The Impact Of Organizational Culture Against Plant Department's Employee Productivity In Pamapersada
Nusantara Limited Liability Company Kideco District In Batu Sopang
Achmad Aprianor Firdaus
STIE Widya Praja Tanah Grogot Jend. Sudirman Street Number 149
Kalimantan Timur, Indonesia +62 813-5037-8727
Achmad [email protected]
Farida Islamiah
STIE Widya Praja Tanah Grogot Jend. Sudirman Street Number 149
Kalimantan Timur, Indonesia +62 852-4823-1221
[email protected]
Nur Ahmad Aziz
STIE Widya Praja Tanah Grogot Jend. Sudirman Street Number 149
Kalimantan Timur, Indonesia +62 822-5126-9369
[email protected]
ABSTRACT
The organizational culture of a company is very important in supporting work productivity. A good organizational culture can achieve company goals. Employee productivity of Pamapersada Nusantara,Ltd., Kideco District, Batu Sopang is considered fluctuating because of the achievement physical availability of 97%. One of the causes is the organizational culture that exists at Pamapersada Nusantara,Ltd., Kideco District, Batu Sopang. This research aims to determine the effect of work culture which consists of the ability to take risks (X1), notice to details (X2), orientation to the result (X3), orientation to people (X4), orientation to the team (X5), aggression (X6) and stability (X7) on the work productivity of the employees of Pamapersada Nusantara,Ltd., Kideco District, Batu Sopang. The sample in this study were employees of Pamapersada Nusantara,Ltd., Kideco District, Batu Sopang, as many as 81 people. Data collection using an online questionnaire. After the data was collected, analysis was carried out using multiple linear regression analysis.
The results of the analysis show that the results-oriented organizational culture and the team have a significant effect on the work productivity of the employees of Pamapersada Nusantara,Ltd., Kideco District, Batu Sopang. While the ability to take risks, notice to detail, orientation to people, aggression and stability, and however, this does not have a significant effect on the work productivity of the employees of Pamapersada Nusantara,Ltd., Kideco District, Batu Sopang. Work productivity can be explained by other factors of 46.7% besides of work culture.
Keywords
Employee productivity; Organizational culture.
1. INTRODUCTION
A company is established because it has a goal to be achieve. In achieving it goals, every company is influenced by the behavior and attitudes of the people in the company which is called organizational culture. Every individual who joins an organization has a different culture, because they have different cultural backgrounds, but all these differences will be melted into one
culture, namely the organizational culture. According to Robbins in [1]. Organizational culture is a general perception held by organizational members, a system of shared meaning.
Organizational culture is concerned with how workers perceive the characteristics of an organizational culture, not what they are like or not.
Pamapersada Nusantara,Ltd., wants to answer global challenges and maintain a competitive advantage in order to realize the company's vision and mission by forming a corporate culture called the 6 Core Values, which consists of: a synergistic team, acting responsibly, ready to face challenges and make them happen, continuous improvement , (Occupational Health and Safety is our way of life, and provides added value to all concerned parties.
In carrying out mining activities, Pamapersada Nusantara.,Ltd uses heavy equipment that supports the running of mining activities and the number of tools used can be adjusted to the production demand desired or targeted by the customer. So that heavy equipment maintenance is also needed so that the tools used are in good condition. For this reason, the Plant Department is assigned to maintain (Maintenance) units or tools so that they are suitable and safe for use by operators in the mining operational process. To support the achievement of maximum production, it must also be supported by good tools, for this reason the company leadership sets a target for the Plant Department so that Physical Availability (PA) should not be less than 97%. Physical Availability is the readiness of the device to operate or a number that shows how much the percentage of the device is ready for operation. So it is hoped that the high readiness of the equipment will be able to help achieve the targets that have been set by the customer.
