the individual characteristic and transformational

leaders effect on the organization culture and then

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[descriptive_,] 3

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[the performance or a performance] 5

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[theBank _→ the bank]

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[perfor-mance _→ performance] 9

[are not effect _→ are not effecting]

(4)

individual characteristic, transformational leaders,

organization culture and job satisfaction effect on

perfor-mance of employees on Bank Aceh, otherwise

characteristic individual and transformational leaders are

not effect on job satisfaction of employees on Bank Aceh.

Keywords: individual characteristics, transformational

leaders, organizational culture, job satisfaction and

employee performance.

A. Introduction

PT. Bank Aceh is a commercial bank owned by the

Government of Province, Regency/City, Bank of Aceh is

the Regional Development Bank committed to strengthen

itself to be the leading bank in the region with the business

activities to collect funds, giving credit to the public and

give financial services. Now, Bank Aceh as a financial

intermediary also serves as the agent of trust, as an agent of

economic development, as well as community service

agencies which participate in the context of economic

development of the Acehnese. Bank Aceh through

competitive services with extensive network as well as a

professionally managed improves regional economic

growth that is expected to become a leading bank in Aceh.

Regional Champion Bank will continue for the

transformation of BPD throughout Indonesia to become a

champion in his own area, so the Bank of Aceh can be a

Leading Regional Bank in Aceh. To support the

achievement of the transformation goals BPD as Regional

Champion , the bank is based on three pillars, strong

resilience, the ability as Agent of Regional Development

and ability to serve the needs of the community. In 2014,

Bank Aceh has been over 41 years old, growing and

developing in providing financial services to customers,

partners, stakeholders, as well as serving the people of

Aceh and Medan. In 2014 in accordance with the stages

of strategic planning five years (Corporate Plant), Bank

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Repetitive word: give

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[transfor-mation _→ transformation]

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Aceh still conducts strategic transformation, improves

and builds the foundation of business growth, includes a

cultural transfor-mation , business transformation and the

transformation of appearance within the frame of the

risk-based management and

the implementation of the principles of good corporate

gover-nance to achieve the performance excellences . A

determination that confirms the vision of the future of the

Bank of Aceh into a healthy, strong , powerful and

reliable bank, and can provide high added value to our

partners and the public as well as to realize its mission as a

bank that is able to help and encourage economic growth

and regional development in order to improve the

standard of living society through the development of

business and economic empowerment of the people, and

give added value to the owner and employee benefits.

Bank Aceh continues to understand and try to realize what

it takes to become a bank of choice. The management of

Bank Aceh is grateful for the positive appreciation given

by the people of Aceh as the bank of choice among the

choices of banks in Aceh, consisting of 16 Commercial

Bank, 12 Islamic Banks, 6 Sharia, 5 RBs and 10 BPRS

with a network of 475offices. In terms of quantity, the

number of employees of Bank Aceh in 2014 increased

compared to 2013, this was due to their recruitment.

Employee development of Bank Aceh by the level of

education can be seen in Table 1.

Human Resources Management of Bank Aceh has been

done correctly. This can be seen from the training

and education programs in career development for

improved performance of employees, where management

of the Bank Aceh realize that most companies fail in

achieving its goals because of mistakes in managing

Human Resources. Based on the above conditions in this

study, the researchers wanted to examine more deeply

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www.facebook.com/jossjob

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[measurement_.]

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[,No]

In terms of _→ Regarding

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about the role of human resources in Bank Aceh which has

an important role in achieving corporate objectives,

especially in the field of banking financial services through

the measurement

QUALITY

Vol. 19,No . 163/April2018

85

Access to Success

QUALITY MANAGEMENT

of employee performance, job satisfaction, cultural

organiza-tions , individual characteristics and leadership

style. This study is expected able to provide an analysis

of the role of human resources in developing the

institutional banking so as to create job satisfaction and

performance of employees at the Bank Aceh. As the

competition is competitive nowadays, the role of Human

Resources is important in the development of the

finan-cial services in banking organization through the

performance of its employees.

Table 1. The Development of the Number of BankAceh

Employees by the Level of Education in 2010-2014

Education Level

2014

2013

2012

2011

2010

ElementarySchool

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[of _→ Of] 39

[organiza-tions _→ organizations] 40

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[so as to _→ to] 42

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[finan-cial _→ financial]

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3

4

-8

JuniorHighSchool

9

-18

SeniorHighSchool

573

625

668

701

UnderGraduate

265

242

259

288

303

Graduate

709

569

559

549

537

MasterProgram

47

38

32

21

18

Total

1.606

1.487

21

1.559

1.585

44

45

[charac-teristics _→ characteristics]

46

(8)

Addition

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-13

-14

-26

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Source: BankAcehAnnual Report in 2014

ResearchObjectivesandBenefits

I. Objectives

1. To identify and analyze the influence of individual

charac-teristics of organizational culture at PT. Bank

Aceh.

2. To know and analyze the influence of transformational

leadership on organizational culture at PT. Bank Aceh.

3. To know and analyze the influence of individual

charac-teristics on employee job satisfaction at PT. Bank Aceh.

leadership on employee job satisfaction at PT. Bank Aceh.

