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The Effect of Career Development and Organizational Culture to Employee Performance with Motivation of Work as Intervening Variable in Cooperation in Denpasar Village

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Research on career development and organizational culture on performance with work motivation as intervening variable is done at cooperative located in Pedungan village of South Denpasar Pedungan Village is a village located in South Denpasar District, Denpasar City, Bali Province. The development of cooperatives is currently supported by the development of small and medium enterprises (SMEs). The number of cooperatives in the village pedungan is 33 cooperatives with the total number of employees is 338 employees. The purpose of this study is to know and examine the influence of career development on employee performance in cooperative in rural village, To know and test the influence of organizational culture on employee performance in cooperative in rural village, to know and test the influence of career development on employee motivation at cooperative in to know and examine the influence of organizational culture on employee motivation in cooperative in rural village, To know and to test influence of work motivation to employees performance at Cooperative in rural village. This research is a quantitative research using primary data obtained from the questionnaire and measured by using Likert scale. The population of this research is employees at Cooperative in rural village as many as 85 people. The method of selecting the sample of this study using Proportionate Stratified Random Sampling is this technique is used when the population has members who are not homogeneous and stratified proportionally. Data analysis technique used in this research is Structural Equation Modeling (SEM) based on Partial Least Square (PLS) using SmartPLS 3.0 program. The result of the research shows that (1) career development has positive and significant effect to work motivation, (2) organizational culture have positive and significant effect to work motivation, (3) career development have positive and significant effect to employee performance, (4) and (5) the influence of mediation of work motivation variable on indirect influence of career development on partial performance, and (7) influence of mediation of work motivation variable on the influence of unbalanced direct organizational culture to performance is partial
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Available Online at www.ijcrr.in
International Journal of Contemporary Research and Review
ISSN 0976 4852
CrossRef DOI: https://doi.org/10.15520/ijcrr/2018/9/07/553
July, 2018|Volume 09|Issue 07|
International Journal of Contemporary Research and Review, Vol. 9, Issue. 07, Page no: ME 20901-20916
DOI: https://doi.org/10.15520/ijcrr/2018/9/07/553 Page | 20901
Section: Management and Economcs
The Effect of Career Development and Organizational Culture to
Employee Performance with Motivation of Work as Intervening
Variable in Cooperation in Denpasar Village
I Wayan Manggis, Anik Yuesti, I Ketut Setia Sapta
Corresponding Author: I Wayan Manggis Received: 2018-07-02; Accepted 2018-07-16
Abstract:
Research on career development and organizational culture on performance with work motivation as
intervening variable is done at cooperative located in Pedungan village of South Denpasar Pedungan Village
is a village located in South Denpasar District, Denpasar City, Bali Province. The development of
cooperatives is currently supported by the development of small and medium enterprises (SMEs). The
number of cooperatives in the village pedungan is 33 cooperatives with the total number of employees is
338 employees. The purpose of this study is to know and examine the influence of career development on
employee performance in cooperative in rural village, To know and test the influence of organizational
culture on employee performance in cooperative in rural village, to know and test the influence of career
development on employee motivation at cooperative in to know and examine the influence of organizational
culture on employee motivation in cooperative in rural village, To know and to test influence of work
motivation to employees performance at Cooperative in rural village. This research is a quantitative research
using primary data obtained from the questionnaire and measured by using Likert scale. The population of
this research is employees at Cooperative in rural village as many as 85 people. The method of selecting the
sample of this study using Proportionate Stratified Random Sampling is this technique is used when the
population has members who are not homogeneous and stratified proportionally. Data analysis technique
used in this research is Structural Equation Modeling (SEM) based on Partial Least Square (PLS) using
SmartPLS 3.0 program. The result of the research shows that (1) career development has positive and
significant effect to work motivation, (2) organizational culture have positive and significant effect to work
motivation, (3) career development have positive and significant effect to employee performance, (4) and (5)
the influence of mediation of work motivation variable on indirect influence of career development on
partial performance, and (7) influence of mediation of work motivation variable on the influence of
unbalanced direct organizational culture to performance is partial.
Keywords: career development, organizational culture, work motivation, and performance.
I Wayan Manggis et al. The Effect of Career Development and Organizational Culture to Employee Performance with
Motivation of Work as Intervening Variable in Cooperation in Denpasar Village
International Journal of Contemporary Research and Review, Vol. 9, Issue. 07, Page no: ME 20901-20916
DOI: https://doi.org/10.15520/ijcrr/2018/9/07/553 Page | 20902
I. Introduction:
1.1 Research Background:
Cooperative is one of the driving force of economic
growth based on populist economy. Cooperatives
have a very important role for all societies in
conducting financial transactions. The development
of cooperatives is currently supported by the
development of small and medium enterprises
(SMEs) in Bali, especially in the city of Denpasar is
growing rapidly. Along with the increasing
economy of society in Denpasar, cooperatives are
expected to assist in the provision of funds to
finance and develop industrial businesses,
agriculture, trade and other non-financial sectors
both located in the district, city and village.
