E-ISSN 2503 - 1430

ISSN 2541 - 3090

Journal Of Industrial Engineering

Management
(JIEM Volume 6. No 2 Tahun 2021)

DOES HUMAN RESOURCES DEVELOPMENT AND

ORGANIZATIONAL CULTURE STILL IMPACT ON EMPLOYEE PERFORMANCE?

Hj. Sulastini
Postgraduate Faculty, Islamic University of Kalimantan Muhammad Arsyad Al
Banjari - Banjarmasin, Postal Code 70124,
Email: [email protected]

ABSTRACT
This study aims to analyze (1) the effect of human resource
development on employee performance, (2) ) The Influence of
Organizational Culture on Employee Performance (3) The Influence
of Human Resource Development and Organizational Culture on
Employee Performance. The object of this research is PT.Sega Mas
Banjarmasin. This study uses a survey method with a cross section
Article history: design. The sampling technique uses saturated side (census).
Submit 26 Mei 2021 Respondents in this study were 40 permanent employees at PT.Sega
Received in from 25 Juni 2021 Mas-Banjarmasin. This research resulted in the findings that by
Acceted 10 Agustus 2021 developing education and training, work capacity, knowledge skills,
Avilable online 20 Agustus 2021
skills abilities, attitudinal abilities of employees organizational goals
were achieved. Human Resource Developmentis a way to achieve an
organizational goal effectively and efficiently through the
implementation of individual duties and obligations in the
organization. The findings of this study seem to enrich understanding
of how to improve organizational performance through the
inculcation of an effective Organizational Culture. This study found
that the Organizational Culture that is built by increasing the culture
of innovation, employee-oriented organizational activities and also
paying attention to existing problems have implications for employee
serenity and performance.

Keywords: Human Resource Development, Organizational Culture and Employee Performance

Published By: Liscensed by: https://creativecommons.org/licenses/by-nc-sa/4.0/

Fakultas Teknologi Industri DOI : http://dx.doi.org/10.33536/jiem.v6i2.920
Universitas Muslim Indonesia
Address :
Jl. Urip Sumoharjo Km. 5 (Kampus II UMI)
Makassar Sulawesi Selatan.
Email :
[email protected]
Phone :
+6281341717729
+6281247526640

25
1. INTRODUCTION think critically. In the knowledge explosion
reform, the main skill is to make rapid
Good human resource management is progress in the new century having the
aimed at increasing the contribution that ability to reflect critically, learn and act
workers can make in the organization accordingly. Learning is the most important
towards the creation of organizational component in managing people and it is
goals. The formation of an organizational clear thathuman resources developmentmust
unit that manages human resources is not have a real role in the new millennium.
intended as an objective, but as a tool to All organizations have a culture and
improve efficiency, effectiveness and depend on its strengths. Culture can
performance of the organization as a whole. influence and give meaning to the behavior
Companies in the business world have of organizational members (Robbin, 2013).
the main goal of making a profit. Creating a Employees begin to learn and adapt to
company vision and mission is the first step organizational culture and it is necessary to
taken so that these main goals can be have cultural internalization in employees
achieved. Good management and quality to achieve management success.
human resources are needed by the If the organizational culture has
company in order to achieve the company's touched the basics and directs behavior and
main goals. Attitudes and behavior of optimizes the ability of employees
employees that benefit or harm the continuously in accordance with the
company can be seen from the high and low objectives, then the survival of the
quality of employee performance in the organization will last a long time. Research
company. conducted by Yoesef (2005) in Rozi 2016
The success of a company in achieving examined national culture which can
its goals cannot be separated from the role moderate the relationship between
and performance of the employees in the organizational commitment, job
company. Employees as human resources satisfaction and employee performance.
are the most important asset for the The results of this study indicate that the
company because of their role as executor relationship between organizational
of policies and company operational commitment and work results, job
activities. For this reason, employees are satisfaction and job performance is positive
directed to improve their performance so and significant. This shows that employees
that they have behavior and attitudes that who have high commitment to the
reflect responsibility and loyalty. organization have more job satisfaction
One of the work programs which is with their work and higher performance.
the fundamental theme is a change in From the description above, it is clear
mindset, a leadership pattern that is part of that every employee has high hopes for high
cultural change. Through this achievement, with the assumption that
transformation, it is hoped that there will be management in the organization is able to
a change in the corporate work culture and create and develop good human resources
individual company workers for the better. and organizational culture, although, it is
In this era of globalization, to achieve necessary to realize that there are
sustainable excellence in the midst of very organizational dynamics that can lead to
sharp business competition, one of the tips changes that can occur. different from
is how companies, both companies that expected so that there is a need for
produce products or services, can manage evaluation of management.
their human resources, because they are The approach that has been used to
very important company assets. In explain the phenomenon of strong and
accordance with the opinion of Sofo (2013) resilient organizations in the systems and
states that in order for an organization to be mechanisms of business competition in
effective in the new millennium, learning various sectors today is the ability to
something needs to be given the foundation develop employee resources as a series of
of the ability to identify, consider and management concepts that ensure skills and
challenge assumptions, namely the ability to employees who have commitment and