5. To know and analyze the influence of organizational

culture on job satisfaction of employees at PT. Bank BPD

Aceh.

6. To know and analyze the influence of individual

charac-teristics on the performance of employees at PT.

BankAceh.

leadership on employee performance at PT. Bank Aceh.

8. To know and analyze the influence of organizational

culture on employee performance at PT. Bank Aceh.

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9. To know and analyze the influence of job satisfaction on

the performance of employees at PT. Bank Aceh.

10.The influence of individual characteristics on job

satisfaction and organizational culture as a mediating

variable in PT. Bank Aceh.

11. The influence of transformational leadership on job

satis-faction and organizational culture as a mediating

variable in PT. Bank Aceh.

12.The influence of individual characteristics on employee

per-formance and job satisfaction as mediating variables

in PT. Bank Aceh.

13.The influence of transformational leadership on

employee performance and job satisfaction as mediating

variables in PT. Bank Aceh.

14.The influence of organizational culture on employee

perfor-mance and job satisfaction as mediating variables

in PT. Bank Aceh.

II. ResearchBenefits

1. Theoretical Benefits

a. For the development of science, especially concerning

humanresourcemanagement (HRM)soastoenrichthe

empiricalevidencerelatedtothevariablesforthiskindof

research

b. For other researchers, this study can be used as a

reference for further research with different variables.

2. Practical Benefits

a. For financial bank institutions, especially

commercial

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banksbelongingtothelocalgovernment ,thisresearchis

useful to determine the factors that influence job

satis-faction and employee performance.

b. ForemployeesofPT. BankAceh,itisusefultogivespirit

and trigger its performance and future.

LiteratureReview

Performance

Bernadin & Russell (1998: 239) provides limitations on

the performance as a "record of outcome produced on a

specified

jobfunctionoractivityduring ,aspecifiedtimeperiod ".

Then,the appraisal of performance is "a way of

measuring the contri-butions of individuals to their

organization". Bernadin & Russell (1998:

243)proposedsixcriteriaformeasuringtheperformance of

employees, namely:

1. Quality: The degree to which the process or result of

carrying out activity approaches, in term of either

conforming to some ideal way of performing the activity or

fulfilling the activity's intended purpose.

2. Quantity: The amount produces, expressed in such terms

as dollar value, number of unit , or number of

completed activity cycles.

3. Timeliness: The degree to which an activity is

completed , or a result produced, at the earliest time

desirable from the standpoints of both coordinating with

the outputs of others and maximizing the time available

for other activities.

4. Cost-Effectiveness: The degree to which the use of the

orga-nization's resources (e.g., human, monetary,

technological, material) is maximized in the sense of

getting the highest gain or reduction in loss from each

unit or instance of the use of a resource.

5. Need for Supervision: The degree to which a

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[maritalstatus _→ maritalstatus] 96

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performar _→ performer

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performar can carry out a job function without either

having to request supervisory assistance or requiring

supervisory intervention to prevent an adverse outcome.

6. Interpersonal Impact: The degree to which a performer

pro-motes feelings of self-esteem, goodwill, and

cooperativeness among coworkers and subordinates.

IndividualCharacteristics

Rival (2006) states that "the individual characteristics are

special characteristics, the properties of psychological,

moral or

characterofapersonwhodistinguisheswithotherpeople ".

The most important resource in the organization is the

human re-source , the people who give you energy, talent,

creativity, and their efforts to the organization for an

organization to keep its existence.

Everyhumanbeinghasindividualcharacteristicsthat

aredifferentfromoneanother .

Mathiue&Zajac(1990)statethat personal characteristics

include age, gender, education level,

ethnicity,andpersonality .

Robbins(2006)statesthatthefactors which is easily defined

and available, data that can be obtained most of the

information provided in the personnel file of an employee

expressed in the individual characteristics include

age,gender ,maritalstatus ,numberofdependentsandtenure

in the organization. Siagian (2008) states that,

biographical

cha-racteristicscanbeseenontheage ,sex ,maritalstatus ,num

ber of dependents and the work period. Based on several

expert opinions about the instruments to measure variables

individual characteristics, so in this study the author uses

and adopts dimensions of the individual

characteristics of the study con-ducted by

Lumbanraja (2007), namely: the individual

charac-teristics can be influenced by physical factors consisting

of the

shapeofthebody ,thelevelofphysicalhealth ,andtheabi

lityof the senses while the differences in psychological

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[per-sonality _→ personality] 113

[_, and] 114

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[organiza-tional _→ organizational] 122

Weak adjective: popular

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ovnation.weebly.com/

Unknown word: professio

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Unknown word: asa

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Unknown word: bersama

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diffe-rentiate _→ differentiate

orga-nizational _→ organizational

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factors include: intelligence, talent, personality and level of

education. However, in the study of individual

characteristic variables, it

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Vol. 19,No. 163/April2018 Access to Success

QUALITY

QUALITY MANAGEMENT

measures the dimensions of the ability, attitudes, values,

per-sonality and learning.

Organizationalculture

According to Schein (2004), he defined by the broader

culture as: "A pattern of shared basic assumption that the

group learner as it solved its problems of external

adaptation and internal integration, that has worked well

enough to be considered invalid and therefore, to be

taught to new members as the correct way to perceive,

think and feel in relation to these problems".

