The Influence of Organizational Climate and Organizational Culture

on Employees’ Performance to Sustain Natural Resources at

Pematang Siantar Hotel

Horas P. Sinurat

, Nazaruddin Matondang

, Isfenti Sadalia

Master of Management, Postgraduate School, Universitas Sumatera Utara, Medan, North Sumatra 20155, Indonesia

Doctor of Industrial Engineering, Faculty of Engineering, Universitas Sumatera Utara,

Medan, North Sumatra 20155, Indonesia

Doctor of Economy, Faculty of Economy, Universitas Sumatera Utara, Medan, North Sumatra 20155, Indonesia

Keywords: organizational climate, organizational culture, performance of employees’, natural resources

Abstract: This paper describes the influence of organizational climate and organizational culture on performances of

the employees in Siantar Hotel. It aims at (1) knowing and analyzing the relationship between two variables

or more and (2) determining the significance influence to the employees in accordance with their respective

roles in the company. This research is conducted by associative quantitative design with sampling method.

The result of this research shown that the organizational climate and organizational culture simultaneously

have a significant influence on the performance of employees.. It is indicated by F-

count

(68.525)> F-

table

(2.72) and sig-p (0,000) <0.05. The organizational climate partially has a significant influence on the

performance of employees. It is indicated by the t-value of X1 (4,595)> t-

table

(1.66) and p-value (0,000)

<0.05. The organizational culture partially has a significant influence on the performance of employees. It is

indicated by the value of t-

count

X2 (11.221)> t-table (1.66) and p-value (0,000) <0.05.

1 INTRODUCTION

1.1 Background of the Study

Employee performance is a description of the

success of a company as well as an indicator of the

real behavior of the employees in the form of the

resulting work achievements in accordance with the

role of each in the company. Employee performance

is the result of work achieved a person or group of

people in accordance with the authority or the

responsibility each employee during the period.

Employee performance is the level where the

employee achieves job requirements.

In facing the challenges of an increasingly

competitive, employee performance be the deciding

element of the success of the company. Higher

performance means increased efficiency,

effectiveness, or the higher quality of the completion

of a series of tasks which are charged to an

employee within an organization or company

(Mangkunegara, 2010).

Rapid development of globalization demands

every company should be able to maximize the

performance of employees. This means that the

company must be able to analyze the factors that can

affect the performance of the employees. In

addressing these human resources (HR) is the main

thing to be aware of its development because of the

existence of a good and professional human

resources will greatly assist in maximizing

performance in a company (Husein, 2011).

The hotel is one of the factors supporting the

tourism which has a very important role in

developing tourism facilities and infrastructure,

where the hotel as one of the types of

accommodation that are directly involved in the

provision of services lodging, eating and drinking as

well as other facilities are expected to provide

satisfaction for everyone who wears such services.

The hotel is a place of temporary sojourn from the

tourists who was performing activities tours hotel is

one of the central in tourism industry which requires

high-quality human resources.

182

P. Sinurat, H., Matondang, N. and Sadalia, I.

The Inﬂuence of Organizational Climate and Organizational Culture on Employees’ Performance to Sustain Natural Resources at Pematang Siantar Hotel.

DOI: 10.5220/0009899900002480

In Proceedings of the International Conference on Natural Resources and Sustainable Development (ICNRSD 2018), pages 182-188

ISBN: 978-989-758-543-2

It also requires human resources with good

performance. Human resources is key for to extend

an organization because it is an asset of the

organization is relatively difficult to emulate by

other organizations. Therefore, human resources

must continuously improve its performance in

carrying out its tasks the company daily. Employee

performance is a very important factor for an

enterprise. Performance as the embodiment of a

work of an employee behavior is shown as working

achievements in accordance with its role in a

company in a given period. This is due to the

performance of the employee as a determinant of

success and survival of the company

(Mangkunegara, 2010).

A strong Culture will support the company in the

achievement of the objectives of the company with

establish rules or guidelines in thought and action in

achieving the goals set.

Table 1: Target Achievement

No.

Years

The Percentage Of

Achievement Of Company

Target

(

)

1 2011 94

2 2012 91

3 2013 89

4 2014 86

5 2015 83

6 2016 82

Table 1 shows that since the year 2012 corporate

performance decline. This is shown by the decrease

in the percentage of achievement of the target

company.

The same is shown by the results of the

performance appraisal as can be seen in Table 2.

