The Influence of Organizational Culture, Individual Characteristics, and Transformational Leadership Style on the Job Satisfaction and Performance of Employees in Indonesia
DOCUMENT SCORE of 100
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3 Incorrect Noun Number
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27 Punctuation
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Marbawi(1)
QUALITY MANAGEMENT TheInfluenceofOrganizationalCulture,IndividualCharacteri stics, andTransformationalLeadershipStyleontheJobSatisfaction andPerformanceofEmployeesinIndonesia MARBAWI1*,PrihatinLUMBANRAJA2,ArlinaNURBAI TYLUBIS2,ElisabethSIAHAAN2 1
[ ] Programe Program 1
→
1Doctoral Programe School of Economic and Business, Universitas Sumatera Utara & Lecturer in University of Malikussaleh, Indonesia 2Faculty of Economics and Business, Universitas Sumatera Utara, Indonesia
- Corresponding author: Marbawi; E-mail: marbawi@fe- unimal.org
2 Abstract [ ] descriptive 3 , 2 Incorrect word order
The purpose of this quantitative descriptive explanatory 3 4 survey study was to analyze the influence individual
[ ] 5 the performance or a performance
characteristics, transformational leaders, organization 4 Passive voice culture and job satisfaction on performance of employees 5 6 on PT. BankAceh. The research was conducted at the
[ ] theBank the bank
→
BankAceh employees located at Jalan Darussalam, BandaAceh. The population in this research are all 6 members of the employees at theBank Aceh 881 employees, the samples of this research 200 employees at Bank Aceh. The tool of analysis was SEM (Structural 7 equation modeling) using AMOS, the method of data
Repetitive word: individual
analysis with confirmatory factor analysis and structure 8 model analysis. The test results showed that simultaneous
[ ] perfor-mance performance 9 →
that the individual characteristic and transformational
[ ] are not effect are not effecting
→
7
individual characteristic, transformational leaders, organization culture and job satisfaction effect on perfor- 8 mance of employees on Bank Aceh, otherwise characteristic individual and transformational leaders are 9 not effect on job satisfaction of employees on Bank Aceh.
Keywords: individual characteristics, transformational leaders, organizational culture, job satisfaction and employee performance.
10 A. Introduction Repetitive word: give
PT. Bank Aceh is a commercial bank owned by the 11 Government of Province, Regency/City, Bank of Aceh is
[ ] 12 the economic
the Regional Development Bank committed to strengthen
[ ] the extensive or an extensive
itself to be the leading bank in the region with the business activities to collect funds, giving credit to the public and 10 give financial services. Now, Bank Aceh as a financial 13 intermediary also serves as the agent of trust, as an agent of
[ ] 14 own
economic development, as well as community service 11 15 Dangling modifier agencies which participate in the context of economic
Passive voice
development of the Acehnese. Bank Aceh through 12 competitive services with extensive network as well as a 16 professionally managed improves regional economic
[ ] has been was
→ growth that is expected to become a leading bank in Aceh.
Regional Champion Bank will continue for the 17
[ ] in accordance with by
→
transformation of BPD throughout Indonesia to become a 13 champion in his own area, so the Bank of Aceh can be a 18
[ ] conducts conducted
→
Leading Regional Bank in Aceh. To support the achievement of the transformation goals BPD as Regional 19
[ ] transfor-mation transformation 14 15
→
Champion , the bank is based on three pillars, strong resilience, the ability as Agent of Regional Development and ability to serve the needs of the community. In 2014, 16 Bank Aceh has been over 41 years old, growing and developing in providing financial services to customers, partners, stakeholders, as well as serving the people of 20 17 21 Capitalization at start of sentence
Aceh and Medan. In 2014 in accordance with the stages
[ ] gover-nance governance 22 →
24 18 Wordiness
Aceh still conducts strategic transformation, improves 25 Overused word: strong and builds the foundation of business growth, includes a 19 26 Overused word: powerful cultural transfor-mation , business transformation and the www.facebook.com/jossjob Unoriginal text: 10 words transformation of appearance within the frame of the risk- based management and
20
the implementation of the principles of good corporate 21 22 27 gover-nance to achieve the performance excellences . A 28 Repetitive word: choices determination that confirms the vision of the future of the
[ ] RBs RBIs 24 25 29 →
Bank of Aceh into a healthy, strong , powerful and
[ ] In terms of Regarding 30 →
reliable bank, and can provide high added value to our
[ ] , this ; this
→
partners and the public as well as to realize its mission as a 31 bank that is able to help and encourage economic growth 26 Passive voice and regional development in order to improve the 32 standard of living society through the development of 33 Passive voice business and economic empowerment of the people, and 23 34 Unclear antecedent give added value to the owner and employee benefits.