According to Mas'ud (2004), Organizational Culture is a

system of meanings, values, and beliefs that are shared

within an organization to be a reference to action and

diffe-rentiate one organization to another organization.

Based on the theories, the results of previous research on

organizational culture, and application of the concept of

orga-nizational culture in Bank Aceh, this study

measures organiza-tional culture done with some very

popular concept. To be able to carry out the vision and

mission of the bank, its employees and BankAceh

management embrace and believe, practice and implement

cultural values that will be developed are formulated

as CAYA PROFIT ASA BERSAMA KARYA. The

dimensions of organizational culture in this research: trust

(caya ), professio

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quizlet.com/31900339/quiz-11-12-flas…

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nalismandintegrity (profit),customersatisfaction (asa

),growing together (bersama ) and continuous work

(karya ).

TransformationalLeadership

Leadership style is developed in the context of the

orga-nization , where transformational leadership cares to the

impro-ved performance, and develops followers to the

maximum potential (Avolio, 1999; Bass & Avolio, 1990a)

in Northouse (2013).

Burns(1978)suggestedthattransformationalleadership

isaprocessinwhichleadersandsubordinateslifteachotherto

the degree of morality and motivation higher. " Leaders

and followers raise one another to higher levels of

morality and motivation", where leaders are trying to

change the followers' consciousness on ideals and moral

values such as equality, justice, peace, as well as

humanitarian and instead is based emotions, such as

fear, jealousy, or hatred. In Roobins & Judge (2013),

Transformational Leaders inspire followers to trans-cend

Reviews their self-interest for the good of the organization

and can have an extraordinary effect on their followers.

In this study, the dimensional measure of transformational

leadership is charisma and influence, inspirational

motivation, intellectual stimulation and individual

attention.

JobSatisfaction

Luthans (2011: 141) says "a comprehensive definition of

job satisfaction as involving cognitive, affective , and

evaluative reactions or attitudes and state" it is "a

pleasurable or positive emotional state the resulting from

the appraisal of one's job or job experience". Job

satisfaction is a result of the employees' perception of how

well their job provides those things that are viewed as

important . The factors that determine job satisfaction

according to Smith, Kendell, and Hulin (1969), quoted by

Luthans (2002) in Siahaan (2007), namely:

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[,co-workers]

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[theo-ries _→ theories]

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1. The work itself;

2. Payroll system;

3. Promotion opportunities;

4. Supervision ;

5. Coworkers ;

In this study the indicators used to measure employee

satisfaction at the Bank Aceh using indicators that have

been doneinSiahaan(2007),namelynatureofthework

,co-workers , supervision characteristics, payroll and

opportunities for promotion.

ConceptualFramework

Based on several previous studies which have been

inves-tigated by researchers previously against some of the

variables that are related to this research, and also refers to

some theo-ries that have been presented by experts, it

can be described the conceptual framework as follows:

Figure 1. Conceptual Framework for Research

Sources: Various studies supporting

ResearchHypothesis

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[with _→ on]

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According to Sekaran (2007), Dalimunthe, et al., (2016),

Lubis, et al. (2016), Muda, et al. (2014 & 2016), the

hypothesis

isdefinedasarelationshipthatisexpectedtologicallybetween

two or more variables are expressed in the form of a

statement that can be tested , the relationship is estimated

based network

ofassociationsthatcanbetested . Thisresearchisbasedont

he formulation of the problem, the theoretical basis and

previous studies, the hypothesis can be formulated as

follows:

1. There is the influence of individual characteristics on

organizational culture at PT. BankAceh.

2. There is the influence of transformational leadership on

organizational culture at PT. BankAceh.

3. There is the influence of individual characteristics on

employee job satisfaction at PT. BankAceh.

5. There is the influence of organizational culture on job

satisfaction of employees at PT. BankAceh.

6. There is the influence of individual characteristics on the

performance of employees at PT. BankAceh.

employee performance at PT. BankAceh.

8. There is the influence of organizational culture on

employee performance at PT. BankAceh.

9. Thereistheinfluenceofjobsatisfactionontheperformance

of employees at PT. BankAceh.

10.Organizational culture mediates the influences between

individual characteristics and job satisfaction of PT. Bank

161

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[The inferential or An inferential] 183

[draw conclusions about _→ conclude]

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Unknown word: basedonmeasurementpredictionsthathasthenon

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[reflec-ting _→ reflecting] 188

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(16)

of Aceh.

11. Job satisfaction mediates the influence of individual

characteristics with the performance of employees of PT.

BankAceh.

12.Job satisfaction mediates the influence of individual

characteristics with the performance of employees of PT.

BankAceh.

13.Job satisfaction mediates the effect of transformational

leadership with the performance of employees of PT.

Bank Aceh.

14.Job satisfaction mediates the influence of organizational

culturewiththeperformanceofemployeesofPT. BankAceh.