26
 development in the organization (Gardner development but different organizational
and Palmer , 1992 in Sofo, 2013). In this environments. Many previous studies have
connection, the industrial sector is an observed the development and
integral part of the process of interrelating management of human resources in
these factors with individual and manufacturing companies, service
organizational performance issues. companies such as hospitals, restaurants
Based on the foregoing cultural factors and some have also examined
and efforts to develop human resources, developments in human resources
employees become a factor that contributes government agencies. Meanwhile, in this
to determining the quality and quantity of study focused on human resource
products produced by the employees development at the company PT. Sega Mas
themselves. These two variables are also the Banjarmasin.
explanatory variables why employee Among the researches conducted in
performance in several business sectors companies including Egan, et al. (2008);
tends to decline when human resource Guest, et al. (2008); McIntyre (2013); Duken
development efforts, employees are still (2000); Jaemon (2011); and Nadler (2012)
unclear and done not with a planned and and other researchers. Furthermore,
programmed effort towards a reliable research relevant to this research includes:
system that can have an impact on Perumalla (2012), Jung and Avolio (2009),
improvement employee performance. and Hadisoebroto (2000). These studies
On the other hand, organizational examine the relationship between forms of
culture is increasingly complex and tends human resource development,
not to be managed properly, resulting in organizational culture and performance.
some organizations being very difficult to Based on this description, the research
carry out an adjustment process that can be aims to produce a comprehensive model by
used to strengthen and improve the quality considering the variables of human
and quantity of company employee resource development, organizational
performance at PT. Sega Mas still hopes to culture, and employee work that have an
realize his desire to become a world class impact on the performance of PT. Sega Mas
company. Banjarmasin. This is also the originality and
The hopes that PT. Sega Mas, as stated novelty of this research.
above, is related to increased performance, This research will examine each of the
which in essence is directly influenced by effects of human resource development
the individual performance of employees and organizational culture on employee
who are members of the company. work performance, namely analyzing:
Individual performance will increase if the 1. Does human resource development
quality of the individual also increases. To partially have a significant effect? on
improve the quality of individuals, it is employee performance?
necessary to develop human resources, 2. Does organizational culture partially
employees and create a good organizational have a significant effect on employee
culture in an effort to develop a sustainable performance?
and very strategic way to develop the quality 3. Whether the development of human
and performance of organizational resources and organizational culture
employees. (Veithzal, 2004). simultaneously has a significant effect
In Rozi 2016, several previous studies on Employee Performance?
have focused on issues of human resource

2. RESEARCH METHOD study is a research questionnaire distributed

as many as 40 questionnaires. Data is
This research was conducted in measured with a Likert scale. This study
Banjarmasin City. The population in this uses a survey method with a cross section
study were 40 employees, as the sample in design. Sampling techniques using saturated
this study (census). The data analyzed in this side (census)