TABEL 1
PHYSICAL AVAILABILITY PLANT DEPARTMENT PAMAPERSADA NUSANTARA,LTD., KIDECO DISTRICT
YEAR OF 2019
Number Months Achievement Physical Availability
1 January 97.2%
2 February 90.5%
3 March 98%
4 April 92.9%
5 May 91.2%
6 June 97.2%
7 July 93%
8 August 95.5%
9 September 97.3%
10 October 95.7%
11 November 94.6%
12 December 97.3%
Data Source : Plant Department PT. Pamapersada Nusantara 2020
Based on the availability of physical achievement shown in Table 1, the average throughout 2019 achievement or attainment of physical availability is not achieved much monthly and looks volatile and far from the target. So that it needs special attention which is the focus of management for the achievement of productivity to achieve predetermined targets. This is because there is no optimal innovation yet, not many employees have dared to express opinions because they are afraid of superiors, sometimes improvement ideas do not consider safety factors, related employees have not fully carried out a more in-depth analysis of the repaired equipment or unit, implementation daily checkdaily check () is not according to schedule or not all units enter the daily check, employees are not fully aware that there are targets that must be achieved, knowledge and mechanical skills have not been fully provided, training is only carried out once a year, the division of work is not in accordance skills possessed by employees, still found relaxed behavior at work rather than competitive and active participation in supporting work productivity.
Thus this study is designed to examine the influence of organizational culture on employee work productivity based on the seven characteristics of Stephen P. Robbins' organizational culture is, innovation and take a risk, notice to detail, orientation to the results, orientation to the people, orientation to the teams, aggression, stability, affect employee work productivity.
2. LITERATURE REVIEW 2.1 Organizational Culture
In the scope of human resource management, to produce an employee who is professional and has high productivity in an organization, it is necessary to enforce rules, norms or values.
These rules, norms or values are organizational culture that influence and increase work commitment for each member of the organization to achieve goals.
According to Schein quoted [1], organizational culture is a pattern of basic assumptions that are found and developed by a certain group because it studies and masters the problems of external adaptation and internal integration, which have worked well enough to be properly considered and therefore taught. In new
members as a way that is perceived, thought and felt correctly in relation to the problem.
According to Robbins in [1], organizational culture is a general perception held by organizational members, a system of shared meaning. Organizational culture is concerned with how workers perceive the characteristics of an organizational culture, not what they are like or not.
The process of forming an organizational culture through 4 (four) stages, namely the first stage of interaction between leaders or organization founders with groups / individuals in the organization. In the second stage, the interaction gives rise to ideas that are transformed into artifacts, values, and assumptions.
The third stage is that artifacts, values, and assumptions will be implemented to form an organizational culture. The last stage is that in order to maintain the organizational culture, learning is carried out for new members in the organization [2].
The characteristics of organizational culture, are : (1) Organizational culture is an integral and interrelated unit, (2) Organizational culture is a historical reflection of the organization concerned, (3) Organizational culture is related to the things studied by anthropologists, such as rituals, symbols. , story, and character, (4) Organizational culture is built socially, in the sense that organizational culture is born from the collective consensus of a group of people who founded the organization, (5) Organizational culture is difficult to change [3].
According to Miller, who is quoted by [4], each of these principles can be briefly described as :
1. Principles of Destination
The most successful company is the company that set their goals to produce products and services that are beneficial to customers, and can arouse enthusiasm and motivation of it employees.
2. Principles of Consensus
Decisions consensus are group decisions, which is generally more complex, long-term, strategic, and achieved with careful consideration of the knowledge of the people involved.
3. Principle of Primacy
Primacy is the spirit that controls the life and soul of a person or company. The desire or motivation for primacy is a never ending and satisfying process. Primacy can only achieve as a result of the ability to learn and respond to environmental conditions in creative and productive ways.
4. Unity
The demands of the modern world no longer differentiates the working class. Attempts to maintain class distinctions within the company will remain a barrier to creating productivity, especially in thesector manufacturing. Therefore the feeling of being differentiated must be transformed into a feeling of one for the sake of the company's success.
5. Principles of Achievement
Main law for human behavior is that behavior is a function of it consequences, and a appreciated behavior will increase achievement. Appreciating employee performance can be done in the form of wages, salaries, promotions, bonuses, profit sharing, work safety, and so on.
6. Principles of Empirical
Success in the future and also today depends on the ability to think realistically, clearly, critically and creatively. For that, we need real data on the basis of empirical, over time, which needs to be known and can be compiled in statistical form and can be analyzed for decision making purposes.