Methods

Location and Time

The subjects in this study were employees of Bank

ofAceh , which all employees who were at the bank

branch in Aceh

Access to Success Vol. 19,No. 163/April2018

87

QUALITY

Convergentvalidityispartofthemeasurementmodelwithin

SEM-PLS and is usually referred to as outer models while

the covariance-based SEM-called confirmatory factor

analysis (CFA) in Sholihin and Ratmono, (2013: 64). There

are two criteria to assess whether the outer models

(measurement model) is eli-gible to construct reflective

convergent validity, namely (1) loading should be above

0.70 and (2) p value a significant

(<0.05)inthestudyoftheserequirementshaveallbeenfulfilled

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193

[The population or A population]

194

[The target] 195

[ie _→ i.e.] 196

[ie_,] 197

[emplo-yees _→ employees] 198

[ofAceh _→ ofAceh]

199

Repetitive word: branch

(17)

. (Hair et al. In Mahfud and Ratmono, 2013: 65). Then to

test discriminantvaliditycanbeseenin Table

1belowareasfollows:

tailored to the statements / questions to make

respondents ea-sier to answer and avoid bias. The

measurement used is Likert scale where each

statement has answers are 1 (strongly disa-gree ), 2

(disagree), 3 (neutral), 4 (agree) to 5 (strongly agree).

DataAnalysisTechniques

Inferential statistic is a method related to sample

analysis to draw conclusions about the characteristics of

the population. After collecting the data and information in

the field, then to manage data and information, the writer

used the Structural Equation

Model(SEM)inthemodelandhypothesistesting .This

studyusedtwokindsofanalysistechniques ,withthePLSmod

el basedonmeasurementpredictionsthathasthenon

-parametric as follows (Ghozali, 2014):

1. Measurement Model or Outer Models has indicators

reflec-ting evaluated by Convergent validity of

significant P value <0.05 and Average variance

Extracted (AVE) > 0.50 and Cronbach Alpha (CA)

>0.60and Composite Reliability (CR) with Restrictions

>0.70 to qualify the model.

2. StructuralModelor Inner model isevaluatedbyusingthe

R-square for CONSTRUCTS dependent, Stone-Geisser

Q-Square test for predictive relevance and model fit indices

and the P value by featuring three indicators fit that

average path coefficient (APC), and average R-square

(ARC) with a P value >0.05 and the average variance

inflation factor (AVIF) with values > 5 has met the criteria

for a model.

C. Results and Discussion

1. MeasurementModelAnalysisResults or Outer model

QUALITY MANAGEMENT

Province and North Sumatra, the location was done in

Bank Aceh at TGK. H. Mohd. Daud Beureuh St. No. 24,

Unknown word: studyaquestionnairesheet

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(18)

Banda Aceh

– Indonesia.

TypesandSourcesofData

The type of data in this research is quantitative data. The

data used in this study are primary data from the

respondents' perception of the variables used (Muda et al.,

2016).Any form of communication with the respondents in

this study used questionnaires submitted directly to the

respondent.

PopulationandSampleResearch

Population

Population is a combination of all the elements that have

a series of similar characteristics which include the benefit

of the research problem. (Malhotra, 2005 and Muda et al.,

2016). Target population in Bank Aceh were employees,

ie all emplo-yees who are on a bank branch in

Aceh, both conventional and Sharia Branches in the

province ofAceh and North Sumatra with a minimum

term of one year, with a total population of 814 people.

Samples

The amount of samples taken at any branch of Bank Aceh

is determined proportionally, based on the total population

of employees at each branch of the Bank Aceh. In this

study the number of samples is 305 respondents based

on the condition

ofSEM5x61indicators,in (Ferdinand,2014;Muda et

al.,2016; Lubis et al., 2016; 2016).

DataCollectionTechniques

Data collection method used in this research is by using

questionnaire instrument, which is a set of written

questions to elicit information from respondents (Malhotra,

193

194

196 195 197

198

199

200

(19)

2007). In this

studyaquestionnairesheet ,therearetwotypesofstatements

/ questions: (1) statements relating to the measurement of

the variables; (2) questions relating to the respondent data.

Ques-tionnaire is made of the statements / structured

questions and provides an answer in the form of scale

with answers that are

Table 1. Results ofTesting of Composite Reability

(CR), Average Variance Extracted (AVE) and Cronbach

Alpha (CA)

Variable

Composite

Average variance

Cronbach

Reliability (CR)

Extracted (AVE)

Alpha (CA)

Value

Cut-off

Acquisition

Cut-off

Acquisition

Cut-off

Earned

203 204

205 206

207 208

209

210 211

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213

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[CronbachAlpha _→ Cronbach alpha] 215

Repetitive word: value

216

Repetitive word: suggested

217

[ ]

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[goodnessoffit _→ goodness of fit]

(20)

Value

value

Value

Employee Performance (KK)

0.967

0.70

0.711

0.50

0.963

0.60

Individual Characteristics 0.9780.7380.976

0.70

0.50

(KI)

0.60

Transformational Leadership 0.938

0.949

0.70

0.699

0.50

(KT)

0.60

Cultural Organization 0.9820.7810.980

0.70

0.50

(BO)

0.60

Job Satisfaction (KP)

0.966

0.70

219

[ ]

220

[a value or the value]

221

[5 _→ Five] 222

[this output _→ these output]

223

[goodness _→ Goodness] 224

[the goodness or a goodness] 225

Passive voice

(21)

0.742

0.50

0.961

0.60

Source: BankAceh (data processed by WarpPLS 2015)

Based on testing discriminant validity, the value of

Average Variance Extracted (AVE) suggested is above

0.50 then the

resultsoftheanalysisofreliabilityevaluationby

CronbachAlpha (CA) and Composite Reliability (CR),

the value of Cronbach alpha (CA) suggested is above

0.60 while the value limits of Composite Reliability (CR)

of 0.70 based on Table 1 above, it can be summed up all

that these variables have been eligible limit to the

corresponding value of discriminant validity and Ratmono

Sholihin's opinion, (2013).