Passive voice
Bank Aceh continues to understand and try to realize what it takes to become a bank of choice. The management of Bank Aceh is grateful for the positive appreciation given 35 by the people of Aceh as the bank of choice among the 27 Overused word: important choices of banks in Aceh, consisting of 16 Commercial 28 36 Bank, 12 Islamic Banks, 6 Sharia, 5 RBs and 10 BPRS
[ ] measurement 29 .
with a network of 475offices. In terms of quantity, the number of employees of Bank Aceh in 2014 increased 30 compared to 2013, this was due to their recruitment. 37 Employee development of Bank Aceh by the level of
[ ] 31 , No education can be seen in Table 1.
Human Resources Management of Bank Aceh has been 32 33 34 done correctly. This can be seen from the training and education programs in career development for improved performance of employees, where management of the Bank Aceh realize that most companies fail in achieving its goals because of mistakes in managing Human Resources. Based on the above conditions in this about the role of human resources in Bank Aceh which has 35 an important role in achieving corporate objectives, 38
[ ] of Of
especially in the field of banking financial services through 39 →
[ ] organiza-tions organizations 36
→
the measurement 40 41 Passive voice [ ]
so as to to →
QUALITY 37 42 Overused word: important Vol. 19,No . 163/April2018 43
[ ] finan-cial financial
85
→
Access to Success QUALITY MANAGEMENT
38
of employee performance, job satisfaction, cultural 39 organiza-tions , individual characteristics and leadership 40 style. This study is expected able to provide an analysis of the role of human resources in developing the 41 institutional banking so as to create job satisfaction and performance of employees at the Bank Aceh. As the competition is competitive nowadays, the role of Human 42 Resources is important in the development of the finan- 43 cial services in banking organization through the performance of its employees.
Table 1. The Development of the Number of BankAceh 44 Employees by the Level of Education in 2010-2014
[ ]
SeniorHighSchool senior high school →
Education Level 2014 2013 2012 2011 2010
3
4
8 JuniorHighSchool
9
9
18 44 SeniorHighSchool 573 625 668 701 701 UnderGraduate 265 242 259 288 303 Graduate 709 569 559 549 537 MasterProgram
47
38
32
21
18 Total 45 1.606
[ ] charac-teristics characteristics
→
1.487
21 1.559 46
Addition 47
[ ] charac-teristics characteristics
→
119
- 13
- 14
- 26
25 Source: BankAcehAnnual Report in 2014
48 [
] charac-teristics characteristics
→
ResearchObjectivesandBenefits
I. Objectives
1. To identify and analyze the influence of individual 45 charac-teristics of organizational culture at PT. Bank Aceh.
2. To know and analyze the influence of transformational 46 leadership on organizational culture at PT. Bank Aceh.
3. To know and analyze the influence of individual charac- 47 teristics on employee job satisfaction at PT. Bank Aceh. 49
[ ] satis-faction satisfaction
→
4. To know and analyze the influence of transformational leadership on employee job satisfaction at PT. Bank Aceh.
50 [
] per-formance performance
5. To know and analyze the influence of organizational
→
culture on job satisfaction of employees at PT. Bank BPD Aceh.
6. To know and analyze the influence of individual charac- 48 teristics on the performance of employees at PT.
BankAceh.
51 [
] perfor-mance performance
7. To know and analyze the influence of transformational
→ leadership on employee performance at PT. Bank Aceh.