27
 the participation of human resource
3. LITERATURE REVIEW development (HRD) professionals as
change agents equipped to address these
Dave (1977) in Rozi 2016 said that human capital challenges and presents a
measuring resources is complex, difficult, model for HRD professional participation
confusing, but it can and must be done. as a due diligence facilitator.
When resource professionals start with a With regard to organizational
clear understanding of business objectives, culture, Saffold (1988) in Rozi 2016
they can transform those business goals conducted his research through a review of
into measurable resource practices. The the five weaknesses inherent in the strong
effort focuses attention on what HR culture hypothesis and proposed three
practices, what professionals, and what corrections that would lead to a better view
departments should serve the company. of the contribution that culture makes to
The conceptualization, definition and organizational performance. The role
operationalization of this is a critical step culture plays in shaping organizational life
towards measurement and makes it possible to speculate that cultural
HR. Vijaya (2010) adds that this factors are associated with extraordinary
study documents the findings of a survey- levels of organizational performance. An
based study regarding the profile of small association that is generally assumed is that
and medium businesses in the Atlanta area, if an organizational culture contributes to
and human resource management practices increased performance, then this culture
in these companies. The study is based on a must be "strong" and have special
survey conducted on one sample of sixteen "characteristics": special values, beliefs, and
small and medium businesses in Atlanta, shared behavior patterns.
USA. The profiles of the surveyed Furthermore, Onken (2010) in
companies are presented together with an Elronny 2020 added that organizational
analysis of their human resource issues, culture and its impact on company
such as hiring, training and compensation. performance with the research sample were
There are several important findings the telecommunications industry and
that emerge. First, only about half of companies registered with the SEC which
resource practices show a significant effect. consisted of 90 respondents, and the
Second, these results identify a number of measurement variables were Polychronicity,
resource practices, extending across Speed, Organizational Performance and
conceptually defined subgroups of practices Hypercompetitive. This study uses
related to competence, motivation, and correlation analysis method and is within and
opportunities to contribute and, to a lesser between analysis (WABA). The results of this
extent, commitment. Third, the relationship study consisted of: Polychronic is positively
between sequential tree analysis and factor related to speed, the moreorganizational
analysis is interesting where the practices in culture polichronic will have the better
the first factor all appear in the sequential performance, the organizational culture that
tree analysis but those in the other factors has more speed value will have better
are not. Fourth, there is strong overlap with performance, however, the
the results of the regression analysis, even moremoreorganizational culture
after the control variables were included. relationship polichronicspeedy the and thevalue
Finally, potential tree analysis appears to be will have better performance in a
relatively parsimony with respect to specific hypercompetitive environment than in a
results, which in each case can identify and non-hypercompetitive environment. The
show the value of a combination of weakness and strength of this research is
practices (Guest, et al. , 2004). in Rozi 2016 that organizational culture is limited to
According to Mcintyre(2013) in polichronic and value speed, which can be
Regina Maharani 2020 in addition, this further developed by relating it to the
study explores the relationship between organizational level.
level of involvement and successful post- According to further researchers,
acquisition integration. It makes a case for Jung and Avolio (1999), in 2016 Rozi

28
 conducted a study whose results showed leadership research should be based on a
that collectivists with transformational broader theoretical framework that includes
leaders generated more ideas, but the types of cultural contingencies studied
individualists produced more ideas with here and the broad scope of cultural value
transactional leaders. Group performance is orientation and duties.
generally higher than individual Ritchie (2000) even found that
performance. However, contrary to organizational culture (accurate and
expectations, collectivists came up with rewarding) had a significant effect on the
more ideas that would require a level of internalization, whereas complex
fundamental organizational change on their organizational schemes had no significant
own. The results of this study also suggest effect. The level of internalization has a
that the effects of transformational and significant relationship with employee job
transactional leadership are not always satisfaction and organizational
general in nature. Therefore, future commitment.
effectively and efficiently through the
4. DATA AND DISCUSSION implementation of individual duties and
obligations in the organization. This is
4.1. Descriptive Statistical Analysis achieved when there is synergy or good
This research consisted of three alignment between the goals or needs of the
variables, namely: human resource individual and the organization. Human
development, organizational culture, and resource development programs carried out
employee performance. The frequency in a planned manner within the organization
distribution was obtained from the can be carried out in several forms of
tabulation of the respondents' answers. development activities and activities.
The descriptions of the descriptive Measurement of human resources
statistical analysis of each variable were development variables in this study are
described as follows: education and training (X1.1), the work
capacity (X1.2), a working knowledge of
A. Human Resources (X1.3), the ability of the skill (X1.4), the
Development (X1) ability of the attitude ( X1.5) Respondents'
perceptions of human resource
Human Resource Development in this development variables as shown in table 4.1
study aims to achieve organizational goals