Table 2: The Employee Performance in 2011-2016

The Employee Perfomance

Years The Value Of

Achievement

The Assessment

Categories

2011

Good

2012 86

Good

2013 67

Enough

2014 64

Enough

2015 66

Enough

2016 63 Enough

Average 69 Enough

Table 2 shows that employee performance

categories in 2011 to 2012 still belongs to the good

but since the year 2013 to 2016, the employees

performance of the Siantar Hotel has decreased into

enough category. This performance assessment

using the method of rating scalewhere the elements

of the assessment that is used is some of the

performance indicators as a result of work,

responsibility, cooperation, and disciplined

work.The scale of the enterprise is divided into 4

categories:

 The category of less, with scale values smaller

than 56.

 Category enough, with a scale of values between

56 – 70.

 Category, with a scale of values between 71 –

85.

 The category is very good, with a scale of values

between 86 – 100.

Based on the results of the pre-research with

interviews to Siantar Hotel Management, employee

performance decline is intimately connected with the

creation of the climate has not been a good

organization like lack of support and commitment to

the Organization and lack of cooperation during the

conduct of the work. Whereas the factors of

organizational culture that is causing the decrease in

performance is still a low level of employees’

creativity and discipline in work.

1.2 Research Objectives

The general objective of the research was to analyze

the influence of climate and organizational culture

simultaneously against employee performance in

Siantar Hotel. As for the specific purpose of the

research was:

1. To know and analyze the organizational climate

that applied to employees

2. To know and analyze the organizational culture

which is applied against the Hotel employee

Siantar

1.3 The Benefits of Research

As for the benefits of the research are:

1. Give input on behalf of Siantar Hotel in

improving employee performance through

improvements to the climate and culture of the

organization. For example, an increase in the

responsibility as part of the organizational

climate and the increase in honesty and

discipline as part of organizational culture.

The Inﬂuence of Organizational Climate and Organizational Culture on Employees’ Performance to Sustain Natural Resources at Pematang

Siantar Hotel

183

2. As material input for the development of

management science for Master of Management

degree programme.

3. The study is expected to be able to add

understanding to the researchers about

performance and the factors that affected it.

2 REVIEW OF THE

LITERATURE

Employee performance does not just information for

a promotion or the determination of the salary for

the company but rather about how the company can

motivate employees and develop a plan so that the

decrease performance can avoided and improved.

The performance of the employee's need for

assessment with a view to providing a good

opportunity to employees upon their career plan

views of the strengths and weaknesses, opportunities

and threats so that companies can set the granting of

salary, give promotion, and can see the behavior of

employees through performance assessment.

The performance of the employee is affecting

how much they contribute to the organization.

Performance is a very important thing in a company

to achieve its goals. Performance can go well when

employees get salary expectations, get training and

development, conducive work environment, got the

same treatment, placement of employees in

accordance with its expertise and assistance career

planning, as well as there is feedback from the

company (Mathis dkk, 2011).

Performance improvement strategy is the way

companies improve the performance of the

employee in order that the purpose of the company

can be reached. The performance improvement

strategy in order to be successful then the company

needs to know the target performance, the

performance target set is the individual specifically,

in the areas of the project, the process, regular

activity and core will be the responsibility employee.

If the performance goal is successfully grown from

within the employees, they will form a power and if

the situation shaped the work environment to

support the achievement of the performance then it

would be easier.

Employee performance improvement strategies,

among others, performed with the improvement of

the climate of the organization. Employee

performance improvement Strategies through the

culture of the organization. Employee Performance

is the result of the synergy of a number of factors.

These factors are environmental factors internal

organization, external, environmental factors and

internal factors of the employee or employees.

Employees can work well when you have a high

performance so that it can produce a good working

anyway. With its high-performance employee-

owned organization goals, is expected to be

achieved (Rivai, 2010).

3 METHODOLOGY

The approach that will be used for this study is

based on primary data collection using a

questionnaire. Sampling technique used is based on

probability sampling.

3.1 Research Model

The climate of the organization is the quality of an

organization's internal environment experienced by

its members affects behavior and can be imaged

from a set of specific characteristics or attributes of

the organization while the performance is the result

of work related to the objectives of the Organization,

such as quality, efficiency, and effectiveness of the

other criteria.

A strong cultural organization will affect certain

characteristics so as to provide an attraction for

individuals to join into the organization.

Compatibility between the organizational culture

with values that are owned by members of the

Organization will be elicited good performance,

thereby encouraging individuals to stay at one

company and a career in the long run (Robbins,

2011).

This research consists of 2 (two) free variables

i.e. organizational climate (Wirawan, 2008) and

organizational culture (Sutrisno, 2011) as well as 1

(one) bound variables i.e. employee performance

(Siagian, 2006)Siantar Hotel, so that the framework

of thought research can be described as follows:

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Figure 1: Research Model

3.2 Hypothesis

1. There is an influence between organizational

climate on performance of employees partially.