StructuralModelAnalysisResults or InnerModel

Structural evaluated by looking at the test results Average

Path Coefficient (APC), and Average R-square (ARS) with

sig-nificance > 0.05 and the value of Average Variance

Inflation Factor (AVIF) should have values below 5, in this

study the

modeldoesnothappenmultikoKline(1998)inSholihin(2013).

WarpPLSprovidemodeltest(goodnessoffit )asshowninTab

le2.

88

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213

214

215 216

212

217

(22)

Table 2. Suitability Model (Goodness of fit)

of 0.247 with a P value of 0.001 is below the significant

value in

0. 05, and the average R-square (ARS) of 0.464 with a P

value

FitModelFitIndices

Pvalue

of 0.001 is below the significant value in 0.05, while the

average

Average Path Coefficient (APC)

0.247

0.001

variance inflation factor (AVIF) of 2.753 with good if

value below

Average R-squared (ARS )

0.464

0.001

5 it can be concluded this output results indicate that

criteria

Average Variance Inflation Factor (AVIF)

2.753

Good if < 5

goodness of fit the model have been met . To see

how big the

219

220

221 222

(23)

Source: Bank Aceh (data processed by WarpPLS

2015)

influence of exogenous variables that individual

characteristics,

Based on Table 2 above, the result of testing of model fit

transformational leadership and organizational culture on

endogenous variables namely job satisfaction and

employee

(goodness of fit) shows that the average path coefficient

(AFC)

performance can be seen in Figure 2 below is as follows:

Figure 2.

Structural Model and Results

Calculation of WarpPLS

PathModel

226

Passive voice

227

(24)

Coefficients

P

Cultural Organization (BO)

<---Characteristics of Individuals

(KI),409,

001

Cultural Organization (BO)

<---Transformational Leadership

(KT),259,

003

Table 3.

<

-Organizational Culture

(BO),240,

001

Effect of Variable

(KI),187,

019

Against

<---228

(25)

Transformational Leadership

(KT),268,

001

Endogenous

Employee performance ( KK)

(KI),172

019

exogenous

variable

Employee performance (KK)

<---Organizational Culture

(BO),208,

005

Employee performance (KK)

<---Transformational Leadership

(KT),253,

037

Performance employees (KK)

<---Job Satisfaction

(KP),231,

(26)

Sources: Primary data are processed by WarpPLS, 2015

Table 4. Directs Effect, Indirects Effecs dan Total

Effects

Effect

Individual

Transformational

Organizational

Job

Employee

Characteristic

Leadership

Culture

Satisfaction Performance

TotalEffect

226

227

(27)

Organizational Culture

0.409

0.259

0

Job Satisfaction

0.280

0.330

0.240

0

Employee Performance

0.323

0.427

0.263

0.231

0

DirectEffect

0.409

0.259

0

229

Passive voice

230

(28)

Job Satisfaction

0.187

0.268

0.240

0

Employee performance

0.172

0.253

0.208

0.231

0

IndirectEffectof 2segments

0

Job Satisfaction

0.098

0.062

0

(29)

0.128

0.116

0.055

0

IndirectEffect(IndirectInfluence)3segments

0

Job Satisfaction

0

Employee performance

0.023

0.014

0

Sources: Primary data are processed by WarpPLS, 2015 229

231

(30)

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Table 5. Pvalue Indirect Effect For Path by WarpPLS

LatentVariables

Indirect Effect of 2 segments

0

Overused word: positive

233

234

Passive voice

235

Repetitive word: organizational

236

237

[on _→ of] 238

239

[posi-tive _→ positive] 240

241

242

[on _→ of] 243

244

Repetitive word: culture

245

[ ]

246

247

[has no effect on _→ does not affect] 248

[orga-nizational _→ organizational] 249

250

[tran-sformational _→ transformational] 251

252

Passive voice

253

254

[transfor-mational _→ transformational] 255

256

257

[the organizational] 258

www.macrothink.org/journal/index.ph…

262

263

[3 , _→ 3,]

(31)

Job Satisfaction

Indirect Effect 3 segments

0

266

267

268

Repetitive word: characteristic

269

[a characteristic or the characteristic] 270

271

272

273

[onPT _→ on]

274

Unclear antecedent

275

276

278

www.ncbi.nlm.nih.gov/pubmed/27208…

283

284

Unclear antecedent 285

(32)

0.049

0.078

0

Sources: Primary data are processed by WarpPLS, 2015

3. Discussion

H1 There is a positive and significant effect of the

individual characteristics on organizational culture at

PT. BankAceh.