In accordance with the Regulation of the State
Minister of Cooperatives and Small and Medium
Enterprises of the Republic of Indonesia No. 20 /
Per / M.KUKM / XI / 2008 recorded until 2016 the
total number of cooperatives in the city of Denpasar
amounted to 1033 units, the number of cooperatives
assessed is 171 units indicating that the cooperative
is stated healthy as many as 40 units, 104 healthy
enough healthy units, 25 units, unhealthy 2 units.
Village Pedungan subdistrict South Denpasar the
number of existing cooperatives is a number of 12
units of savings and loan cooperatives and 23
cooperative all-round business. Of the 35 units of
cooperatives in the village pedungan obtained data
from the Office of Cooperatives Denpasar city
obtained data 9 healthy cooperatives, 13
cooperatives are less healthy and 13 unhealthy
cooperatives. The number of personnel in all
cooperatives in the village pedungan is 255 people
with qualifications of education S2, S1 D3 and
SMA / SMK. Based on the results of interviews
with some unhealthy and unhealthy cooperative
employees in the village pedungans stated that the
lack of management attention to what an employee
gained or collected, the lack of awards given to
employees who excel, places that do not support in
doing jobs and financial transactions and frequent
employee turnover resulting in decreased income of
the cooperative. While the employees of the
cooperative who get a healthy predicate states the
opposite where every work of all employees always
get praise and appreciation from management after
the annual meeting of members of the cooperative.
The difference between the realization of the
income budget earned by each cooperative
employee shows a significant difference.
While the results of interviews conducted with
cooperative employees, indicates that there are still
many problems faced by cooperatives in the city of
Denpasar in developing the organization and its
business in addition to internal and external
problems. Internal issues concerning the low quality
of human resources that affect the management of
organizations and cooperative efforts. Meanwhile,
external problems include the government's policy
factors in the economic field, the perception of
society towards cooperatives, business competition
from other business entities, technology, social, and
politics. internal cooperatives. Judging from the
problems faced by cooperatives in the city of
Denpasar, then in this study the problems are
limited to human resource issues, especially the
performance problems of cooperative employees.
Employee empowerment in the cooperative needs to
be managed professionally in order to realize the
balance between the needs of employees with the
interests and capabilities of the cooperative. The
balance is the key in empowering employee
resources to achieve maximum performance while
remaining competitive in the globalization era. Thus
it is increasingly realized that in a cooperative, HR
is the most important element, as expressed by
Hardyansyah (2012) that man as a workforce in the
organization has an important role in achieving the
goals and provide good service for the organization
and society. The employee (account officer) is the
most important factor of production, therefore must
have the willingness and ability in carrying out the
tasks assigned from the cooperative (Yuesti, et al
2018, Yuesti and Sumantra, 2018, Sumantra and
Yuesti 2016, Sumantra and Yuesti, 2017, Yuesti
2015).
According to Caroline & Susan (2014: 64), states
that a leader who expects maximum performance
achievement in his organization should consider the
I Wayan Manggis et al. The Effect of Career Development and Organizational Culture to Employee Performance with
Motivation of Work as Intervening Variable in Cooperation in Denpasar Village
International Journal of Contemporary Research and Review, Vol. 9, Issue. 07, Page no: ME 20901-20916
DOI: https://doi.org/10.15520/ijcrr/2018/9/07/553 Page | 20903
factors that affect employee performance itself, one
of which is career development (career
development). According to Nugroho & Kunartinah
(2013), planning and development of a clear career
in the organization will be able to increase
employee motivation in carrying out its work, thus
creating a sense of satisfaction in carrying out its
work.
According Marwansyah (2012: 208), career
development is a self-development activities
undertaken by a person to realize his personal career
plan while according Sunyoto (2012: 164), career
development is personal enhancements made to
achieve a career plan. Mondy (2008: 243), states
that career development is a formal approach that
organizations use to ensure that people with
appropriate qualifications and experience are
available if needed. According to Rivai (2008: 290),
career development indicators are as follows:
Career planning where everyone will plan his / her
career in the future to get the rights better than ever.
Based on the definition of ditas can be concluded
that career development is an activity to conduct
career planning in order to increase personal future
in order for life to be better. If career development
is perceived to affect employee performance, it will
be easier to attract potential employees, maintain
and motivate employees to improve their
performance, resulting in increased productivity and
the company can increase sales and provide much
revenue to the company (Willy, 2008).
Based on the results of pre-research conducted by
researchers on 11 cooperatives in the village
pedungan, there are problems, among others, based
on seniority employees. Employees who have had a
long time to work in class (jabata) while new
employees are never promoted to higher levels
during work. Lack of training in accordance with
the job specification, and does not require the level
of education to be promoted in certain positions.
In addition there are some employees who resigned
because the employee has worked for more than 3
years as a daily worker, (DW) but there is no
appointment to a higher level to be a contract staff,
as well as some staff who should have the ability to
rise to office level supervisor, but not given such an
opportunity(Yuesti, et al, 2018, Sumantra and
Yuesti, 2017, Yuesti 2015) .
Based on the background and the above
phenomenon, the researcher is interested to carry
out the research entitled: "The influence of career
development and organizational culture on
employee performance with motivation klerja as
intervening variable in cooperative as pedungan
village Denpasar".