7. Principles of Familiarity
Familiarity is the ability to share feelings in a complete and trusting manner, which is will give sincere and caring appreciation to the personal interests concerned. Familiarity that allows trust, sacrifice and loyalty.
8. Principles of Integration
Trust and confidence can only be generated if the leader acts on the basis of integrity, including honesty, responsibility, consistency, fairness and ability. Organizations that have integrity will be able to generate the power to create and mobilize external energy, especially in the current era of globalization.
According to [5], there are seven main characteristics and indicators of organizational culture which, as a whole, are the essence of the culture or culture of an organization, are:
1. Innovationand risk taking
Innovation and risk-taking that is the extent to which employees are encouraged to be innovative and take risks.
2. Notice to detail
Notice to detail is the extent to which employees are expected to run precision, analysis, and attention to the little things.
3. Outcome orientation
Orientation result is the extent to which management focuses more on results than on the techniques and processes used to achieve this.
4. Orientation to people
Orientation to people is the extent to which management decisions consider the effect of these results on those that exist in the organization.
5. Team Orientation
Orientation to the team is the extent to which work activities are organized in teams rather than to individuals.
6. Aggression
An extent to people are aggressive and competitive rather than relaxed.
7. Stability
Stability is the extent to the organization's activities emphasize maintaining the status quo in comparison with growth.
The characteristics or indicators of organizational culture according to Robbins' theory above are useful for assessing the overall organizational culture. According to [1], "the characteristics of organizational culture indicate the characteristics, traits, elements, or elements that are contained in an organizational culture."
Thus the 7 (seven) characteristics of Robbins' organizational culture can be used to measure the influence of organizational culture through the elements that characterize the traits that exist in an organizational culture
When the objective factors are perceived as the same by all employees so that it will shape the organizational culture, so that the resulting culture can be in the form of a strong culture or a
weak culture. Furthermore, it will have an impact on employee performance and satisfaction, as seen in Figure 2 below [5].
Objective failure
· Innovation and risk tasking
· Attention to detail
· Outcome orientation
· People orientation
· Team orientation
· Agressiveness
· Stability
Organizational culture
High
Low
Performance
Satisfaction
Figure 1
RELATION OF OBJECTIVE FACTORS TO THE FORM OF ORGANIZATIONAL CULTURE
Source : Robbins (2017).
The function of organizational culture shows the role or use of organizational culture. According to Robbert Kreitner and Angelo Kinicki in [1], the functions of organizational culture are:
1. Give members an organizational identity, make the company recognized as an innovative company by developing new products. Organizational identity shows characteristics that differentiate it from other organizations that have different characteristics.
2. Facilitating collective commitment, the company is able to make its employees proud to be a part of it. Organizational members have a shared commitment about the norms in the organization that must be followed and common goals must be achieved.
3. Increase the stability of the social system so that it reflects that the work environment is perceived to be positive and is strengthened, conflict and change can be managed effectively. With mutual agreement about the organizational culture that must be lived, it is able to make the environment and social interactions run stably and without turmoil.
4. Shaping behavior by helping members become aware of their environment. Organizational culture can be a tool to make people think healthy and make sense.
2.2 Work Productivity
Productivity according to the National Productivity Council has the meaning of a mental attitude which always holds the view that the quality of life today must be better than yesterday and tomorrow is better than today [6]. Work productivity according to [7] is technically a comparison between the results achieved and the overall resources used.
“Productivity is a measure of productive efficiency. A comparison between output and input results. Input is often limited by labor, while output is measured in physical units, form, and value " [4].
Employee productivity according to [8] is an employee's achievement in his work environment. On the other hand, work productivity is the use or use of human resources effectively and efficiently. High productivity is a reflection of employees who are satisfied with their work and will fulfill all their obligations as employees.
Increasing work productivity can be seen as a behavioral problem, but it can also contain technical aspects. Mrut Siagian in [4], these factors are:
1. Continuous improvement
In an effort to increase work productivity, one of the implications is that all organizational components must make continuous
improvements. This view is not only one of the important work ethics as part of the current management philosophy. The importance of this work ethic is seen more clearly especially when it is remembered that an organization is always faced with constantly changing demands, both internally and externally.