Based on Figure 2 and Table 3, the known value of P-value

between individual characteristics on organizational culture

was 0.001, which is smaller than the significance level of

0.05. These results can be concluded that the individual

characteristic vari-able significantly influences the

organizational culture of the Bank Aceh. Based on the

results of path coefficient value of the individual

characteristics on organizational culture is 0.409

posi-tive coefficient path meaning the individual

characteristics on organizational culture has a

positive effect on the Bank Aceh. Hypothesis 1 in this

research is the influence of individual cha-racteristic on

organizational culture PT. Bank Aceh is accepted.

Worth mentioning that the research results are not

consistent with studies conducted Lumbanraja (2007), the

research results show that the individual characteristic has

no effect on the orga-nizational culture.

H2 There is a positive and significant effect of

tran-sformational leadership on organizational culture at

PT. BankAceh.

between transformational leadership on organizational

culture was 0.003, which is smaller than the significance

231

241 242 243 244

245

246

247 248

249

250 251

287

[organi-zational _→ organizational] 288

Squinting modifier 289

[the hypothesis] 290

Passive voice 291

[were _→ was] 292

www.ccsenet.org/journal/index.php/as…

293

294

295

296

Unknown word: performanceoftheindividualcharacteristicsofemployees

297

301

302

303

304

309

[tran-sformational _→ transformational]

(33)

level of 0.05. These results can be concluded that

transformational leadership significantly influences the

organizational culture of the Bank of Aceh. Based on the

results of path coefficient value of transfor-mational

leadership on organizational culture is 0.259 positive

coefficient path meaning transformational leadership

positively affects organizational culture at the Bank

Aceh. Thus it can be said that the hypothesis 2 compiled

that there are significant transformational leadership on

organizational culture ofPT . Bank Aceh. In this study, it

can be accepted . The result supports the research Yousef

(2000); Schein (1992); Bass and Avolio (1993).

H3 There is a positive and significant influence of

individual characteristics on employee job satisfaction

on PT. BankAceh.

Based on Figure 2 and Table 3 , the known value of

P-value between individual characteristics on job satisfaction

is 0.019, which is smaller than the significance level of

0.05. This means that the individual characteristic

variable significantly influences employee satisfaction at

the Bank of Aceh. Based on the results of path coefficient

value of the individual characteristics on job satisfaction

is 0.187 which is positive coefficient meaning that the

variable of characteristic of individual positively

influences on job satisfaction of employees at the Bank

Aceh. Thus it can be said that the hypothesis 3 arranged

that there is the influence of individual characteristics on

employee job satisfaction PT. Bank of Aceh, and it is

accepted. The results support the

research studies conducted by Lumbanraja (2007).

H4 There is a positive and significant impact of

transformational leadership on employee job satisfaction

onPT . BankAceh.

between transformational leadership on job satisfaction is

252

269 268 270

271

[coe-fficient _→ coefficient]

313

[the influence or an influence] 314

[perfor-mance _→ performance] 315

[ ]

316

Repetitive word: influence

317

[impact _→ impacts]

318

319

Unclear antecedent 320

321

322

323

Repetitive word: culture

324

[the influence or an influence] 325

[ ]

326

[orga-nizational _→ organizational]

327

328

Unclear antecedent

, it _→ ; it

(34)

0.001, which is smaller than the significance level of 0.05.

This means that the variable transformational leadership

significantly in-fluences employee job satisfaction on

PT. Bank Aceh. Based on the results of path coefficient

value of transformational leader-ship on job satisfaction

is 0.268 coefficient that is positive meaning

transformational leadership has a positive effect on job

satisfaction on PT. Bank Aceh. On the other hand it

needs to be delivered that transformational leadership

variable is the most dominant factor to job satisfaction

than other variables. Thus it can be said that the hypothesis

4 which have been formulated that there is the influence

of transformational leadership on employee satisfaction PT.

Bank of Aceh and it is not rejected . The results of this

study do not support the research studies conducted by

Lumbanraja (2007).

organizational culture on job satisfaction of employees at

PT. BankAceh.

between organizational culture on job satisfaction is 0.001,

which is smaller than the significance level of 0.05. This

means that the organizational culture variable has a

significant effect on employee job satisfaction on PT. Bank

Aceh. Based on the results of path coefficient value of

organizational culture on job satisfaction is 0.240

positive coefficient path meaning organi-zational culture

positively influences on job satisfaction at the Bank of

Aceh. Thus it can be said that the hypothesis 5 were

arranged that there is the influence of organizational

culture on job satisfaction of employees of PT. Bank

Aceh and it is accepted, it means that organizational

culture affects job satis-faction PT. Bank Aceh, the

results of this study support Lumbanraja (2007), Lock

Crawford (2001; 2003) and Yuan and Tind (1997).

H6 There is a positive and significant impact on the

performanceoftheindividualcharacteristicsofemployees

atPT . BankAceh.