52
8. To know and analyze the influence of organizational [
] ResearchBenefits research benefits
→
9. To know and analyze the influence of job satisfaction on the performance of employees at PT. Bank Aceh.
Bernadin Bernadine ]
] → 75 Unoriginal text: 8 words www.coursehero.com/file/pa0iso/Som… 76 Passive voice 77 Unoriginal text: 8 words www.coursehero.com/file/p1efqp/Wh… contri-butions contributions
] 74 [ unit units
73 [ the unit
→ 71 Unknown word: proposedsixcriteriaformeasuringtheperformance 72 Unoriginal text: 8 words www.coursehero.com/file/pa0iso/Som…
Bernadin Bernadine ]
→ 70 [
] ".
] 69 [ ."
, the ] 68 [
→ 67 [
] ".
64 Unknown word: jobfunctionoractivityduring 65 Unknown word: aspecifiedtimeperiod 66 [ ."
→
63 [
10.The influence of individual characteristics on job satisfaction and organizational culture as a mediating variable in PT. Bank Aceh.
] → 62 Unknown word: itisusefultogivespirit
[ satis-faction satisfaction
] → 61
57 Unusual word pair 58 Overused word: especially 59 Unknown word: banksbelongingtothelocalgovernment 60 [ thisresearchis this research is
a. For financial bank institutions, especially 49 50 51 52 53 54 55 56 57 58 53 Misspelled word: humanresourcemanagement 54 Unknown word: soastoenrichthe 55 Unknown word: empiricalevidencerelatedtothevariablesforthiskindof 56 Passive voice
2. Practical Benefits
a. For the development of science, especially concerning humanresourcemanagement (HRM)soastoenrichthe empiricalevidencerelatedtothevariablesforthiskindof research b. For other researchers, this study can be used as a reference for further research with different variables.
1. Theoretical Benefits
II. ResearchBenefits
14.The influence of organizational culture on employee perfor-mance and job satisfaction as mediating variables in PT. Bank Aceh.
13.The influence of transformational leadership on employee performance and job satisfaction as mediating variables in PT. Bank Aceh.
12.The influence of individual characteristics on employee per-formance and job satisfaction as mediating variables in PT. Bank Aceh.
11. The influence of transformational leadership on job satis-faction and organizational culture as a mediating variable in PT. Bank Aceh.
→ banksbelongingtothelocalgovernment ,thisresearchis useful to determine the factors that influence job satis- faction and employee performance.
b. ForemployeesofPT. BankAceh,itisusefultogivespirit and trigger its performance and future.
→ 88 Overused word: important 89 Possibly confused word
→ statethat state that
] 101 Wordiness 102 Repetitive word: individual 103 Repetitive word: characteristics 104 Repetitive word: study 105 Possibly confused word 106 Passive voice 107 performar performer
[ , number
] → 100
, sex ] 99 [ maritalstatus marital status
] → 96 Unknown word: numberofdependentsandtenurein 97 Unknown word: racteristicscanbeseenontheage 98 [
, gender ] 95 [ maritalstatus marital status
94 [
] → 93 Unknown word: statesthatthefactors
90 Unknown word: aredifferentfromoneanother 91 [ ] 92 [ andpersonality and personality
] ".
LiteratureReview Performance Bernadin & Russell (1998: 239) provides limitations on the performance as a "record of outcome produced on a specified jobfunctionoractivityduring ,aspecifiedtimeperiod ".
86 Unknown word: characterofapersonwhodistinguisheswithotherpeople 87 [ ."
85 Misspelled word: IndividualCharacteristics
83 Unoriginal text: 9 words www.coursehero.com/file/pa0iso/Som… 84 Possibly confused word
82 [ ]
→ 80 Passive voice 81 Unoriginal text: 8 words www.coursehero.com/file/pa0iso/Som…
orga-nization's organization's ]
4. Cost-Effectiveness: The degree to which the use of the orga-nization's resources (e.g., human, monetary, technological, material) is maximized in the sense of getting the highest gain or reduction in loss from each unit or instance of the use of a resource. 59 60 61 62 63 64 65 66 67 68 69 70 71 72 74 73 76 75 77 79 78 80 81 78 Unoriginal text: 10 words www.coursehero.com/file/pa0iso/Som… 79 [
3. Timeliness: The degree to which an activity is completed , or a result produced, at the earliest time desirable from the standpoints of both coordinating with the outputs of others and maximizing the time available for other activities.