2. Improving the quality of work results
Closely related to efforts to make continuous improvements is the improvement of the quality of work by all people and all organizational components. In fact, quality is not only related to the products produced and marketed, both in the form of goods and services, but also with all types of activities in which the organization is involved.
3. Human Resource Empowerment
That HR is the most strategic element in an organization.
Therefore, empowering human resources is a very basic work ethic that all management echelons in the organizational hierarchy must be uphold.
According to [9], there are several factors that affect work productivity, are :
1. Work Environment
Environment is a place where employees work and the environment must be safe so that employees can work well. The work environment is one of the factors that has a positive and negative impact on the company and employees. Given the role of employees as human resources that can increase company productivity, the company must be able to anticipate employees from the possibility of negligence in work due to an uncontrolled environment.
2. The selection process
The steps that applicants must go through until they finally decide whether they are accepted or rejected as a new employee. The process generally includes requirements evaluation, testing, interviews, and physical examinations. In the selection process, various types are used in evaluating the requirements, especially for testing.
3. Compensation
Compensation is something that employees receive as a substitute for their contribution to the company. Compensation is an implementation of the human resource management function that deals with all types of giving individual awards as an exchange in carrying out organizational tasks.
4. Education and Training
Education and training is a process, technique or learning method with the intention of transferring knowledge from one person to another according to predetermined standards.
5. Production Means
Means of production also have a strong influence in driving productivity growth apart from the fact that properly selected and used equipment is really important. The means of production in influencing productivity are highly dependent on the choice of materials and their optimal useability. Each material has its own price and quality where the right choice will affect productivity.
Productivity is very important for employees in the company.
With work productivity, it is hoped that the work will be carried out effectively and efficiently. To measure work productivity, indicators are needed, namely [4]:
1. Ability
Has the ability to carry out tasks. The ability of employees very much depends on their skills and their professionalism at work.
This provides the power to complete the tasks assigned to them.
2. Increase the results achieved.
Strive to improve the results achieved. Result is one that can be felt by both those who do it and those who enjoy the results. The job is an effort to take advantage of work productivity for those involved in a job.
3. Spirit of work
This is an attempt to be better than yesterday. This indicator can be seen from the work ethic and the results achieved one day later compared to the previous day.
4. Self-development
Always develop yourself to improve work abilities. Self- development can be done by looking at the challenges and expectations with what will be faced. The stronger the challenge, self-development is absolutely necessary. Likewise, the hope to be better, in turn, will greatly impact the desire of employees to improve their abilities.
5. Quality
Always try to improve the quality better than the past. Quality is the result of work that can show the quality of an employee's work.
6. Efficiency
Comparison between the results achieved with the total resources used. Input and output are aspects of productivity that have a significant impact on employees.
3. METHODS
3.1 Population and Sample
The population in this research are employees at the Department Plant at Pamapersada Nusantara,Ltd., Kideco District, Batu Sopang, with 435 employees. The sample of population is determined using the Slovin formula, thus acquired sample of 81 employees. The sampling technique used is disproportionate stratified random sampling with the strata is a position. The amount of samples at each position can be seen on the table 2.
Table 2. Amount of Sample at Each Position Position Amount of
Employees
Amount of Samples
Departement head 2 2
Site technical 8 4
Section head 10 5
Group leader 43 20
Planner 10 5
Instructur 10 5
Mechanic 352 40
Total 435 81
Furthermore, it was carried out using simple random sampling to determine the employees as the research sample.
3.2 Jenis dan Sumber Data
The types of data in this research are divided into two, qualitative data and quantitative data. Qualitative data in this research is a general description of Pamapersada Nusantara,Ltd., Kideco District, Batu Sopang. Meanwhile, quantitative data in this research is the number of employees of Pamapersada Nusantara,Ltd., Kideco District, Batu Sopang, and employee’s answers to the questionnaire that were assessed (scoring).
The data sources in this research are divided into two, primary data and secondary data. The primary data in this research is the responses of employees who filled out a questionnaire.