1.2 Research Question
Based on the above background, the formulation of
the proposed problem is as follows:
1) Does career development affect the performance
of employees at the Cooperative Pedungan
Village Denpasar?
2) Does the organizational culture affect the
performance of employees at the Cooperative
Village Pedungan Denpasar?
3) Does career development have an effect on
employee's motivation on Cooperative Village
Pedungan Denpasar?
4) Does organizational culture affect employee
motivation at the Cooperative Village Pedungan
Denpasar?
5) Does work motivation affect the performance of
Koperasi employees in Pedungan Denpasar
Village?
6) Does career development affect employee
performance through work motivation as
intervening variable Cooperative in Pedungan
Denpasar Village?
7) Does the organizational culture affect the
performance of employees through work
motivation as intervening variable Cooperative
Village Pedungan Denpasar?
1.2 Research Goal
In accordance with the principal issues that have
been submitted above, it can be formulated research
purposes as follows:
1) To know and test the effect of Career
development on employee performance at
Cooperative Village Pedungan Denpasar.
I Wayan Manggis et al. The Effect of Career Development and Organizational Culture to Employee Performance with
Motivation of Work as Intervening Variable in Cooperation in Denpasar Village
International Journal of Contemporary Research and Review, Vol. 9, Issue. 07, Page no: ME 20901-20916
DOI: https://doi.org/10.15520/ijcrr/2018/9/07/553 Page | 20904
2) To know and test the influence of organizational
culture on employee performance at
Cooperative Village Pedungan Denpasar.
3) To know and test the effect of career
development on employee motivation in
Cooperative Village Pedungan Denpasar
4) To know and examine the influence of
organizational culture on employee motivation
at Cooperative Village Pedungan Denpasar
5) To know and test the influence of work
motivation on employee performance at
Cooperative Village Pedungan Denpasar.
6) To know and test the effect of Career
development on employee performance through
work motivation as a moderation variable at
Cooperative Village Pedungan Denpasar.
7) To know and examine the influence of
organizational culture on employee performance
through work motivation as a moderation
variable at Cooperative Village Pedungan
Denpasar
2. Literature:
According to Robbins, (2008: 112) there are several
variables that affect the performance, one of which
is organizational culture, According Robbins (2010:
279) defines the organizational culture
(organization culture) sebagaisuatu shared system
shared by members who distinguish the
organization with other organizations. Robbins,
(2010: 279) states that organizational culture is a
system of mutual meaning formed by its citizens
who at the same time be differentiate with other
organizations.
Organizational culture is the value or archetype
received by an organization to act and solve
problems, forming employees who are able to adapt
to the environment and unify organizational
members. (Robbins, 2006: 224). For that it must be
taught to members including new members that is
as a correct way in assessing, thinking and feeling
the problems faced. Coercion of a culture can lead
to discrepancies between employees and the
organization so as to affect the psychological
condition of employees who feel uncomfortable in
cooperation. Employee discomfort affects employee
performance. Fuad Mas'ud (2007: 133)
organizational culture formed by indicators. The
indicators of Organizational Culture can be
interpreted in four concepts, namely:
professionalism, distance management, trust in
colleagues and integrity.
Organizational culture is the archetype accepted by
organizations to act and solve problems, forming
employees who are able to adapt to the environment
and unify organizational members. It should be
taught to members including the new members as a
correct way of assessing, thinking and feeling the
problems at hand. Coercion of a culture can lead to
discrepancies between employees and the
organization so as to affect the psychological
condition of employees who feel uncomfortable in
cooperation. Employee discomfort affects employee
dissatisfaction. Organizational culture as a cognitive
framework that includes attitudes, values, behavior
norms, and expectations donated by members of the
organization so as to provide a satisfaction in
performing the duties and obligations of members
of an organization. (Luthans, 2007: 245) In Fuad
Mas'ud (2004: 133) organizational culture is formed
by indicators. The indicators of Organizational
Culture can be interpreted in four concepts, namely:
professionalism, distance management, trust in
colleagues and integrity.
During the preliminary survey, the authors observed
that the organization's culture was less than optimal
and did not perform well as employees did not
discipline for work, for example when working
hours were set at 8:00 am which should have
employees start work but instead they relaxed to
enjoy breakfast or just talk to others. Organizational
culture that has been applied in an organization or
company between one another is not the same, but
they have the same goal that is to advance the
organization or company they have. Likewise
companies that pay less attention to work culture,
such as order, norms and behavior of the
employees, then the company run not run as
expected.
I Wayan Manggis et al. The Effect of Career Development and Organizational Culture to Employee Performance with
Motivation of Work as Intervening Variable in Cooperation in Denpasar Village
International Journal of Contemporary Research and Review, Vol. 9, Issue. 07, Page no: ME 20901-20916
DOI: https://doi.org/10.15520/ijcrr/2018/9/07/553 Page | 20905
Company survival also depends on employee work
motivation. Self-motivation is concerned with the
direction of the individual's behavior concerning the
behavior one chooses when there are several
alternatives, the power of one's behavior after
making an alternative choice, and the determination
of that behavior. This is in accordance with Robbins
(1998) revelation in Mamik (2014: 88) that
motivation of work is an encouragement that makes
a person act or behave in certain ways with the
possibility of fulfillment of personal goals or needs
in work. According to Gibson (1996) in Ermayanti
(2011: 43) and Sujak (1990) in Ermayanti (2011:
43), suggests that understanding motivation, both
within the employees and those from the
environment will be helpful in improving
performance. Unmotivated employees can be
indifferent to work, poor settings, frequent absences
and other problems. This proves the importance of
motivational problems within the organization.