2. There is an influence between organizational

culture on performance of employees partially.

3. The organizational climate and organizational

culture simultaneously influence positive and

significant on performance of employees.

3.3 Research Design

Data collected for the research is primary and was

gathered by distributing the questionnaire to the

employees in Siantar Hotel. During its development,

the questionnaire was tested to ensure that the only a

valid sample’s responses would be used in the

survey. Questions were the Likert scale type, to find

out how the training put an impact on organizational

development.

Likert scale was used to measure attitudes,

opinions, and perceptions of a person or a group of

people about social phenomena (Sugiyono, 2012).

Each answer is given a score based on the Likert

scale with the numbers or weights are 1 up to 5.

3.4 Data Source

Data gathered for the research is Primary and it has

collected for the first time through questionnaire.

However, a little assistance was taken from the

already existing journals and books on internet for

determining the suitable variables, forming the

questionnaire and interpreting the statistical results

of the testing hypothesis.

3.5 Data Type

Data type is Quantitative and all questions in the

questionnaire are close ended as the main objective

of the study is to determine whether the relationships

between variables exist or not to get statistical

equation that links those variables.

4 DATA ANALYSIS

4.1 Analysis of the Classical

Assumptions

4.1.1 Test for Normality

Table 3: Normality Test Result

Figure 2: Normality Test Graphic

Table 3 shows that the residual value of the

probability (asymp. sig 2-tailed) is 0299, larger than

the sig-α (0.05). The results of this study meets the

test of normality test requirements i.e. If p > 0.05

sig, then it can be inferred that the data research

distributed normally.

One-Sample Kolmogorov-Smirnov Test

.0000000

3.07713856

.108

-.076

.974

.299

Mean

Std. Deviation

Normal Parameters

a,b

Absolute

Positive

Negative

Most Extreme

Differences

Kolmogorov-Smirnov Z

Asymp. Sig. (2-tailed)

Unstandardized

Residual

Test distribution is Normal.

Calculated from data.

Organizational Climate

)

1. The structure

2. Responsibility

3. Awards

4. Support

5. Organizational

commitment

Performance (Y)

1. Timeliness

2. The quality of the work

3. Business address the

trouble

4. Cooperation

5. Honesty

OrganizationalCulture

)

1. Honesty

2. Persistence

3. Creativity

4. Discipline

5. Organizational

commitment

The Inﬂuence of Organizational Climate and Organizational Culture on Employees’ Performance to Sustain Natural Resources at Pematang

Siantar Hotel

185

4.2 Multicollinearity Test

Multicollinearity test that was done showed the

results as shown in the following table:

Table 4: Multicollinearity Test Result

Coefficients a

Model

Collinearit

Statistics

Tolerance VIF

Climate .987 1.013

Culture .987 1.013

a. Dependent Variable Employee Performance

Table 4 shows that the both value of tolerance

variable in successive takes part is where both 0.987

is smaller than 1.013 and the value of the variable

VIF is smaller than 1.0 concluded research data does

not contain the symptoms of multicollinearity.

4.3 Heteroscedasticity Test

Table 5: Heteroscedasticity Test Result

Coefficient a

Model

Unstandardized

Coefficients

Standardi

zed

Coefficie

nts

t. Sig.

Std.

Erro

Beta

(Constant)

2.646 6.510 .406 .686

Climate -0.17 .072 -.026 -.229 .819

Culture .028 .084 .038 .340 .735

a. Dependent Variable: ABS_RES_1

Figure3: Heteroscedasticity Test Result

Table 5 shows that the value of asymp. sig (2-

sided) of each variable is 0.819 and 0.735 where

both variables have the value significance greater

than 0.05 so this calculation results meet the test

requirements of the symptoms heteroscedasticity.

Thus it can be concluded that the research data do

not contain the symptoms heteroscedasticity. In

other words, there is no strong correlation

relationship between free variables in the study.

4.4 The Simultaneous F Test Results

Table 6: Simultaneous F Test Results

ANOVA

Model

Sum of

Squares

Mean

Square

F Sig.

Regression

1330.541 2

665.27

68.525 .000

Residual 766.971 79 9.708

Total 2097.512 81

a. Predictors: (Constant), Organizational Culture, Organizational

Climate

b. Dependent Variable: Employee Performance

Table 6 shows that the value of F-

count

= 68,525

value significance (p-value) = 0.000. When

compared to the value of F-

table

= 2.72 (for N = 82 or

df = 79), be aware that F-

Countdown

(68,525) F->

table

(2.72) and sig-p (0.000) < 0.05, so it can be inferred

that the free variable X1 (climate the Organization)

and X2 (organizational culture) gives significant

influence of the variable Y (performance).

