p–ISSN: 2723 - 6609 e-ISSN: 2745-5254
Vol. 5, No. 1 January 2024 http://jist.publikasiindonesia.id/
Doi: 10.59141/jist.v5i1.877 13
THE INFLUENCE OF ORGANIZATIONAL CULTURE, LEADERSHIP
STYLE, AND REMUNERATION ON IMPROVING EMPLOYEE
PERFORMANCE AT THE REGIONAL OFFICE OF THE DIRECTORATE
GENERAL OF CUSTOMS AND EXCISE (DJBC) BANTEN
Abdul Latif
1*
, Jefirstson R Riwu Kore
2
Universitas Indo Global Mandiri Palembang, Indonesia
Email: [email protected]
1*
2
*Correspondence
ABSTRACT
Keywords: Organizational
Culture; Leadership Style;
Remuneration; Employee
Performance.
This study aims to analyze and prove the influence of organizational
culture, leadership style, and remuneration on improving employee
performance at the Regional Office of the Directorate General of
Customs and Excise (DJBC) Banten. The method used in this study is a
quantitative descriptive research method, data collection using a
questionnaire. The sampling technique uses saturated samples, namely,
taking the entire population of 131 respondents. The data analysis
method used is multiple linear regression—data processing using SPSS
26 analysis tools. The results of partial data testing using the t-test show
that organizational culture has a positive effect on employee
performance with a significant value of 0.000 <0.050, and leadership
style has a positive effect on employee performance with a significant
value of 0.032 <0.050. Remuneration positively affects employee
performance, with a significant value of 0.048 <0.050. The results of the
F test show a positive and significant influence between the variables of
organizational culture, leadership style, and remuneration on the
performance of employees of the Regional Office of the Directorate
General of Customs and Excise (DJBC) Banten. This is based on the
results of the F test, which obtained the Fcount value of 47.18 and Ftable
of 2.60. The size of the contribution contributed by the influence of
organizational culture variables, leadership style, and remuneration can
be seen in the R Square value of 0.527, which means that the influence
of these three variables simultaneously on employee performance
variables is 52% and 48% is influenced by other factors which were not
examined in this study.
Introduction
Human resources in Indonesia currently have a very large and very low quality. If
used effectively and efficiently, a large amount of human resources will be useful to
support the pace of sustainable national development (Muday, Marnisah, Yustini, &
Riwukore, 2022). Human resources ability is still low regarding intellectual ability and
technical skills. Current conditions are difficult to predict, along with the rapid
advancement of information technology, making national borders seem not to be a barrier.
The direct impact felt is the open free trade between countries. Today's rapidly changing
conditions require the role of leaders and organizational culture to improve organizational
effectiveness and performance (Cahyani, Herawati, & Septyarini, 2021).
Leadership is an important factor that determines employee performance and the
ability of organizations to adapt to the rapidly changing world (Ausat, Suherlan, Peirisal,
Abdul Latif, Jefirstson R Riwu Kore
Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 1, January 2024 14
& Hirawan, 2022). Leadership is the process of influencing others to understand and agree
with what is required and how tasks are performed effectively, as well as facilitating
individual efforts.
Collective to achieve goals. (Husni, 2018) leadership describes the relationship
between the leader and the leader (follower); how a leader (leader) directs followers will
determine the extent to which followers achieve the goals and expectations of the leader
(leader).
Leaders are figures who can be seen as the driving force of the institution, but there
are still many leaders who are not what is expected (Santika, 2017). The phenomenon that
is commonly encountered today leadership style tends to be only task-oriented, where the
leader gives more orders/instructions to subordinates, always holds inherent and strict
supervision to subordinates, and convinces subordinates (followers) that the tasks given
must be by his wishes, leaders emphasize more on the implementation of tasks than
coaching and developing subordinates, only carrying out daily routines and only running
tasks that correspond to the main task and function (Tupoksi), tend to act authoritatively
by ordering and being to directive.