2. Quantity: The amount produces, expressed in such terms as dollar value, number of unit , or number of completed activity cycles.
1. Quality: The degree to which the process or result of carrying out activity approaches, in term of either conforming to some ideal way of performing the activity or fulfilling the activity's intended purpose.
Then,the appraisal of performance is "a way of measuring the contri-butions of individuals to their organization". Bernadin & Russell (1998: 243)proposedsixcriteriaformeasuringtheperformance of employees, namely:
→ performar can carry out a job function without either having to request supervisory assistance or requiring supervisory intervention to prevent an adverse outcome.
6. Interpersonal Impact: The degree to which a performer pro-motes feelings of self-esteem, goodwill, and cooperativeness among coworkers and subordinates.
Unoriginal text: 8 words 118 Unoriginal text: 8 words 119
→ caya Maya
→ orga-nizational organizational
] → 133 diffe-rentiate differentiate
Passive voice 125 Passive voice 126 [ ] 127 Unknown word: professio 128 Unknown word: nalismandintegrity 129 Misspelled word: customersatisfaction 130 Unknown word: asa 131 Unknown word: bersama 132 [ k arya K arya
Weak adjective: popular 123 Unoriginal text: 8 words ovnation.weebly.com/ 124
] → 122
] 121 [ organiza-tional organizational
120 [
[ ]
Wordiness 116 Possibly confused word 117
IndividualCharacteristics Rival (2006) states that "the individual characteristics are special characteristics, the properties of psychological, moral or characterofapersonwhodistinguisheswithotherpeople ".
Misspelled word: Organizationalculture 115
] , 114
[ and
] → 113
112 [ per-sonality personality
] .
Unknown word: shapeofthebody 109 Unknown word: thelevelofphysicalhealth 110 Unknown word: andtheabilityof 111 [ it
Mathiue&Zajac(1990)statethat personal characteristics include age, gender, education level, ethnicity,andpersonality . Robbins(2006)statesthatthefactors which is easily defined and available, data that can be obtained most of the information provided in the personnel file of an employee expressed in the individual characteristics include age,gender ,maritalstatus ,numberofdependentsandtenure in the organization. Siagian (2008) states that, biographical cha- racteristicscanbeseenontheage ,sex ,maritalstatus ,num ber of dependents and the work period. Based on several expert opinions about the instruments to measure variables individual characteristics, so in this study the author uses and adopts dimensions of the individual characteristics of the study con-ducted by Lumbanraja (2007), namely: the individual charac- teristics can be influenced by physical factors consisting of the shapeofthebody ,thelevelofphysicalhealth ,andtheabi 82 84 83 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 107 102 103 104 105 108 106 109 110
Everyhumanbeinghasindividualcharacteristicsthat aredifferentfromoneanother .
The most important resource in the organization is the human re-source , the people who give you energy, talent, creativity, and their efforts to the organization for an organization to keep its existence.
→ factors include: intelligence, talent, personality and level of education. However, in the study of individual characteristic variables, it
86 Vol. 19,No. 163/April2018 Access to Success QUALITY QUALITY MANAGEMENT measures the dimensions of the ability, attitudes, values, per-sonality and learning.
[ JobSatisfaction job satisfaction
Repetitive word: indicators 154 orga-nization organization
] , 153
[ study
Sentence fragment 152
Sentence fragment 151
Passive voice 149 Overused word: important 150
→ 148
." ] ".
147 [
146 Possibly confused word
] →
Unoriginal text: 8 words quizlet.com/31900339/quiz-11-12-flas… 145
Organizationalculture According to Schein (2004), he defined by the broader culture as: "A pattern of shared basic assumption that the group learner as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered invalid and therefore, to be taught to new members as the correct way to perceive, think and feel in relation to these problems". According to Mas'ud (2004), Organizational Culture is a system of meanings, values, and beliefs that are shared within an organization to be a reference to action and diffe- rentiate one organization to another organization.