Employees who are motivated to improve
performance due to a strong drive to meet decent
wages / salaries, incentives, maintaining self-
esteem, meeting spiritual needs, meeting
participation needs, placing employees in the
appropriate places, creating a sense of security in
the future, place of work, pay attention to the
opportunity to move forward, creating a healthy
competition (Riduwan, 2009: 66). Low employee
motivation can be identified also from the existence
of irregularities of employee behavior in the
workplace. This is known from the results of the
observations and also the information provided by
one of the HR managers during interviews, some
employees who committed violations that harmed
the company such as fraud, arrived late, also many
employees who use work time for personal gain.
This indicates there are problems regarding
employee motivation at KSU Laksmi Dananjaya
Denpasar.
The influence of career development and
organizational culture on employee-mediated
performance of work motivation variables is an
interesting theme in Human Resource Management
(HR) research. Brownell (1982b) in Puspaningsih
(2013) mentions two reasons: (a) career
development is seen as a managerial approach that
can improve the performance of organizational
members, and (b) studies that examine the
relationship between career development and
conflicting outcomes.
In previous research conducted by Sungkono (2013)
proves that career development and organizational
culture have a positive and significant impact on
employee performance at PT. Anugrah Motor
Denpasar through work motivation as moderation.
Research Bapiri & Alizad (2015) indicates that
Interpersonal Communication and career
development have a negative and significant impact
on employee performance at Sepah Bank Medan.
With job satisfaction as intervening variable.
Research conducted by Nurhani, et al. (2015) found
that direct work motivation had a positive and
significant influence on employee performance at
Bank Pedungan Denpasar, which means that
employees' performance indirectly also affected the
effectiveness of the company. Research by
Wirawan (2012) shows that Leadership and
organizational commitment have a positive and
significant impact on employee performance in CV.
Aditya Mas Ubud Bali, Through job satisfaction as
intervening variable. Novira research (2015) shows
that interpersonal communication and
organizational culture have a significant effect on
employee performance in Sepah but partially
Leadership has no significant effect on CV.
Denpasar prosperous gold pillar, through work
motivation as intervening variable.
Conceptual Framework:
The conceptual framework describes specifically
the thinking patterns of the variables in a study.
Based on the theoretical study above, the research
model or theoretical framework developed in Figure
2.1, which illustrates the influence of career
development and organizational culture on
employee performance with work motivation as an
intervening variable. Then the framework model of
the study used to facilitate understanding the
concept used is:
I Wayan Manggis et al. The Effect of Career Development and Organizational Culture to Employee Performance with
Motivation of Work as Intervening Variable in Cooperation in Denpasar Village
International Journal of Contemporary Research and Review, Vol. 9, Issue. 07, Page no: ME 20901-20916
DOI: https://doi.org/10.15520/ijcrr/2018/9/07/553 Page | 20906
Source: Reseacher (2017)
Figure 2.1 Conceptual Framework
Hypothesis:
H1: Career development has a positive effect on
employee performance at Cooperative
Pedungan Denpasar Village.
H2: Organizational culture has a positive effect on
employee performance on Cooperative
Village Pedungan Denpasar.
H3: Career development has a positive effect on
employee work motivation in Cooperative
Pedungan Village Denpasar
H4: Organizational culture has a positive effect on
employee work motivation on Cooperative
Village Pedungan Denpasar.
H5: Work motivation has a positive and significant
effect on employee performance on
Cooperative Village Pedungan Denpasar.
H6: Career development has a positive effect on
employee performance with work motivation
as intervening variable at Cooperative in
Pedungan Denpasar Village.
H7: Organizational culture has a positive effect on
employee performance with work motivation
as intervening variable at Cooperative in
Pedungan Denpasar Village
3. Method:
Research This research was conducted at the
cooperative of Denpasar Pedungan Village. The
scope of the research is to examine the influence of
career development, organizational culture on
employee performance with work motivation as
intervening variable. This is possible because with
the development of career, organizational culture
that adapts to the company situation, with work
motivation as a variable that strengthens the
performance of employees. With good employee
performance will eventually lead to employee
loyalty to the company. total population in this
research is all permanent employees at cooperative
as Pedungan village of Denpasar which amounts to
338 people. Based on the data in the can on
employees amounted to 338 people so that in this
study will take 25% of the total population so that
the number of samples in this study amounted to 85
people. Primary and secondary data retrieval
techniques were conducted in several ways, namely:
interviews, questionnaires, observation and
documentation. To test the proposed hypothesis, the
analytical method is path analysis.