274

Repetitive word: study

331

[with _→ With]

332

[the indirect] 333

334

335

[words_,] 337

Repetitive word: significant

338

339

[rela-tionship _→ relationship] 340

341

342

Wordiness

343

[words_,] 346

347

(35)

between individual characteristics on the performance of

emplo-yees is 0.019, which is smaller than the

significance level of 0.05. This means that the

individual characteristic variable significantly influences

employee performance in PT. Bank Aceh. Based on the

results of path coefficient value of the individual

characteristics of the performance of employees is 0.172

which is positive coefficient means that the individual

characteristics has a positive influence on the

performance of

90

QUALITY

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employees at PT. Bank Aceh. Thus it can be said that

the hypothesis 6 arranged that there is the influence of

individual characteristics on the performance of employees

of PT. Bank of Aceh and it is accepted. The results support

the research of Sure, et.al. (2013).

H7 There is a positive and significant effect of

tran-sformational leadership on employee performance at PT.

BankAceh.

between transformational leadership on employee

performance is 0.037, which is smaller than the

significance level of 0.05. This means that the variable

transformational leadership significantly influences

employee performance in PT. Bank Aceh. Based on the

results of path coefficient value of transformational

leader-ship on employee performance is 0.253 which is positive

298

351

352

353

354

[signi-ficantly _→ significantly] 356

[characte-ristics _→ characteristics]

357

Wordiness

358

359

Repetitive word: leadership

361

363

Wordiness

364

365

[the indirect] 366

367

[per-formance _→ performance] 368

(36)

coe-fficient means that the transformational leadership

positively affects the performance of employees at PT.

Bank Aceh. Thus it can be said that the hypothesis 7

arranged that there is influence of transformational

leadership on employee perfor-mance of PT. Bank of

Aceh and this study can be accepted, it means that the

transformational leadership influences on the performance

of employees of PT. Bank Aceh. The results support the

research Ogbonna and Harris (2000) showing the

influence of leadership style on job satisfaction which

impact on improving the performance of employees.

organizational culture on employee performance at PT.

BankAceh.

between organizational culture on employee performance

0.05. This means that the organizational culture

variables significantly influence employee performance in

PT. Bank Aceh. Based on the results of path coefficient

value of organizational culture on employee

performance is 0.208 which is positive coefficient means

the organizational culture has a positive effect on the

performance of employees at PT. Bank Aceh. Thus it can

be said that the hypothesis 8 arranged that there is

influence of organizational culture on employee

performance of PT. Bank Aceh and this study can be

accepted, it means that orga-nizational culture affects

the performance of employees of PT. Bank Aceh. The

results support the results of Chen (2004).

H9 There is a positive and significant effect of job

satisfaction on the performance of employees at PT. Bank

Aceh.

between job satisfaction on the performance of employees

is 0.008, which is less than the significance level of 0.05.

This means that job satisfaction variable significantly

312

Unusual word pair

370

[an organizational or the organizational]

371

[cul-ture _→ culture]

372

373

[cha-racteristics _→ characteristics]

374

375

[th _→ the]

(37)

influences employee performance in PT. Bank Aceh. Based

on the results of path coefficient value of job satisfaction

on the performance of employees is 0.231 which is positive

coefficient means that job satisfaction has a positive

influence on the performance of employees at PT. Bank

Aceh. Thus it can be said that the hypothesis 9 arranged

that there is influence of job satisfaction on the

performance of employees of PT. Bank Aceh and this

study can be accepted meaning that job satisfaction affects

the performance of employees of PT. Bank Aceh. The

results support the study of Chen (2004).

H10 The Influence of Individual Characteristics on Job

SatisfactionthroughOrganizationalCulture

Based on Figure 4 and Table 5, the results of testing the

effect of mediation (intervening) using WarpPLS to

analyze the relationship between the variable of individual

characteristics

with job satisfaction variable mediated by the variable of

organizational culture to the indirect effect of 0.098 and

P-value between individual characteristics on job satisfaction

0.05. It can be inferred indirect influence of

individual characteristics on job satisfaction through

significant organizational culture, in other words a

significant organizational culture mediates the

rela-tionship between individual characteristics and job

satisfaction of employees of PT. Bank Aceh.

H11 The Influence of Transformational Leadership on

JobSatisfactionthroughOrganizationalCulture

analyze the relationship between the variable of

transformational leadership with job satisfaction variable

mediated by cultural variables organization to the indirect

effect of 0.062 and P-value between transformational

leadership on job satisfaction is 0.008, which is smaller

than the significance level of 0.05. It can be concluded

329

339 340 341

342

377

[th _→ the]

378

aimijournal.com/Pages/DownloadHan…

379

[indivi-dual _→ individual]

380

[transforma-tional _→ transformational]

381

[or-ganizational _→ organizational]

382

[transfor-mational _→ transformational] 383

[emplo-yees _→ employees] 384

[charac-teristics _→ characteristics] 385

Repetitive word: continue

(38)

the indirect effect of transformational leadership on job

satis-faction through significant organizational

culture, in other words a significant organizational

culture mediates the relationship between transformational

leadership and job satisfaction of employees of PT. Bank

Aceh.