] → 144
143 [ trans-cend transcend
] →
[ is are
] , 142
→ 141 [ and
] ",
Unknown word: suggestedthattransformationalleadership 138 Unknown word: isaprocessinwhichleadersandsubordinateslifteachotherto 139 Unoriginal text: 8 words 140 [ ,"
Repetitive word: develops 137
] → 136
[ ] 135 [ impro-ved improved
Based on the theories, the results of previous research on organizational culture, and application of the concept of orga-nizational culture in Bank Aceh, this study measures organiza-tional culture done with some very popular concept. To be able to carry out the vision and mission of the bank, its employees and BankAceh management embrace and believe, practice and implement cultural values that will be developed are formulated as CAYA PROFIT ASA BERSAMA KARYA. The dimensions of organizational culture in this research: trust 101 111 112 113 114 116 117 118 123 122 121 120 115 119 124 125 126 127
→
[ ] 128 129 130 Unknown word: , co-workers namelynatureofthework
nalismandintegrity (profit),customersatisfaction (asa 131 ),growing together (bersama ) and continuous work 132 (karya ). 156 133
Misspelled word: ConceptualFramework
TransformationalLeadership 157
[ ] inves-tigated investigated
→
Leadership style is developed in the context of the orga- 158
[ ] 134 theo-ries theories
nization , where transformational leadership cares to the 135 136
→
impro-ved performance, and develops followers to the maximum potential (Avolio, 1999; Bass & Avolio, 1990a) in Northouse (2013). 137
Burns(1978)suggestedthattransformationalleadership 138 isaprocessinwhichleadersandsubordinateslifteachotherto the degree of morality and motivation higher. " Leaders and followers raise one another to higher levels of 139 140 morality and motivation", where leaders are trying to 141 change the followers' consciousness on ideals and moral values such as equality, justice, peace, as well as 142 humanitarian and instead is based emotions, such as fear, jealousy, or hatred. In Roobins & Judge (2013), 143 Transformational Leaders inspire followers to trans-cend Reviews their self-interest for the good of the organization 144 and can have an extraordinary effect on their followers.
In this study, the dimensional measure of transformational leadership is charisma and influence, inspirational 159 motivation, intellectual stimulation and individual
Misspelled word: ResearchHypothesis attention. 160 145 Wordiness
JobSatisfaction 161 162 Unknown word: isdefinedasarelationshipthatisexpectedtologicallybetween Luthans (2011: 141) says "a comprehensive definition of 146 Passive voice job satisfaction as involving cognitive, affective , and 163 evaluative reactions or attitudes and state" it is "a 164 Unknown word: ofassociationsthatcanbetested pleasurable or positive emotional state the resulting from
[ ] and 147 165 ,
the appraisal of one's job or job experience". Job
Passive voice
satisfaction is a result of the employees' perception of how 148 166 well their job provides those things that are viewed as
[ ] 149 the organizational
important . The factors that determine job satisfaction according to Smith, Kendell, and Hulin (1969), quoted by Luthans (2002) in Siahaan (2007), namely: 167
1. The work itself;
2. Payroll system;
3. Promotion opportunities;
150
4. Supervision ;
151
5. Coworkers ;
152
In this study the indicators used to measure employee 153 satisfaction at the Bank Aceh using indicators that have 154 been doneinSiahaan(2007),namelynatureofthework ,co- 155 workers , supervision characteristics, payroll and opportunities for promotion.
156
ConceptualFramework Based on several previous studies which have been inves- 157 tigated by researchers previously against some of the variables that are related to this research, and also refers to 158 some theo-ries that have been presented by experts, it can be described the conceptual framework as follows:
168 [ ] with on
→
Figure 1. Conceptual Framework for Research Sources: Various studies supporting
159
ResearchHypothesis
According to Sekaran (2007), Dalimunthe, et al., (2016), Lubis, et al. (2016), Muda, et al. (2014 & 2016), the hypothesis isdefinedasarelationshipthatisexpectedtologicallybetween two or more variables are expressed in the form of a statement that can be tested , the relationship is estimated based network ofassociationsthatcanbetested . Thisresearchisbasedont he formulation of the problem, the theoretical basis and previous studies, the hypothesis can be formulated as follows:
] →
] → 176
Incorrect spacing 177 [ ea-sier easier
] → 178
[ a Likert or the Likert
] 179 Repetitive word: statement 180 Possibly confused word 181 Misspelled word: DataAnalysisTechniques 182 [ The inferential or An inferential
] 183 [ draw conclusions about conclude
184 Unknown word: inthemodelandhypothesistesting 185 Unknown word: studyusedtwokindsofanalysistechniques 186 Unknown word: basedonmeasurementpredictionsthathasthenon 187