4. Result and Discussion:
Result:
1) Structural Model Test (Inner Model):
Innermodel test or structural model is done to see
the relationship between variables, significance
value and R-square of research model. The
structural model is evaluated by using R-Square for
the dependent variable with the coefficient of
structural path parameters.
This suggests that changes in latent constructs affect
changes in indicators. In this model there are 2
exogenous variables, namely career development
and organizational culture and endogenous
variables, namely work motivation and employee
performance.
I Wayan Manggis et al. The Effect of Career Development and Organizational Culture to Employee Performance with
Motivation of Work as Intervening Variable in Cooperation in Denpasar Village
International Journal of Contemporary Research and Review, Vol. 9, Issue. 07, Page no: ME 20901-20916
DOI: https://doi.org/10.15520/ijcrr/2018/9/07/553 Page | 20907
Figure 4.1 Structural Models (Inner Model)
Assessment of models with PLS begins by looking
at R-Square for each dependent latent variable.
Changes in R-Square values can be used to assess
the effect of certain exogenous latent variables on
endogenous latent variables that have substantive
influences. The structural model is evaluated by
taking into account the Q2predictive relevance
model that measures how well the observed values
are generated by the model. The value of Q2 is
based on the coefficient of determination of all
dependent variables. Quantity Q2 has a value with
the range 0 <Q2 <1, the closer to the value of 1
means the model the better. As for the coefficient of
determination (R-Square) of each dependent
variable can be presented in Table 4.1.
Table 4.1 R-Square Value
Structural
Model
Variabel Dependen
R-
Square
1
Work Motivation
(Y1)
0,878
2
Employee
Performance(Y2)
0,985
Calculation Q2:
Q2 = 1 [(1 R12) (1 R22)]
Q2 = 1 [(1 0,878) (1 0,985)]
Q2 = 1 [(0,122) (0,015)]
Q2 = 1 0,001
Q2 = 0,999
Source: Output SmartPLS 3.0,
Based on Table 4.1 it is shown that the result of
evaluation of structural model proved the value of
Q2 equal to 0.999 approaching the number 1. This
gives proof that the strutural model has goodness of
fit (goodness of fit model) is very good. These
results can be interpreted that the information
contained in the data is 99.9% can be explained by
the model, while the remaining 0.1% is explained
by errors or other variables that have not been
contained in the model.
2) Hypothesis Test:
Hypothesis testing is done by t-test on each lane of
direct influence partially and indirect influence
through mediation variable.
1. Direct Effect Testing The result of path
coefficient on each path for direct effect can be
presented in Table 4.2.
Table 4.2 Direct Effect Testing
Path Coeficien
(Bootstrapping
)
T-
Statisti
c
Keteranga
n
0,427
5,431
Signifikan
0,150
4,365
Signifikan
0,562
6,856
Signifikan
0,589
12,861
Signifikan
0,295
5,891
Signifikan
Source: Output SmartPLS 3.0,
I Wayan Manggis et al. The Effect of Career Development and Organizational Culture to Employee Performance with
Motivation of Work as Intervening Variable in Cooperation in Denpasar Village
International Journal of Contemporary Research and Review, Vol. 9, Issue. 07, Page no: ME 20901-20916
DOI: https://doi.org/10.15520/ijcrr/2018/9/07/553 Page | 20908
Based on the results of the analysis can be presented
images of research models in accordance with the
analysis of PLS as follows.
Gambar 4.4 Full Model (PLS Bootstrapping)
1. Hypothesis Test 1:
The first hypothesis proposed in this research is
career development has a positive and significant
effect on work motivation. Result of test to
coefficient of parameter between career
development to work motivation showed a positive
correlation with coefficient value equal to 0,427
with t-statistic value 5,431. The t-statistic value is
above the value of t table 2,000, so H0 is rejected.
Thus, career development has a positive and
significant impact on work motivation. It means that
the higher the career development, the higher the
work motivation or the lower the career
development, the lower the motivation of work.
2. Hypothesis Test 2:
The second hypothesis proposed in this study is
organizational culture has a positive and significant
impact on work motivation. Result of test to
coefficient of parameter between organizational
culture to work motivation showed a positive
relationship with coefficient value equal to 0,562
with t-statistic value equal to 6,586. The t-statistic
value is above the value of t table 2,000, so H0 is
rejected. Thus, organizational culture has a positive
and significant effect on work motivation. It means
that the higher the organizational culture, the higher
the work motivation or the lower the organizational
culture, the lower the work motivation.
3. Hypothesis Test 3:
The third hypothesis proposed in this research is
career development has a positive and significant
impact on employee performance. The test result to
the parameter coefficient between career
development on employee performance showed a
positive relationship with coefficient value of 0.150
with t-statistic value of 4,365. The t-statistic value is
above the value of t table 2,000, so H0 is rejected.
Thus, career development has a positive and
significant impact on employee performance. It
means that the higher the career development, the
higher the employee performance or the lower the
career development, the lower the employee
performance.
4. Hypothesis Test 4:
The fourth hypothesis proposed in this study is
organizational culture has a positive and significant
impact on employee performance. The test results
on the coefficient parameters between
organizational culture on employee performance
showed a positive relationship with the value
coefficient of 0.589 with t-statistic value of 12.861.
