The influence of organizational culture and job design on job commitment and human resource performance

Kusdi Raharjo · Nurjannah Nurjannah · Solimun Solimun · Adji Achmad Rinaldo Fernandes

72 citations0/0 files storedJournal of Organizational Change Management

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Employee Performance and Management Job Satisfaction and Organizational Behavior Employee Performance and Motivation

Abstract

Purpose The purpose of this paper is to analyze the relationship between Job Design, Job Commitment and Organizational Culture with Human Resource Performance: a study of the construction services provided by national consultants. Design/methodology/approach The research population consisted of all employees of a national company offering consultation services, from four big Indonesian State-Owned Enterprises Contractors: PT. Yodya Karya Company, PT. Hutama Karya, PT. Adhy Karya, PT. Waskita Karya Referring to the approach to SEM modeling with an average population of 600 employees for each enterprises, the sample to be used as respondents consisted of 100 employees for each enterprises, and total 100×4 enterprises=400 samples. Findings The variables Organizational Culture and Job Design have a significant direct effect on Job Commitment. Likewise, the effect of Organizational Culture and Job Commitment on Human Resource Performance is also significant. However, a different result is shown in the result of the direct effect of the variable Job Design on the variable Human Resource Performance, which indicates that the variable Job Design does not have a significant direct effect on the variable Human Resource Performance. In other words, the intensity of the Job Design value will not affect the intensity level of Human Resource Performance. In addition, a mediating effect of the variable Job Commitment is found on the effect of Job Design and Organizational Culture on Human Resource Performance. Originality/value The use of Job Commitment to exercise a mediation effect on the relationship between the effect of Job Design and Organizational Culture on Human Resource Performance, and the research site (no previous research investigating this relationship).

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References

1983Culture's Consequences: International Differences in Work-Related Values.1990The measurement and antecedents of affective, continuance and normative commitment to the organization 1997Social Structure and Competition in Interfirm Networks: The Paradox of Embeddedness 1976Motivation through the design of work: test of a theory 1996EMPLOYEE CREATIVITY: PERSONAL AND CONTEXTUAL FACTORS AT WORK.1992Corporate Culture and Performance 1990Measuring Organizational Cultures: A Qualitative and Quantitative Study Across Twenty Cases 2003Intrinsic and Extrinsic Motivation

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