THE EFFECT OF ORGANIZATIONAL CULTURE ON THE PERFORMANCE OF EMPLOYEES OF THE VII CUSTOMS AND EXCISE KANWIL SURABAYA
Amount: THE EFFECT OF ORGANIZATIONAL CULTURE ON THE PERFORMANCE OF EMPLOYEES OF THE VII CUSTOMS AND EXCISE KANWIL SURABAYA
Authors: MUHAMMAD ISNAI FATHURAHMAN
Item Type: Thesis
Memberships: Master of Management Study Program, Faculty of Economics and Business Universitas Airlangga Surabaya, Indonesia
Publisher: Airlangga University
Abstract
The duties and responsibilities carried out by the Directorate General of Customs and Excise, especially within the Regional Office VII of Customs and Excise Surabaya, are to reorganize and establish an organizational culture to be more conducive to improving services to the public using customs and excise services in accordance with the consensus of Law No. 10 and 11 of 1995 concerning the full reorganization of the functions and roles of Customs and Excise. The role of the Customs and Excise organization in the current development period is very important and can even be said to be the spearhead of development, considering that its function as an apparatus in fiscal enforcement of the Customs and Excise sector is very important in the context of implementing sustainable development. Based on a study of several literatures on organizational culture, it was found that organizational culture has elements which include organizational values (X1), environment (X2), and leadership (X3) and also based on the opinion of Heskett and Kotter these three elements become three major perspectives of culture. organizations that play a very important role in contributing to performance improvement. The perspectives include: strong culture, cultural compatibility and changing culture. The study used a sample of 100 employees, which were taken randomly. The independent variables of the study (organizational values, environment, and leadership) were measured through the level of employees' perceptions of the indicators of these variables with a five-level interval scale (scores 1 to 5). The research instrument used a questionnaire, which was then tested for validity and reliability. To analyze the data used descriptive statistics of arithmetic mean, multiple regression model, F test and partial t test. The results of the study concluded that the organizational culture of the Surabaya Customs and Excise Office reflects a strong culture (average 3,55), a strong degree of compatibility with the environment (average 3,74) and leadership that emphasizes cultural change (average 3,53 ,XNUMX). Based on the results of the F test (simultaneous test), the organizational culture variables, namely: organizational values (X1, environment (X2), and leadership (X3) were jointly proven to have a significant effect on employee performance at the Surabaya Customs and Excise Office, which it is shown that Fcount = 43,3972 with a significance of F = 0,0000 <α = 0,05, so Ho is rejected and the magnitude of the influence together in explaining the performance of employees at the Customs and Excise Office is 57,57% (R² = 0,5757), and the remaining 42,43% is influenced by independent variables outside the model (ei). Based on the results of the partial t test, it was concluded that the three independent variables of organizational culture partially had a significant positive effect on employee performance at the Surabaya Customs and Excise Office, because the Fcount was significant below 0,05.
Keywords: Organization culture, Organization value, Organization environment, Leadership, Employees performance
sources: http://repository.unair.ac.id/35461/