Meanwhile, secondary data in this research is a profile of Pamapersada Nusantara,Ltd., Kideco District, Batu Sopang.
.
3.3 Data Collect
Collecting data in this research using an online questionnaire by google form platform that contains 64 statements. Employee responses to the questionnaire using a Likert scale with a score on the table 3.
Table 3. Likert Scale Likert Scale Score
Very agree 5
Agree 4
Hesitant 3
Disagree 2
Very disagree 1
3.4 Variables
The variables in this study are work culture (X) and work productivity (Y). Organizational culture (X) consists of 7 sub variables, namely innovation and risk-ability (X1taking), attention to detail (X2), results orientation (X3), people orientation (X4), team orientation (X5) , aggressiveness (X6) and stability (X7).
3.5 Data Analysis
To answer the research formulation problem, seeveral analyzes are carried out, i.e.,
1. Instrument Tests
The research instrument test consisted of validity and reliability tests. According to Arikunto in [10], the validity test of the instrument concerns the extent to which the measurement is precise in measuring what is to be measured. The formula used is the correlation coefficient using equation (1).
n XY X Y
r
n X X n Y Y
2
2
2
2 (1)Where r is the correlation coefficient, n is the number of respondents, X is the score for each item on the instrument and Y is the total score. The significance of the correlation coefficient can be determined by comparing the calculated r value with the r
table (i.e., n-2 degrees of freedom). If r count is more than r table then the item on the instrument is valid.
Meanwhile, reliability matters to what extent a measure can be trusted due to its intensity. According to Adamson and Prion in [10], reliability testing using the CronbachAlfa test is carried out for instruments that have a true answer of more than 1. Cronbach's alpha reliability coefficient formula in equation (2).
i i
t
k s
r k s
21 2
1 (2)
Where ri is the Cronbach Alfa reliability coefficient, k is the number of items,
si2 is the sum of the item score variance and st2 is the total variance. If the Cronbach alpha value is more than 0.6, the measuring instrument is concluded to be reliable.2. Multiple linier regression analysis. Several things that discussed in this multiple linier regression analysis are a. The Regression Equation
The regression equation is used to determine the positive or negative influence of organizational culture variables on the productivity of Pamapersada Nusantara,Ltd., Kideco District, Batu Sopang. The regression equation in this researh is shown in the equation (3).
Yb0b X1 1b X2 2 b X7 7 (3) b. Simultaneous significance testing
Simultaneous significance testing of all independent variables with hypothesis testing H0: and H1: there is at least one [11]. The statistic used for the simultaneous test is F count by using the formula in the equation (4).
hitung
R k
F R n k
2 2
1
1 (4)
The value of F table is based on the significance level (α) and degrees of freedom determined by the numerator and degrees of freedom for the denominator. If F count > F table, then H0 is rejected [12].
c. Partial significance testing
Partial significance testing is used to determine the effect of independent variables on the dependent variable individually. According to [12], partial significance testing with the H test0: (the independent variable Xi has no effect on Y) and H0: (the independent variable Xi affects Y). If there are seven independent variables, then H0 and H1 are seven each. The test statistic used for the partial test is t count with the formula in the equation (5).
ihitung i
t b
se b (5)
The value of t table is based on the level of significance (α) and degrees of freedom. If t count > t table, then H0 is rejected (Widarjono, 2018).
d. Determination coefficient
The coefficient of determination (R2) is used to describe how much the variation of the dependent variable (Y) is explained by the independent variable (X). One of the
major problems the use of the coefficient of determination (R2), always increases when the independent variable in the model plus although the addition of independent variables does not necessarily have the justification of economic theory or economic logic. Experts of econometric have developed other alternative in order to the coefficient of determination (R2) is not a function of the independent variable (X). As an alternative, adjusted (R2) is used with calculations in equation 6 [12].
ˆi
i
e n k
Adjusted R square
Y Y n
2
2 1
(6) With k is the number of independent variables including constants and n is the amount of data.
4. RESULT
4.1 Respondent Characteristics
The characteristics of the respondents are shown in the table 4-6.