Unknown word: discriminantvaliditycanbeseenin 175
[ reflec-ting reflecting
] → 188
[ the Convergent
] 189 [ P value P-value
] → 190
[ v ariance V ariance
] →
[ t ailored T ailored
Unknown word: inthestudyoftheserequirementshaveallbeenfulfilled 174
1. There is the influence of individual characteristics on organizational culture at PT. BankAceh.
9. Thereistheinfluenceofjobsatisfactionontheperformance of employees at PT. BankAceh.
2. There is the influence of transformational leadership on organizational culture at PT. BankAceh.
3. There is the influence of individual characteristics on employee job satisfaction at PT. BankAceh.
4. There is the influence of transformational leadership on employee job satisfaction at PT. BankAceh.
5. There is the influence of organizational culture on job satisfaction of employees at PT. BankAceh.
6. There is the influence of individual characteristics on the performance of employees at PT. BankAceh.
7. There is the influence of transformational leadership on employee performance at PT. BankAceh.
8. There is the influence of organizational culture on employee performance at PT. BankAceh.
10.Organizational culture mediates the influences between 161 162 163 160 164 165 166 167
] → 173
[ ofAceh of Aceh
] → 170
[ Aceh
] .
171 [ eli-gible eligible
] →
172 [ p value p-value
191 Wordiness 192 Unknown word: isevaluatedbyusingthe of Aceh.
11. Job satisfaction mediates the influence of individual characteristics with the performance of employees of PT.
BankAceh.
12.Job satisfaction mediates the influence of individual characteristics with the performance of employees of PT.
BankAceh.
13.Job satisfaction mediates the effect of transformational 168 leadership with the performance of employees of PT.
Bank Aceh.
14.Job satisfaction mediates the influence of organizational culturewiththeperformanceofemployeesofPT. BankAceh.
Methods Location and Time The subjects in this study were employees of Bank 169 ofAceh , which all employees who were at the bank 170 branch in Aceh
Access to Success Vol. 19,No. 163/April2018
87 193
[ ]
The population or A population
QUALITY 194
[ ] 195 The target [ ] ie i.e. 196 →
[ ] ie 197 ,
Convergentvalidityispartofthemeasurementmodelwithin
[ ] emplo-yees employees 198 →
SEM-PLS and is usually referred to as outer models while
[ ] ofAceh of Aceh
→
the covariance-based SEM-called confirmatory factor analysis (CFA) in Sholihin and Ratmono, (2013: 64). There are two criteria to assess whether the outer models 171 (measurement model) is eli-gible to construct reflective convergent validity, namely (1) loading should be above 172
0.70 and (2) p value a significant 199 173 Repetitive word: branch
201 [ ] study
,
. (Hair et al. In Mahfud and Ratmono, 2013: 65). Then to
[ ] 174 202 , in
test discriminantvaliditycanbeseenin Table
[ ] ; Muda
1belowareasfollows:
175 176
tailored to the statements / questions to make 177 respondents ea-sier to answer and avoid bias. The 178 measurement used is Likert scale where each 179 180 statement has answers are 1 (strongly disa-gree ), 2 203 (disagree), 3 (neutral), 4 (agree) to 5 (strongly agree). 181 204 Unknown word: studyaquestionnairesheet DataAnalysisTechniques 182 205 Unknown word: therearetwotypesofstatements
Inferential statistic is a method related to sample
[ ]
Ques-tionnaire Questionnaire 183 206 →
analysis to draw conclusions about the characteristics of 207 Repetitive word: statements the population. After collecting the data and information in 208 Repetitive word: questions [ ] the field, then to manage data and information, the writer a scale or the scale 209
Repetitive word: answers
used the Structural Equation 210
[ ] ofTesting of testing 184 211 →
Model(SEM)inthemodelandhypothesistesting .This
[ ] Reability Reliability 185
→
studyusedtwokindsofanalysistechniques ,withthePLSmod el basedonmeasurementpredictionsthathasthenon 186 - parametric as follows (Ghozali, 2014):
1. Measurement Model or Outer Models has indicators 187 188 reflec-ting evaluated by Convergent validity of 189 190 significant P value <0.05 and Average variance Extracted (AVE) > 0.50 and Cronbach Alpha (CA) >0.60and Composite Reliability (CR) with Restrictions >0.70 to qualify the model. 192
2. StructuralModelor Inner model isevaluatedbyusingthe R-square for CONSTRUCTS dependent, Stone-Geisser Q- Square test for predictive relevance and model fit indices and the P value by featuring three indicators fit that average path coefficient (APC), and average R-square (ARC) with a P value >0.05 and the average variance inflation factor (AVIF) with values > 5 has met the criteria 191 for a model.