The t-statistic value is above the value of t table
2,000, so H0 is rejected. Thus, organizational
culture has a positive and significant effect on
employee performance. It means that the higher the
organizational culture, the higher the employee
performance or the lower the organizational culture,
the lower the employee performance.
5. Hypothesis Test 5:
The fifth hypothesis proposed in this study is the
work motivation has a positive and significant
impact on employee performance. The test result on
the coefficient of the parameters between work
motivation on employee performance showed a
positive relationship with the value of coefficient of
0.295 with t-statistic value of 5.891. The t-statistic
value is above the value of t table 2,000, so H0 is
rejected. Thus, work motivation has a positive and
significant effect on employee performance. It
I Wayan Manggis et al. The Effect of Career Development and Organizational Culture to Employee Performance with
Motivation of Work as Intervening Variable in Cooperation in Denpasar Village
International Journal of Contemporary Research and Review, Vol. 9, Issue. 07, Page no: ME 20901-20916
DOI: https://doi.org/10.15520/ijcrr/2018/9/07/553 Page | 20909
means that the higher the job motivation, the higher
the employee performance or the lower the work
motivation, the lower the employee performance.
Testing Influence of Mediation
The influence of (a) or the direct influence of the
independent variable on the dependent variable on
the model by involving the mediation variable can
be shown through the indirect effect. The result of
indirect effect can be presented in Table 4.3.
Table 4.3 Result of Influence Testing (a)
Mediation
Motivation
Variable
Work on:
(a)
T-
Statisti
c
Descriptio
n
Career
development
-> employee
performance
0,12
6
3,489
Significan
Organization
al culture ->
employee
performance
0,16
6
5,186
Significan
Source: Output SmartPLS 3.0,
The test result on the parameter coefficient between
the influence of career development on the
performance of the workwith involving the work
motivation showed a positive relationship with the
coefficient value of 0.126 with the t-statistic value
of 3.489. The value of t-statistic is above the value
of t table 2,000, so the effect of career development
on employee performance by involving work
motivation is significant. Furthermore, the test
results on the parameter coefficient between the
influence of organizational culture on employee
performance by involving work motivation showed
a positive relationship with the value of coefficient
of 0.166 with t-statistic value of 5.186. The value of
t-statistic is above the value of t table 2,000, so that
the influence of organizational culture on employee
performance by involving work motivation is
significant.
To facilitate the examination of mediation variables
in this study, then performed the analysis as
presented in Table 4.4.
Table 4.4 Recapitulation of Mediation Testing
Result
No
.
Mediation
Motivation
Variable
Work on:
(a)
(b)
(c)
(d)
Descriptio
n
1
Career
development -
> employee
performance
0,12
6
(Sig)
0,15
0
(Sig)
0,42
7
(Sig)
0,29
5
(Sig)
Partial
Mediation
2
Organizationa
l culture ->
employee
performance
0,16
6
(Sig)
0,58
9
(Sig)
0,56
2
(Sig)
0,29
5
(Sig)
Partial
Mediation
Source: Output SmartPLS 3.0,
The results of testing the mediation variables in
Table 4.4 can be interpreted as follows.
1. Work motivation (Y1) is able to mediate
positively and significantly on the indirect
influence of career development (X1) on
employee performance (Y2). These results are
shown from mediation tests that appear to have
significant (a), (b), (c), and (d) significant effect.
Based on these results can be interpreted that if
the higher the motivation of work based on high
career development as well, then the employee's
performance is also increasing. The influence of
work motivation variable mediation (Y1) on the
indirect effect of career development (X1) on
employee performance (Y2) is partial
mediation. These findings provide clues that the
work motivation variable (Y1) is not a key
determinant of the influence of career
development (X1) on employee performance
2. Work motivation (Y1) is able to mediate
positively and significantly on the indirect
influence of organizational culture (X2) on
employee performance (Y2). These results are
shown from mediation tests that appear to have
significant (a), (b), (c), and (d) significant effect.
Based on these results can be interpreted that if
I Wayan Manggis et al. The Effect of Career Development and Organizational Culture to Employee Performance with
Motivation of Work as Intervening Variable in Cooperation in Denpasar Village
International Journal of Contemporary Research and Review, Vol. 9, Issue. 07, Page no: ME 20901-20916
DOI: https://doi.org/10.15520/ijcrr/2018/9/07/553 Page | 20910
the higher the work motivation based on high
organizational culture as well, then the
performance of employees is also increasing.
The influence of mediation of work motivation
variable (Y1) on indirect effect of organizational
culture (X2) on employee performance (Y2) is
partial mediation. These findings provide clues
that the work motivation variable (Y1) is not a
key determinant of organizational culture (X2)
influence on employee performance (Y2).
In order to know the overall effect for each relation
between the variables studied, it can be presented
recapitulation of direct influence, indirect influence,
and total influence in Table 4.5.
Tabel 4.5 Direct Effect, Indirect Effect, and
Total Effect:
No.