Table. 4.1
Description of Human Resource Development Variables (X 1)
F Score Mean
Indica 1 2 3 4 5
No Tot
tor
al f % f % f % f % f %
1 X1_1 40 1 2.5 3 7.5 1 2.5 11 27.5 24 60.0 4.35
2 X1_2 40 2 5,0 1 2.5 2 5.0 12 30.0 23 57.5 4.32
3 X1_3 40 2 5.0 1 2.5 3 7.5 11 27.5 23 57.5 4.30
4 X1_4 40 2 5.0 1 2.5 2 5.0 10 25.0 25 62.5 4.37
5 X1_5 40 1 2.5 2 5.0 2 5.0 10 25.0 25 62.5 4.40
Total 4.39
Source: Data processed, 2020

Based on Table 4.1, it can be seen highesteducation and training (X1.5), with
that of the 40 employees studied, in general, an average score of 4.40; then the work
employees of human resource development capacity indicator (X1.4), with an average
(X1) are in a positive area with an average score of 4.37; skill ability (X1.1); with an
score of 4.39 and this is declared good. The average score of 4.35; attitude ability (X1.2),
indicators that received theresponses were with an average score of 3.32. Work

29
capacity (X1.3); with an average score of
4.30. B. Organizational Culture (X2)
This illustrates that employees
always want to improve their abilities and Based on table 4.2. following the
insights both through several existing results of the score answers to the variable
programs in the company and cooperation organizational culture can be presented
with work partners. From the knowledge of more clearly. the results of research in the
the above data, it can be concluded that the field can be seen the answers to 40
human resource development carried out is respondents, with regard to the indicator
quite good because there is no difference in variable statement organizational culture as
numbers that is so large that all indicators explained below: Innovation and risk taking
are close to the average. is an asset for indicators 4.17 (X2.1), Problem solving 4.22
organizations to face challenges and threats, (X2.2), Result oriented 4.20 (X2.3), Stability /
thus the management of human resources stability 4.12 (X2.4) and 4.25 (Xtask
must be based on a critical understanding of orientation2.5)as contained in Table 4.2 as
the alignment between individual and follows:
organizational goals.

Table 4.2
Respondents' Responses on Organizational Culture Variables (X 2)
Score Mea
Indicat F n
No
or Total 1 2 3 4 5
f % f % f % f % f %
1 X2_1 40 2 5.0 1 2.5 7 17.5 8 20.0 22 55.0 4.17
2 X2_2 40 2 5 , 0 3 7.5 3 7.5 8 20.0 24 60.0 4.22
3 X2_3 40 1 2.5 2 5.0 6 15.0 10 25.0 21 52.5 4.20
4 X2_4 40 3 7.5 1 2.5 6 15.0 8 20.0 22 55.0 4.12
5 X2_5 40 1 2.5 1 2.5 7 17.5 9 22.5 22 55.0 4.25
Total 4.19

Source: primary data processed in 2020

Based on Table 4.2, it can be seen self-stability in each of its employees so that
that of the 40 employees studied, in general, in carrying out routine and non-routine
employees towards organizational culture tasks there is no longer a sense of doubt or
are in very positive areas with an average doubt in his mind. Because if there is a
score of 4.19 and this is declared good. The feeling of doubt or indecision in carrying
indicator that received the highest response out work, it will have fatal consequences for
was the level of accuracy of task orientation the employee as well as for the company,
(X2.5) with an average score of 4.25; then the especially in the PTSega Mas work
problem solving indicator (X2.2), with an environment, it is very risky (Hight Risk) for
average score of 4.22; Result oriented (X2.3) work accidents.
with an average score of 4.20, innovation From the data above, it can be seen
and risk taking (X2.1) with an average score that the indicator that gets the highest
of 4.17; Stability / stability 4.12 (X2.4) response is task orientation (X2.5) with an
This illustrates that the physical average score of 4.25, meaning that even
condition and power thought that though the 5 indicators have the highest
employees related to the implementation of average score, the difference is not too far
duties are in accordance with those outlined from the indicator. others, just enough to
by the company, or in accordance with the be aware of and can be taken into
job descriptions of each employee. This consideration in preparing employee
illustrates that the company has instilled coaching programs in the future.

30
 be seen through respondents' responses
C. Employee Performance Variables to 5 indicators such as: Indicators of work
(Y) quality,Quantity, Timeliness,The level of
Respondents 'responses about error, thelevel of accuracy as contained in
variables employee performance(Y) can Table 4.3 as follows.