C. Results and Discussion
1. MeasurementModelAnalysisResults or Outer model QUALITY MANAGEMENT Province and North Sumatra, the location was done in
Banda Aceh – Indonesia.
TypesandSourcesofData The type of data in this research is quantitative data. The data used in this study are primary data from the respondents' perception of the variables used (Muda et al., 2016).Any form of communication with the respondents in this study used questionnaires submitted directly to the respondent.
PopulationandSampleResearch Population
193
Population is a combination of all the elements that have a series of similar characteristics which include the benefit of the research problem. (Malhotra, 2005 and Muda et al., 194 2016). Target population in Bank Aceh were employees, 196 195 197 ie all emplo-yees who are on a bank branch in Aceh, both conventional and Sharia Branches in the 198 province ofAceh and North Sumatra with a minimum term of one year, with a total population of 814 people.
Samples The amount of samples taken at any branch of Bank Aceh is determined proportionally, based on the total population 199 of employees at each branch of the Bank Aceh. In this 200 study the number of samples is 305 respondents based on the condition 201 202 ofSEM5x61indicators,in (Ferdinand,2014;Muda et al.,2016; Lubis et al., 2016; 2016).
DataCollectionTechniques Data collection method used in this research is by using questionnaire instrument, which is a set of written
2007). In this 203 204 studyaquestionnairesheet ,therearetwotypesofstatements / questions: (1) statements relating to the measurement of the variables; (2) questions relating to the respondent data. 205 206
Ques-tionnaire is made of the statements / structured 207 208 questions and provides an answer in the form of scale 209 with answers that are
210 211
Table 1. Results ofTesting of Composite Reability (CR), Average Variance Extracted (AVE) and Cronbach Alpha (CA) Variable Composite
212
Average variance
Wordiness
Cronbach 213 214 Unknown word: resultsoftheanalysisofreliabilityevaluationby [
] CronbachAlpha Cronbach alpha 215 → 216 Repetitive word: value
Repetitive word: suggested
Reliability (CR) Extracted (AVE) Alpha (CA)
217 [
] sig-nificance significance
→ 218
Value
[ ] goodnessoffit goodness of fit
→
Cut-off Acquisition Cut-off Acquisition Cut-off
Value Value Value value Value Employee Performance (KK) 0.967
0.70 0.711
0.50 0.963
0.60
219 [ ]
Pvalue P-value
Individual Characteristics 0.9780.7380.976
→
0.70
0.50 (KI)
0.60
220
Transformational Leadership 0.938
[ ] a value or the value
0.949
0.70 0.699
0.50 (KT) 221
0.60
[ ]
5 Five 222 → [
] this output these output
→
Cultural Organization 0.9820.7810.980
0.70
223
0.50
[ ] g oodness G oodness 224 →
[ ] the goodness or a goodness
(BO) 225
Passive voice
0.60 Job Satisfaction (KP) 0.966
0.742
0.50 0.961
0.60 Source: BankAceh (data processed by WarpPLS 2015) Based on testing discriminant validity, the value of Average Variance Extracted (AVE) suggested is above 0.50 then the 213 resultsoftheanalysisofreliabilityevaluationby 214
CronbachAlpha (CA) and Composite Reliability (CR), 215 216 the value of Cronbach alpha (CA) suggested is above 0.60 while the value limits of Composite Reliability (CR) of 0.70 based on Table 1 above, it can be summed up all that these variables have been eligible limit to the corresponding value of discriminant validity and Ratmono 212 Sholihin's opinion, (2013).