Corelation
Variable
Direct
Effect
Indirect
Effect
Total
Effect
1
Career
development ->
Work
Motivation
0,427
-
0,4270
2
Career
development ->
Work
Motivation ->
employee
performance
0,150
0,126
0,272
3
Organizational
culture -> Work
Motivation
0,562
-
0,562
4
Organizational
culture -> Work
Motivation ->
employee
performance
0,589
0,166
0,755
5
Work
Motivation ->
employee
performance
0,295
-
0,295
Source: Output SmartPLS 3.0,
Based on Table 4:18 it is shown that the influence
of mediation of work motivation variable (Y1) on
the indirect effect of career development (X1) on
employee performance (Y2) is greater, that is by
coefficient of path equal to 0,122 compared with
influence of mediation of work motivation variable
(Y1) direct organizational culture (X2) on employee
performance (Y2) with the resulting path coefficient
of 0.166. Thus overall, the total impact on the
organizational culture path -> work motivation ->
employee performance (0.755) is greater than the
career development path -> work motivation ->
employee performance (0.272). These findings
provide guidance on career development and
organizational culture that increasingly high
employee increasing employee motivation, so that
later can improve employee performance in
accordance with corporate goals.
Discussion:
The Influence Career development on Work
Motivation:
Result of test to coefficient of parameter between
career development to work motivation showed a
positive correlation with coefficient value equal to
0,427 with t-statistic value 5,431. The t-statistic
value is above the value of t table 2,000, so H0 is
rejected. Thus, career development has a positive
and significant impact on work motivation. It means
that the higher the career development, the higher
the work motivation or the lower the career
development, the lower the motivation of work.
The results of this study are in line with the results
of research conducted by Anwar (2015) on the
Influence of Career Development and
Organizational Culture Against Employee
Performance Employees with Motivation Work as
Intervening Variables (Studies on Employees PT
PLN (Persero) Kudus Area), which states that
career development has a significant positive effect
on work motivation. Other supporting research is
conducted by Nugraha (2013) on the Influence of
Career Development and Organizational Culture on
Employee Motivation and Morale (Study on
Employees of PT Bank Negara Indonesia Persero
Tbk Branch of Madura), which stated that career
development has positive and significant to
employee motivation. This study is in line with
Burhanudin (2016) research on the influence of
I Wayan Manggis et al. The Effect of Career Development and Organizational Culture to Employee Performance with
Motivation of Work as Intervening Variable in Cooperation in Denpasar Village
International Journal of Contemporary Research and Review, Vol. 9, Issue. 07, Page no: ME 20901-20916
DOI: https://doi.org/10.15520/ijcrr/2018/9/07/553 Page | 20911
career development and organizational culture on
work performance with work motivation as
intervening variable (Study on Nissan employees of
PT United Indo Surabaya Branch Rahmat
Surabaya), which stated that career development
has a positive and significant influence to the
motivation of work. Research conducted by
Sambiran (2015) on the influence of organizational
culture and career development Against Employee
Motivation At PT. Adira Finance Manado, which
stated that career development has a positive effect
on work motivation.
The influence of organizational culture on Work
Motivation:
The test results on the coefficient parameters
between organizational culture on work motivation
showed a positive relationship with the value of
coefficient of 0.562 with t-statistic value of 6.856.
The t-statistic value is above the value of t table
2,000, so H0 is rejected. Thus, organizational
culture has a positive and significant effect on work
motivation. It means that the higher the
organizational culture, the higher the work
motivation or the lower the organizational culture,
the lower the work motivation.
The results of this study are in line with the results
of research conducted by Anwar (2015) on the
Influence of Career Development and
Organizational Culture Against Employee
Performance Employee: Motivation Work as
Intervening Variable (Studies on Employees PT
PLN (Persero) Kudus Area), which states that
organizational culture has a significant positive
effect on work motivation. Other supporting
research is conducted by Nugraha (2013) on the
Influence of Career Development and
Organizational Culture on Employee Motivation
and Morale (Study on Employees of PT Bank
Negara Indonesia Persero Tbk Branch of Madura),
which stated that career development has positive
and significant to employee motivation. This study
is in line with Burhanudin's (2016) research on the
influence of career development and organizational
culture on work performance with work motivation
as intervening variable (Study on Nissan Employees
of PT United Indo Surabaya Branch Rahmat
Surabaya), which stated that the organizational
culture has positive and significant influence on
work motivation. Research conducted by Gunawan
(2015) on the Effect of Financial Compensation and
NonFinancial to Work Motivation Employees PT.
Freight Express Surabaya, which states that
nonfinancial compensation has a positive and
significant effect on employee work motivation.
The Influence of Career Development on
Employee Performance
Result of test to coefficient of parameter between
career development to employee performance show
there is positive relation with coefficient value
equal to 0,150 with t-statistic value equal to 7,550.
The t-statistic value is above the value of t table
2,000, so H0 is rejected. Thus, career development
has a positive and significant impact on employee
performance. It means that the higher the career
development, the higher the employee performance
or the lower the career development, the lower the
employee performance.