4.5 The Partially F Test Results

Table 7: The Partially F Test Results

Model

Unstandardized

Coefficients

Standar

dized

Coeffici

ents

t. Sig.

Std.

Erro

Beta

(Constant)

2.627 9.620 -.273 .785

Climate .489 .106 .315 4.595 .000

Culture 1.388 .124 .768 11.221 .000

a. Dependent Variable: Employee Perfomance

4.5.1 The Influence of Organizational

Climate on Performance of Employees

(Y)

Table 7 shows that the value of t-

count

X 1

(organizational climate) = 4,595 with significance

(p-value) of 0.000. When compared to the t-

value

tables (N = 82 or df = 79)

amounted to 1.66 and sig-=

0.05, it can be known that t-

count

X 1 (4,595) > t-

table

(1.66) and p-value (0.000) < 0.05. The results of this

analysis suits the requirements of test hypotheses

which if t-

count

t->

tables

and p-value < 0.05 Ha,

meaning accepted or Ho is rejected. Thus, it can be

concluded that the variable X 1 (organizational

ICNRSD 2018 - International Conference on Natural Resources and Sustainable Development

186

climate) gives significant influence against the

variable Y (performance).

4.5.2 The Influence of Organizational

Culture on Performance of Employees

(Y)

Table 7 shows that the value of t-

count

X 2

(organizational culture) = 11,221 with significance

(p-value) of 0.000. When compared to the t-

value

tables (N = 82 or df = 79)

amounted to 1.66 and sig-=

0.05, it can be known that t-

count

X 2 (11,221) > t-

table

(1.66) and p-value (0.000) < 0.05. The results of this

analysis suits the requirements of test hypotheses

which if t-

count

t->

tables

and p-value < 0.05 Ha,

meaning accepted or Ho is rejected. Thus, it can be

concluded that the variable X 2 (organizational

culture) gives significant influence against the

variable Y (performance).

5 DISCUSSION

5.1 The Managerial Implications of the

Influence of Climate and Culture

on Performance the Employee

Managerial implications of climate influence the

Organization and organizational culture on

performance of employees is that the leadership

needs to improve the managerial elements of climate

supporting elements such as organization leadership

award given to any employees who perform so

motivate them to further improve its performance.

Similarly, with managerial attention in providing the

support and commitment of work better,it is

certainly can encourage employees to increase their

responsibilities in achieving the specified

performance.

In addition, managerial leadership needs to pay

more attention to the aspects of the cultural aspects

of the organization by providing continuous

coaching for each employee so that honesty,

persistence, creativity and discipline they work can

be more improved. Managerial needs to nurture an

attitude honestly of each employee so that they

always hold the truth and the moral good of the

company. Managerial also need to build the

persistence of employees that they might the more

conscientious, diligent and work on time so that the

specified performance targets can be achieved.

The management company also must

consistently improve creativity of employees either

through education or training, seminars and so on so

that employees are increasingly active on creating

new ideas in the work to further improve the their

performance both individually and in groups.

When organizations focus on employee

development activities, it will be helpful in

improving the skills of employees. Employee

performance is an important element of any

organization and the most important factor for the

success of the Organization and its performance.

Overhaul of much needed performance

improvements for your organization to achieve

maximum results. The performance was a success or

responsibility center personnel in realizing the

strategic goals that have been set up with expected

behavior. Performance improvements are done on an

ongoing basis to be able to achieve a result as

expected in the future (Hameed et al., 2011)..

Discipline is another important point that needs

to be noticed so any managerial employees can

abide by the rules of the organization structure. With

the improvements, climate and organizational

culture programmatically and sustainability will

certainly give a positive impact to the employee's

overall performance improvements that can be seen

from the timeliness in completing the work, the

quality of the work they get, the ability of employees

overcome any difficulty or problem, as well as

cooperation between employees within a team or

work group. With an increase in managerial

leadership commitment of companies to repair or

improve organizational climate and organizational

culture will certainly give a positive impact to the

company's performance improvements as well as the

performance of individual employees.

6 CONCLUSION

Starting from dotted research results and data

analysis on the influence of organizational climate

and organizational culture on performance of

employees in Siantar Hotel, then it can be summed

up as follows:

1. Organizational Climate influence partially

significantly toon performance of employees.

2. Organizational culture partially influence

significantly toon performance of employees.

3. Organizational Climate and organizational

culture to simultaneously provide significant

influence on performance of employees.

The Inﬂuence of Organizational Climate and Organizational Culture on Employees’ Performance to Sustain Natural Resources at Pematang

Siantar Hotel

187

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