Table 4. Respondent’s Age Age (Years) Total
18-20 3
21-25 8
26-30 25
31-35 22
36 or more 23
Total 81
Table 4 shows that the respondents are predominantly aged 26-30 years and over 31-35 years. Meanwhile, 11 people aged 18-20 and 21-25 years.
Table 5. Respondent’s Last Education Eduation Total
Highschool 68
Bachelor Degree 13
Total 81
Table 5 shows the education of respondents for highschool as many as 68 people, while for bachelor degree as many as 13 people. The last education of respondents is dominated by highschool.
Table 6. Respondent’s Work Experience Work Experience
(Years) Total
1-3 3
4-6 16
7-9 18
10 or more 54
Total 81
Table 6 shows that the work expriene of the respondents is dominated by 7-9 years and 10 years or more as 18 people and 54 people respectively. While the work experince for 1-3 years is 3 people and 4-6 years for 16 people.
4.2 Questionnarie Result
This is are the respondents' responses regarding the statements on the questionnaire.
Table 7. Quistionnarie Result
Variabel Sub Variabel Average
Organizational culture (X)
The ability to take a risk
(X1) 4,04
Notice to detail (X2) 3,99 Orientation to the result
(X3) 4,02
Orientasi to the other
people (X4) 4,14
Orientasi to the team
(X5) 4,03
Agression (X6) 4,08 Stability (X7) 3,95
Productivity (Y) 4,09
Based on table 7, employees of Pamapersada Nusantara,Ltd., Kideco District, Batu Sopang has the ability to take risk (X1), orientation to the result (X3), orientation to the people (X4), orientation to the team (X5), agression (X6) which is considered good, while notice to detail (X2) and stability (X7) are considered to have a fairly good organizational culture. In addition, employees of Pamapersada Nusantara,Ltd., Kideco District, Batu Sopang has good work productivity.
4.3 Discussions
Table 8. Regression Analysis Result
Variable Coefficient t p-value
Constant 0,628 1,771 0,081
Ability to take a
risk (X1) 0,081 1,059 0,293
Notice to detail
(X2) 0,103 1,399 0,166
Orientation to the
result (X3) 0,205 2,354 0,021
Orientatio to
people (X4) 0,085 1,000 0,320
Orientation to the
team (X5) 0,220 2,492 0,015
Agression (X6) 0,140 1,838 0,070
Stability (X7) 0,022 0,241 0,810
F 14,029
p-value dari F 0,000
Adjusted R Square 0,533 Source : Output SPSS
This is the explanation for Tabel 8:
1. Regression Equation
Based on the regression equation, it tells that organizational culture consisting of the ability to take a risk (X1), notice to detail (X2), orientation to the result (X3), orientation to the people (X4), orientation to the team (X5) , agression (X6) and stability (X7) have a positive effect on productivity.
2. Simultaneous Significance Testing
Based on table 1, the value of F > F table (14.029 > 2.14) or p- value < significance (0.000 <0.05) so the decision H0 is rejected.
So, there is at least one variable of organizational culture which consists of the ability to take a risk (X1), notice to details (X2), orientation to the result (X3), orientation to the people (X4), orientation to the team (X5), agression (X6) and stability (X7) which is affect the productivity.
3. Partial Signifiance Testing
Organizational culture that is the ability to take a risk (X1) has a positive impact but insignificant effect on productivity because the value of t < t table (1.059 < 1.993) or p-value > significance level (0.293 > 0.05). Although the employees of Pamapersada Nusantara,Ltd., Kideco District, Batu Sopang has initiative and innovation in conducting their job, there is encouragement from the leadership, so their work is done quickly and safely, sometimes has problems in carrying out of work, and also have to face the risk in completing tasks but it does not have a significant effect on work productivity.
Organizational culture that is notice to details (X2) has a positive but insignificant effect on productivity because the t < t table (1.399 < 1.993) or p-value > the significance level (0.166 > 0.05).
The employees demand in completing task carefully, precisely, accurately, notice to details, so the company's goals are achieved does not affect the work productivity of Pamapersada Nusantar,Ltd.,, Kideco District, Batu Sopang.