StructuralModelAnalysisResults or InnerModel Structural evaluated by looking at the test results Average Path Coefficient (APC), and Average R-square (ARS) with 217 sig-nificance > 0.05 and the value of Average Variance Inflation Factor (AVIF) should have values below 5, in this study the modeldoesnothappenmultikoKline(1998)inSholihin(2013). 218 WarpPLSprovidemodeltest(goodnessoffit )asshowninTab le2.
88 Vol. 19,No. 163/April2018 Access to Success QUALITY QUALITY MANAGEMENT
Table 2. Suitability Model (Goodness of fit) of 0.247 with a P value of 0.001 is below the significant value in 0. 05, and the average R-square (ARS) of 0.464 with a P value FitModelFitIndices
219
Pvalue of 0.001 is below the significant value in 0.05, while the average Average Path Coefficient (APC) 0.247 0.001 variance inflation factor (AVIF) of 2.753 with good if 220 value below
Average R-squared (ARS ) 0.464 0.001
221 222
5 it can be concluded this output results indicate that criteria Average Variance Inflation Factor (AVIF) 2.753 Good if < 5
224 223 225
goodness of fit the model have been met . To see how big the
Source: Bank Aceh (data processed by WarpPLS 2015) influence of exogenous variables that individual characteristics, Based on Table 2 above, the result of testing of model fit transformational leadership and organizational culture on endogenous variables namely job satisfaction and employee (goodness of fit) shows that the average path coefficient (AFC) performance can be seen in Figure 2 below is as follows: Figure 2.
Structural Model and Results Calculation of WarpPLS
226 Passive voice
PathModel
227 [ ]
Effecs Effects → Coefficients P Cultural Organization (BO) <--- Characteristics of Individuals (KI),409, 001 Cultural Organization (BO) <--- Transformational Leadership (KT),259, 003 Table 3. 228
[ ] TotalEffect total effect
→
Job Satisfaction (KP) <- - Organizational Culture (BO),240, 001 Effect of Variable Job Satisfaction (KP) <--- Characteristics of Individuals (KI),187, 019 Against Job Satisfaction (KP)
Transformational Leadership (KT),268, 001 Endogenous Employee performance ( KK) <--- Characteristics of Individuals (KI),172 019 exogenous variable Employee performance (KK) <--- Organizational Culture (BO),208, 005 Employee performance (KK) <--- Transformational Leadership (KT),253, 037 Performance employees (KK) <--- Job Satisfaction (KP),231, 008
226
Sources: Primary data are processed by WarpPLS, 2015
227
Table 4. Directs Effect, Indirects Effecs dan Total Effects Effect Individual Transformational Organizational Job Employee Characteristic Leadership Culture Satisfaction Performance
228
TotalEffect
Organizational Culture 0.409 0.259 Job Satisfaction 0.280 0.330 0.240 Employee Performance 0.323 0.427 0.263 0.231 DirectEffect
229 Passive voice
Organizational Culture 0.409 0.259
230 Job Satisfaction 0.187 0.268 0.240 Employee performance 0.172 0.253 0.208 0.231 IndirectEffectof 2segments Organizational Culture Job Satisfaction 0.098 0.062
0.128 0.116 0.055 IndirectEffect(IndirectInfluence)3segments Organizational Culture Job Satisfaction Employee performance 0.023 0.014
231
229
Passive voiceSources: Primary data are processed by WarpPLS, 2015
Access to Success Vol. 19,No. 163/April2018
] → 251
→ cha-racteristic characteristics
] 3 ,
Unoriginal text: 8 words www.macrothink.org/journal/index.ph… 262 Overused word: positive 263 [ 3,
Passive voice 261
] → 260
[ ofPT of
] → 259
] 258 [ are is
Repetitive word: organizational 256 Repetitive word: organizational 257 [ the organizational
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Passive voice 253 Repetitive word: organizational 254 [ transfor-mational transformational
] 252
[ the organizational
Overused word: positive 250 [ tran-sformational transformational