Table 4.3
Results of the Descriptive Analysis of Employee Performance Variables
Score Mean
Indica F
No 1 2 3 4 5
tors Total
f % f % f % f % f %
1 Y1_1 40 2 5.0 2 5.0 6 15.0 8 20.0 2 55.0 4.15
2
2 Y1_2 40 2 5 , 0 2 5.0 2 5.0 1 27.5 2 57.5 4.27
1 3
3 Y1_3 40 4 10.0 1 2.5 4 10.0 9 22.5 2 55.0 4.10
2
4 Y1_4 40 2 5.0 4 10.0 5 12.5 7 17.5 2 55.0 4.07
2
5 Y1_5 40 1 2.5 2 5.0 1 2.5 1 27.5 2 62.5 4.42
1 5
Total 4.20
Source: primary data processed, 2020

Based on Table 4.3, it can be seen A. Results Validity Test Results

that of the 40 employees studied, in general, Validity
employee performance (Y) is in a very This test aims to determine the level of
positive area with an average score of 4.20 validity of the instrument used in the study.
and this is declared good. The employee Through the validity test, it will be known
performance indicator that gets the highest whether the question items presented in the
response is the level of accuracy with an questionnaire are really able to reveal with
average score of 4.42 This illustrates that certainty about the problem under study.
the physical condition and thinking power The technique that can be used for the
of employees related to the level of accuracy validation test is item analysis, where each
in carrying out tasks is in accordance with value in each question item in the
what is outlined by the company, or has questionnaire is correlated with the total
been appropriate with job descriptions of value of all the questions for a variable,
each employee. that the ability to complete using theformula Product Moment.
work is better than the standard as an Based on the results of testing the
indicator item for employee performance. validity of the research instrument, it shows
From the data above, it can be concluded that all research items are valid. This can be
that the employee's performance is good seen from the significance of the correlation
enough because there is no difference in the calculation results or r is less than 0.05.
average number that is so large that all Based on the results of calculations
indicators are close to the average. using software SPSSversion 23, the statement
items that form the variable constructs of
4.2. Validity and Test Reliability human resource development are presented
as shown in Table 4.4 as follows.

31
 Table 4.4
Validity of Test Results Variable human resources development (X 1)

Item R Siq Description

X1_1 0.755 0.000 Valid
X1_2 0.714 0.000 Invalid
X1_3 0.689 0.000 Valid
X1_4 0.531 0.000 Valid
X1_5 0.733 0.000 Valid
Sources: Primary data is processed in 2020

Based on the results of calculations statements that form the construct of

using software SPSSversion 23 as contained organizational culture variables are
in the appendix, the items of indicator presented as shown in Table 4.5. as follows
Table 4.5
Validity of Test ResultsOrganizational culture variable (X2)
Item R siq Description
X2_1 0.674 0.000 Valid
X2_2 0.426 0.000 Invalid
X2_3 0.416 0.000 Valid
X2_4 0.677 0.000 Invalid
X2_5 0.725 0.000 Valid
Source: primary data processed in 2020

From Table 4.5 above, by comparing Based on the results of calculations

thecorrelation coefficient Pearson or r-table using software SPSSversion 23 as contained
at a significant level of 5%. Thus the statement in the appendix, the indicator statement
items on the variable organizational culture items that form the construct of employee
are all valid. performance variables are presented as
shown in Table 4.6 as follows
:
Table 4.6
Validity Test Results of Employee Performance Variables (Y)

Item R siq Information

Y1_1 0,698 0,000 Valid
Y1_2 0,705 0,000 Valid
Y1_3 0,442 0,000 Valid
Y1_4 0,690 0,000 Valid
Y1_5 0,758 0,000 Valid
Source: primary data processed 2020

From Table 4.6 above, by comparing

thecorrelation coefficient Pearson or r-table Reliability tests the consistency of an
at a significant level of 5%, then It can be stated instrument in measuring the concept that
that the statement items for each indicator must be measured or performs its measuring
have a value of r-count greater than r-table function. A reliable instrument is an
4.6. Thus the statement items on instrument that when used several times to
eachindicator are employee performance all measure the same object will produce the
valid. same data (Sugiyono, 2013). In this study,
the reliability test was carried out by
4.3. Test Results Reliability calculating the Cronbach's Alpha from each