The results of this study are in line with the results
of research conducted by AFS (2015) on the
Influence of Career Development and
Organizational Culture Against Employee
Performance Employee: Motivation Work as
Intervening Variable (Study on Employees PT PLN
(Persero) Kudus Area), which states that career
development has a significant positive effect on
work performance. Other supporting research is
done by Qosim (2016) on the influence of career
development and organizational culture on the
division of labor, employee performance as
intervening variable (Case Study: BPR Syariah
Bangun Drajat Warga), which states that career
development has a positive and significant effect on
employee performance. This study is in line with
Burhanudin (2016) research on the influence of
career development and organizational culture on
work performance with work motivation as
intervening variable (Study on Nissan employees of
PT United Indo Surabaya Branch Rahmat
I Wayan Manggis et al. The Effect of Career Development and Organizational Culture to Employee Performance with
Motivation of Work as Intervening Variable in Cooperation in Denpasar Village
International Journal of Contemporary Research and Review, Vol. 9, Issue. 07, Page no: ME 20901-20916
DOI: https://doi.org/10.15520/ijcrr/2018/9/07/553 Page | 20912
Surabaya), which stated that career development
has a positive and significant influence on employee
performance.
The influence of organizational culture with
employee performance:
The test results on the coefficient parameters
between organizational culture on employee
performance showed a positive relationship with
coefficient value of 0.589 with t-statistic value of
19.772. The t-statistic value is above the value of t
table 2,000, so H0 is rejected. Thus, organizational
culture has a positive and significant effect on
employee performance. It means that the higher the
organizational culture, the higher the employee
performance or the lower the organizational culture,
the lower the employee performance.
The results of this study are in line with the results
of research conducted by Anwar (2015) on the
Influence of Career Development and
Organizational Culture Against Employee
Performance Employees: Motivation Work As
Variable Intervening (Studies On Employees PT
PLN (Persero) Kudus Area), which states that
organizational culture has a significant positive
effect on work performance. Other supporting
research is conducted by Burhanudin (2016) on the
influence of career development and organizational
culture on work performance with work motivation
as intervening variable (study on Nissan employees
of PT United Indo Surabaya Branch Rahmat
Surabaya), which stated that the culture of
organization has positive and significant influence
on job performance.
The Influence of Work Motivation on Employee
Performance
The test result on the coefficient of the parameters
between work motivation on employee performance
showed a positive relationship with the value of
coefficient of 0.295 with t-statistic value of 5.891.
The t-statistic value is above the value of t table
2,000, so H0 is rejected. Thus, work motivation has
a positive and significant effect on employee
performance. It means that the higher the job
motivation, the higher the employee performance or
the lower the work motivation, the lower the
employee performance.
The results of this study in accordance with the
theory of Mangkunegara (2005), which states that
the factors that affect performance is a factor of
motivation. In line with that opinion, Handoko
(2001) stated that if the employee's work motivation
is high, then the employees will work harder so that
their performance will increase. The results of this
study are in line with the results of research
conducted by Vionita (2013) on the Effect of
Education Level and Work Motivation on
Employee Performance Performance of SMK
Negeri In Payakumbuh, stating that work
motivation has a positive effect on employee
performance. Because the higher the work
motivation of employees the higher the
performance. Other supporting research is
conducted by Juniantara (2015) on the Influence of
Motivation and Job Satisfaction on Employee
Cooperative Performance in Denpasar, which states
that motivation has positive effect on employee
performance. This study is in line with research
conducted by Mambea and Obwogi (2015) on The
Effects Of Motivation On Employee Performance
At Oceanfreight (Ea) Limited, which states that
motivation has a positive effect on employee
performance. Chandraningtyas et al. (2012) on the
Influence of Job Satisfaction and Work Motivation
on Employee Performance Through Organizational
Commitment (Study on Employees of PT Kusuma
Karya Persada) stating that motivation has a
positive and significant impact on employee
performance through organizational commitment.
5. Conclusion:
Based on the results of research and discussion
related to the influence of career development and
leadership of employee performance with work
motivation as intervening variable at Cooperative
Village Pedungan Denpasar, it can be drawn
conclusion as follows.
1. Career development has a positive and
significant impact on work motivation.
I Wayan Manggis et al. The Effect of Career Development and Organizational Culture to Employee Performance with
Motivation of Work as Intervening Variable in Cooperation in Denpasar Village
International Journal of Contemporary Research and Review, Vol. 9, Issue. 07, Page no: ME 20901-20916
DOI: https://doi.org/10.15520/ijcrr/2018/9/07/553 Page | 20913
2. Organizational culture has a positive and
significant effect on work motivation.
3. Career development has a positive and
significant impact on employee performance.
4. Organizational culture has a positive and
significant impact on employee performance.
5. Motivation of work have a positive and
significant impact on employee performance.
6. The influence of mediation of work motivation
variable on indirect influence of career
development on employee performance is
partial, meaning work motivation variable is not
as a key determinant on the influence of career
development on employee performance in
cooperative of Denpasar pedungan village.
7. Influence of mediation of work motivation
variable on indirect influence Organizational
culture on employee performance is partial,
meaning work motivation variable is not as a
key determinant on the influence of leadership
on employee performance in cooperative of
Denpasar pedungan village.
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International Journal of Contemporary Research and Review, Vol. 9, Issue. 07, Page no: ME 20901-20916
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