Organizational culture that is orientation to the detail (X3) has a positive and significant effect on productivity because the value of t > t table (2.354 > 1.993) or p-value < significance level (0.021 <
0.05). This is evidenced by the employees of Pamapersada Nusantara,Ltd., Kideco District, Batu Sopang always develop theirself to get the optimal results, employees try to improve work efficiency, employees are always get the orientation to the result but still pay attention to the work processes and the company gives a achievement to the outstanding employees.
Organizational culture that is orientation to the people (X4) has a positive but insignificant influence on productivity because the value of t < t table (1,000 < 1.993) or p-value > significance level (0.320 > 0.05). Employees of Pamapersada Nusantara,Ltd., Kideco District, Batu Sopang in conducting work seriously, the motivation from the company, the feeling of being happy to do their job because it provides benefits to the company, works according to predetermined targets and the attention the company gives to employees does not have a significant effect on work productivity.
Organizational culture that is orientation to the team (X5) has a positive and significant impact on productivity because the t > t table (2.492> 1.993) or p-value < significance level (0.015 <
0.05). Team-oriented organizational culture has the greatest influence on the work productivity of the employees of
Pamapersada Nusantara,Ltd., Kideco District, Batu Sopang. This is evidenced by employees who feel happy when completing work with teamwork, employees being solid at work, and establishing team communication so that they can give the best results.
Organizational culture that is aggression (X6) has a positive but insignificant effect on productivity because the t < t table (1.838 <
1.993) or p-value > the significance level (0.070 > 0.05). The demands of Pamapersada Nusantara,Ltd., Kideco District, Batu Sopang to workhard, arrive on time, be disciplined and not satisfied with just one task so being challenged for the next assignment does not have a significant effect on work productivity.
Organizational culture that is a statability (X7) has a positive but insignificant effect on productivity because the t < t table (0.241 <
1.993) or p-value > the significance level (0.810 > 0.05).
Employees of Pamapersada Nusantara,Ltd., Kideco District, Batu Sopang feel valued, a feeling of comfort at work and the company has a clear plan to build employee careers do not have a significant effect on work productivity.
4. Determination Coefficient
The adjusted R square value is 0.533, it means that the organizational culture consists of the ability to take a risk (X1), notice to details (X2), orientation to the result (X3), orientation to the people (X4), orientation to the team (X5), aggression (X6) and stability (X7) can explain work productivity by 53.3%, while the rest is explained by other unknown variables of 46.7%. This shows that there are many other variables that can explain work productivity.
5. CONCLUSION
The organizational culture of Pamapersada Nusantara,Ltd., Kideco District, Batu Sopang, which is consists of the ability to take a risk (X1), notice to details (X2), orientation to the result (X3), orientation to the people (X4), orientation to the team (X5), aggression (X6) and stability (X7) are good. And also with the work productivity of the employees of Pamapersada Nusantara,Ltd., Kideco District, Batu Sopang. This is evidenced by the number of employees who feel comfortable and have a long working period at Pamapersada Nusantara,Ltd., Kideco District, Batu Sopang.
Results-oriented and team-oriented organizational culture has a significant influence on work productivity. Employee productivity of Pamapersada Nusantara,Ltd., Kideco District, Batu Sopang will be better if the work is done together and given awards for their work.
Although the employees of Pamapersada Nusantara,Ltd., Kideco District, Batu Sopang has a good organizational culture on the ability to take a risk, notice to detail, orientation to the people, aggression and stability, however, this is don’t have a significant effect on work productivity.
Based on this explanation, it tells that work productivity is not only influenced by organizational culture but there are still other factors that can affect the work productivity of employees at Pamapersada Nusantara,Ltd., Kideco District, Batu Sopang.
Pamapersada Nusantara,Ltd., Kideco District, Batu Sopang District enhances organizational culture, especially in the ability to take a risk, notice to detail, orientation to the people, aggression and stability in order to increase work productivity. In addition, Pamapersada Nusantara,Ltd., Kideco District, Batu Sopang can maintain a results-oriented and team-oriented organizational culture.
In the next research, it is better to add other variables to determine the factors that affect the productivity of Pamapersada Nusantara,Ltd., Kideco District, Batu Sopang. Futhermore, the next research have to use different analytical tools obtained with more detail results.
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