32
instrument in a variable. Instruments used in study is above the minimum limit of 0.60.
the variable is said to be reliable(reliable)if it Cronbach's Alpha total employee
has a Cronbach's alpha of more than 0.6 performance variable is 0.691. From the
(Nunnaly, 1978 in Suharsimi Arikunto, results of the reliability test, it can be stated
2013) .reliabel. It can be seen that all of the that the measurement instrument for the
research variables have a reliability employee performance variables used in this
coefficient / alpha greater than 0.6. study is reliable (reliable). The overall
Based on the results of calculations reliability test results indicate that the
using software SPSSversion 23 , it is stated measurement instrument used in this study
that the reliability of the variable statement is reliable (reliable).
item Human resource development can be
stated that the Cronbach's Alpha value for 4.4. Classical Assumption Test Results
each statement item in this study is above the After the measurement instrument is
minimum limit of 0.60. Cronbach's Alpha declared valid and reliable, then testing the
Total Human Resource Development assumptions that must be met in a multiple
variable is 0.952. From the results of this regression model. The testing of multiple
reliability test, it can be stated that the regression assumptions or what is called
measurement instrument on the variable classic assumption testing in this study
Human resource development used in this includes.
study is reliable (reliable).
Based on the results of calculations A. Normality Test
using software SPSSversion 23, it is stated that To test whether the data to be used in
the reliability of the item statement variable the regression model is normally distributed
organizational culture can be stated. that the or not (Ghozali, 2006). To test a data that is
Cronbach's Alpha value for each statement normally distributed or not, it can be
item in this study is above the minimum determined using a normal plot graph
limit of 0.60. Cronbach's Alpha total variable (Ghozali, 2006). To test whether the data
organizational culture is 0.769. From the collected is normally distributed or not, it
results of the reliability test, it can be stated can be done with graphical and statistical
that the measurement instrument on the methods. A reliable graph method for
organizational culture variable used in this testing data normality is by looking at the
study is reliable (reliable). normal probability plot and histogram.Based on
Based on the results of calculations statistical results with the help of the SPSS
using software SPSSversion 23, the reliability version 23 program, agraph is produced
of the employee performance variable normal probability plot as follows. then agraph
statement items states that the Cronbach's is produced normal probability plot as follows.
Alpha value for each statement item in this

Figure 5.1.Normal Probability Plot

Based on Figure 5.1 above, it appears around the diagonal line and nothing is
that the distribution (scattering) of data is scattered far from the diagonal line, so that

33
the assumption of normality can be fulfilled, curve, indicates that the data is normally
apart from being based on agraph normal distributed. Based on the statistical results
probability plot, Singgih Santosa (2001) with the help of the SPSS version 23
suggests that the detection of normality data program, the following histogram is
can be done by looking at the histogram produced. Based on Figure 5.2 above, it
graph Figure 5.2 appears that the histogram shape describes
Histogram for the frequency (spread) normally distributed data because it isbell
of data from the spread (frequency) of data. shaped, so that the assumption of normality
The histogram shape, such as abell shaped in this study can be fulfilled.

Figure 5.2Normally Distributed Data

B. Heteroscedasticity Test (SRESID). Reflection on the presence or

absence of heteroscedasticity can be done
The heteroscedasticity test aims to by looking at the presence or absence of a
test whether in the regression model there certain pattern on the scatterplot chart
is an inequality of variance from the between ZPRED and SRESID (Singgih
residuals of one observation to another. If Santoso, 2002). If there is a certain
the variance residualfrom one observation pattern, such as the dots that exist to form
to another is constant, it is called a certain regular pattern (wavy, widened,
homoscedasticity and if it is different it is then narrowed). Then identify
called heteroscedasticity. A good heteroscedasticity. Meanwhile, if there is a
regression model is one that is clear pattern, and the dots spread above
homoscedasticity, not heteroscedasticity and below the number 0 on the Y axis,
(Ghozali, 2006). then heterosidasticity does not occur.
Themethod used to detect the Based on statistical results using
presence or absence of heteroscedasticity the SPSS version 23 program, the
is to look at the scatterplot graph between relationship between the predicted
the predictive value of the dependent variable values and their residuals is
variable (ZPRED) and the residual depicted in Figure 5.3 below
:

34
 Figure 5.3Scatterplot Graph
(independent). A good regression model
Based on Figure 5.3 above, it appears should not have correlation between
that the dots (dots dots) that are scattered independent variables. Multicolonierity
without forming a certain regular pattern detection in a model can be seen from the
such as a chimney around a diagonal line tolerance value and the opposite of Variance
(spreading then narrowing or vice versa). Inflation Factor (VIF). If the VIF value is less
The points spread above and below the than 10 and thevalue is TOLERANCE
number 0 on the Y axis. It can be stated that more than 0.1, it indicates that there is no
the regression model in this study does not multicollinearity (Singgih Santoso, 2002).
occur heteroscedasticity. Based on statistical results using SPSS
version 23, thevalues are obtained tolerance
C. Multicollinearity Test and VIFas in Table 4.10 as follows.
Multicolinearitytest aims to find a
correlation between independent variables

Table 3.10
Multicollinearity Test Results with Tolerance and VIF
Collinearity Statistics
Variable
Tolerance VIF
Human resource development 0.858 1.166
Organizational culture 0.858 1.166

Based on Tabe 13.10 above, it can be If the DW value is above the upper limit
stated that the regression model in research then there is no autocorrelation. From the
is free from multicollinearity, because results of the DW test, the DW Test value is
tolerance values greater than 0.10 and VIF 1,874. If the DW value lies between the upper
values less than 10. bound (du) and (4-du) then the
autocorrelation coefficient is 0, meaning
D. Autocorrelation Test there is no autocorrelation. (Ghozali, 2005:
To detect whether autocorrelation 61) for more details, see the model below :
exists or not, theused Durbin Watson Test is.

Model Summaryb
Mo R R Adjust Std. Change Statistics Durbin
del Square ed R Error of R F df1 df2 Sig. F -
Square the Square Cha Chang Watso
Estimate Chang nge e n
e
1 71,5
, 812a , 832 , 823 1,63564 , 832 2 37 , 000 1,874
75
a. Predictors: (Constant), Human resource development_, Organizational culture, Work
b. Dependent Variable: Employee Performance

35
4.4. Hypothesis Testing Based on the results of multiple
regression, the regression equation can be
Based on table 4.12, the R number of found as follows:
0.832 indicates that the correlation or Y = 0.251.0.692 XX1 + 0.2872
relationship between is very strong because (9,897) (4,821)
according to Sugiyono (2013) the figure This regression equation is formed
ranges from 0.80 - 1,000.The R square based on the value of unstandardized coefficient
number or coefficient of determination is B. Where from the multiple linear regression
0.692 derived from 0.8322. However, for the equation, it can be seen that the direction of
number of independent variables more than the relationship between the variables of
two, it is better to use Adjusted R Square, human resource development and
namely 0.823 (always smaller than R Square). organizational culture is indicated by the sign
This means 69.22% of the variation in of the regression coefficient. The regression
employee performance. While the remaining coefficient of the human resource
30.78% is explained by other variables development variable (X1), organizational
outside the model. culture (X2) is positive, indicating that any
Anova test can be Fcounted for 71.575 addition or increase in each of these
with a significant level of 0.000. Because the variables will have a positive effect on
probability (0,000) is much smaller than employee performance. It can be seen in
0.05, the regression model can be used to thecolumn sig / significance that the variables
predict employee performance. It can be of human resource development and
said that the development of human organizational culture have a significant
resources and organizational culture number below 0.05. Therefore, the two
simultaneously (simultaneously) affects independent variables are able to predict
employee performance. employee performance.

Table 4.12. RegressionResults

unstandardized Standardized
Symbol Coefficients Coefficients t Sig.t Description
B Beta
Human resource
0.000 Significant
development(X-1) 0.692 0.720 9.897
organizational 0.287 0.351 4.821
0.000 Significant
culture (X2)
Constants from to 0.251 0.160 0.874 Significant
R = 0.812 F count = 71.575
R Square = 0.832 Sig. F = 0,000
Adjusted R Square = 0.823
n = 40
Source: Data processed from the appendix, 2018

A. First Hypothesis-Partial Test (t test) with a probability of variable error rate of

Partial testing (t test) is also used to 0,000 (smaller than 0). , 05). Thus, the
prove the first hypothesis, namely the hypothesis which states that human resource
Influence of Variable Human Resource development has a positive and significant
Development on Employee Performance. effect on employee performance.
The t value of the human resource
development variable is 9,897. This result is B. Second Hypothesis-Partial Test (t
greater than the t-table of 1,670. Thus, test)
partially, human resource development has a Partial testing (t test) is also used to
significant effect on employee performance prove the second hypothesis, namely the

36
influence of organizational culture (X2) on performance with a variable error rate
employee performance. The t value of the probability of 0.000 (less than 0.05). Thus,
organizational culture variable is 4,821, this the hypothesis which states that
result is greater than the t-table of 1,670. organizational culture has a positive and
partially, organizational culture has a significant effect on employee performance
significant influence on employee is proven to be accepted.