H12 The Influence of Individual Characteristics to

EmployeePerformancethroughJobSatisfaction

effect of mediation (intervening) using methods WarpPLS

to analyze the relationship between the variables of

individual characteristics with the variable of employee

performance mediated by job satisfaction variables to the

indirect effect of 0.128 and P-value between individual

characteristics on the performance of employees is

0.001, which is smaller than the significance level of

0.05. It can be inferred the indirect influence of

individual characteristics on employee performance

through significant job satisfaction, in other words, job

satisfaction signi-ficantly mediates the relationship

between individual characte-ristics with the performance

of employees of PT. Bank Aceh.

H13 The Influence of Transformational Leadership on

EmployeePerformancethroughJobSatisfaction

analyze the relationship between the variables of

transformational leader-ship with variable employee

performance mediated by job satisfaction variables known

to the indirect effects of 0.116 and P-value between

transformational leadership on employee performance is

0.033, which is smaller than the significance level of

0.05. It can be concluded the indirect effect of

trans-formational leadership on employee performance

through significant job satisfaction, in other words in a

significant job satisfaction mediates the relationship

between transformational leadership with employee

performance.

343 344

345 346 347

348

350

351

349

352 353

354

355

356

358

357

359 360

361

362

[cha-racteristics _→ characteristics] [_, and]

392

[feel _→ felt] 393

[main-tain _→ maintain] 394

Passive voice

395

[A case or The case]

(39)

H14 Influence of Organizational Culture on Employee

PerformancethroughJobSatisfaction

analyze the relationship between the variable of

organizational culture with variable employee performance

mediated by job satisfaction variable to the indirect effect

of 0.055 and P-value between organizational culture on

employee performance is 0.04, which is smaller than the

significance level of 0.05. It can be inferred indirect

influence of organizational culture on employee

per-formance through significant job satisfaction, in other

words, job satisfaction significantly mediates the

relationship between organizational culture with

employee performance.

91

QUALITY

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D. Conclusions and Recommendations

I. Conclusions

1. The result of the first hypothesis testing showed that the

influence of individual characteristics on organizational

cul-ture at the Bank Aceh.

2. The result of 2nd hypothesis testing showed the

influence of

transformational leadership on organizational culture at

the

Bank Aceh.

364

363 365

366

367 368

370 369

371

372

397

[,Fadli]

398

[,Augusty]

399

[,Augusty] 400

[Desertation _→ Dissertation] 401

[fiftheditionof _→ fifth edition of]

402

[,Andriani]

403

[ofAdministration _→ administration]

404

[ ]

405

[Kinichi _→ Kenichi]

(40)

3. The result of 3 rd hypothesis testing showed individual

cha-racteristics did not influence employee satisfaction

at the Bank Aceh.

4. The result of 4th hypothesis testing showed there was no

influence of transformational leadership on employee

satis-faction at the Bank Aceh.

5. The result of 5 th hypothesis testing showed the

influence of organizational culture on employee job

satisfaction at the Bank Aceh.

6. The result of 6th hypothesis testing showed the influence

of individual characteristics on the performance of

employees at the Bank Aceh.

7. The result of hypothesis testing of transformational

leader-ship affects the performance of employees at the

Bank Aceh.

8. The result of 8 th hypothesis testing showed

organizational culture affects the performance of

employees at the Bank Aceh.

9. The result of 9th hypothesis testing showed job

satisfaction affects the performance of employees of the

Bank Aceh.

10. Organizational culture mediates the relationship

between individual characteristics and employee

satisfaction at the

Bank Aceh.

11. Organizational culture mediates the relationship

between transformational leadership and employee

satisfaction at the Bank Aceh.

12. Job satisfaction mediates the relationship between

373

374

375

376

377

378

[,A.] 407

[,The]

408

www.serialsjournals.com/serialjournal…

409

[,No]

410

[,Twelfth]

411

[andSiregar _→ andSiregar]

412

(41)

indivi-dual characteristics and the performance of

employees at the Bank of Aceh.

13. Satisfaction mediates the relationship between

transforma-tional leadership and the performance of

employees of the Bank Aceh.

14. Job satisfaction mediates the relationship between the

or-ganizational culture and employee performance at the

Bank Aceh.

II. Suggestions

1. The variables of individual characteristics and

transfor-mational leadership influence on job satisfaction of

emplo-yees at the Bank Aceh, it needs the attention of

Bank Aceh management to continue improving the

individual charac-teristics and leadership behaviors in

order employee satis-faction to continue rising as

well.

2. The individual characteristics, transformational

leadership and organizational culture affect the

performance of emplo-yees at the Bank Aceh, it also

needs the attention of the management of Bank Aceh to

continue maintaining and improving the behavior of its

leadership, employee cha-racteristics and

organizational culture so that employees feel close and

got the attention of management, and main-tain the

value - cultural values that had been occupied , it will

have an impact on employee performance improvement at

the Bank Aceh.

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379

380

381

382

383

384

385 386

388

389

390 391

392

393

394

387

413

[andAhmad _→ andAhmad] 414

[:AStudy]

415

[StudyAt _→ study]

416

[Management. _→ Management.] 417

[Cengege _→ Cengage]

418

[:HumanBehavioratWork]

419

[,Third]

420

(42)

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[,Interpretation] 422

[PublishingAgency _→ publishing agency]

423