C. Third Hypothesis Test / dependent variable. The amount of the

Simultaneous Test (F test) coefficient of determination from the results
Simultaneous testing (F test) is used to of the regression analysis shows that the
prove the third hypothesis. Human resource value of R Square is 0.832, which means that
development variables and organizational changes in the variable human resource
culture simultaneously affect employee development and organizational culture
performance with an error / significance contribute to employee performance by
level of 5%. It is proven that F count is 83.20% or the magnitude of the influence of
greater than F table (Fcount71.575> Ftable or a the variable Human resource development
significance value of 0.000 is smaller than the and organizational culture on employee
error rate of 0.05, so that H1 is accepted. The performance variables. 83.20% and the
level of confidence taken in this study is 95% remaining 16.80% influenced by other
with an error rate ( α) of 5%. The variables not included in this research
explanation is in accordance with the model.
provisions, if F count is greater than F table From the results of data processing and
then the independent variable has an analysis carried out, there are several
influence on the dependent variable or findings that were successfully expressed,
employee performance variable. both empirical and theoretical findings,
Based on this description it can be namely; The results of this study prove that
concluded, the hypothesis which states that by developing education and training, work
human resource development has a positive capacity, knowledge ability, skill ability,
effect on employee performance proved attitude ability of employees, organizational
acceptable. goals will be achieved. Human Resource
Developmentis a way to achieve an
organizational goal effectively and efficiently
D. Coefficient of Total Determination through the implementation of individual
Coefficient of determination (R2)was duties and obligations in the organization.
performed to determine the contribution This is achieved when there is synergy
(influence) as a whole is calculated based on or good alignment between the goals or
the percentage of contribution of changes in needs of the individual and the organization.
the independent variable (Xi)to the So that through the development of human
dependent variable (Y). If R2 in the the resources the needs of individuals and
calculation results are close to 1 (one), the organizations are met, which can improve
stronger the Regre model si can explain the individual and organizational performance.
The findings of this study seem to healthy organizational culture and provide
enrich understanding of how to improve space for employees to innovate and still be
organizational performance through able to accommodate existing problems.
inculcating an effective organizational
culture. This study found that the
organizational culture that is built by 5. CONCLUSION
increasing the culture of innovation, Human resource management at
employee-oriented organizational activities PT. SEGA MAS is very good at placing
and also paying attention to existing organizational culture as a characteristic,
problems have implications for employee value or norm for organizational
calm and performance. This provides behavior:
information that better interactions and a) Human Resource Development
relationships are actually a side effect of a has a positive and significant

37
 effect on Employee Performance. Based on conclusions above, our
This finding proves that by suggestion for further research are :
developing education and training, a) Human resources are assets for
knowledge skills, skills abilities, organizations to face challenges
attitudes and abilities. and threats, thus human resource
apprenticeship of employees by management must be based on a
SEGA MAS, organizational goals critical understanding of the
will be achieved. alignment between individual and
b) Organizational culture has a organizational goals. This will be
positive and significant influence successful if a healthy
on employee performance. The organizational culture has been
results of this study found that the able to be internalized by
organizational culture that is built employees into a norm that makes
by increasing the culture of an action necessary or not to be
innovation, employee-oriented carried out and a platform for the
organizational activities and also growth of togetherness in the
paying attention to existing organization.To
problems have implications for b) achieve an effective and efficient
employee serenity and organization, it is recommended
performance. that synergy or good alignment
c) Human Resource Development and between goals be carried out. or
Organizational Culture have a positive and individual and organizational
significant effect on employee performance. needs.
The results of this study prove that c) Because this factor has been
developing human resources and proven in the research results, it is
organizational culture becomes the basis for suggested that the existing system
employee orientation to pay attention to the can be maintained, or that it be
interests of all employees. Employees' improved again, by conducting
interests can be pursued through improving further research on indicators
quality or non-physical abilities, through related to the prevailing system.
education and training, where these efforts Thus, accurate data will be
are efforts to develop human resources in obtained to be used as a reference
the organization. in making decisio

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