A good leader must understand the tasks carried out, the characteristics of his
subordinates (followers), and the situations in which leadership takes place to motivate
his subordinates to achieve organizational goals. (Purwanto, Asbari, Prameswari,
Ramdan, & Setiawan, 2020) Mention that leader behavior significantly impacts employee
attitudes, behavior, and performance. Leaders are said to be unsuccessful if they cannot
motivate, mobilize, and satisfy employees in a certain job and environment.
Leadership style is associated with organizational culture, both perceptions of
others, especially employees. Organizational culture is concerned with how employees
accept the values of organizational culture, not with whether they like it or dislike it
(Jufrizen, 2018). Through his leadership style, a leader can transfer values such as group
emphasis, employee support, tolerance to risk, wage criteria, etc.
Research conducted by (Aurora and Robin, 2022) found that employees will form
perceptions of the basic values that exist in the organization by the values that leaders
want to convey through their leadership style. Organizational culture and leadership have
been independently linked to company performance. Researchers have examined the
relationship between leadership style and performance and corporate culture and
performance.
(Riwukore, Yustini, & Tada, 2022) Organizational culture can be the basis of
adaptation and the key to organizational success. Many studies are conducted to identify
values or norms of behavior that can contribute greatly to organizational success.
However, relatively few try to link organizational culture to important human resource
variables, especially employee performance. Organizational culture is usually associated
with values, norms, attitudes, and work ethics shared by each organization component.
These elements form the basis for monitoring employee behavior and how they
think, cooperate, and interact with their environment (Ainanur & Tirtayasa, 2018). If the
organizational culture is good, it can improve employee performance and contribute to
The Influence of Organizational Culture, Leadership Style, and Remuneration on Improving
Employee Performance at The Regional Office of The Directorate General of Customs and
Excise (DJBC) Banten
Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 1, January 2024 15
the institution's success. Problems related to organizational culture include employee
attitudes and behaviors that do not follow organizational culture. The built organizational
culture has not been understood and implemented by what has been determined by the
organization (Amanda, Budiwibowo, & Amah, 2017).
Organizational culture is concerned with how employees perceive the
characteristics of an organization's culture, not with whether they like that culture or not.
That is, culture is a descriptive term. Organizational culture is a shared perception shared
by all members of the organization. (Diyahanip, Marnisah, & Yustini, 2022) State that
each organization has its own culture and unique identity. Culture exists only through
social interaction between its members throughout the organization and may even differ
from what management wants.
(Disfantoro, Subiyanto, & Septyarini, 2022) State that employee performance is
obtained from the thought and energy of an employee for the work he does; it can be
tangible, seen, and counted, but in many cases, the results of thought and energy cannot
be calculated and seen, such as problem-solving ideas, innovations of a product or
application, can also be a discovery of more efficient work procedures. The findings of
the study concluded that employee performance is influenced by organizational culture.
In performance management, the term competency refers to the behavioral
dimension of a role, the behavior required for a person to carry out his job satisfactorily.
Competence is what a person brings to his work in the form of different types and levels
of behavior. It must be distinguished from certain attributes (knowledge, skills, and
expertise) required to carry out various tasks related to a job (DP, 2018).
Remuneration is a rearrangement of the payroll system associated with the
performance appraisal system. It can be in the form of rewards or remuneration for
services provided to workers or employees as a result of the achievements they have given
to achieve organizational goals. Remuneration is part of the compensation provided by
the agency to its employees. Everything that employees receive in return for the results
of their work. So, through such compensation, employees can increase work performance,
motivation, and performance. The remuneration given to employees is based on the
position's grading or position and the resulting performance. Performance itself cannot be
achieved optimally if remuneration is not given proportionally. Both are expected to run
effectively and efficiently for the organization's progress.
Based on the formulation of the problem above, the objectives of the research at the
Regional Office of the Directorate General of Customs and Excise (DJBC) Banten are as
follows:
1. To analyze and prove the influence of organizational culture on improving employee
performance.
2. To analyze and prove the influence of leadership style on improving employee
performance.
3. To analyze and prove the effect of remuneration on improving employee performance.
4. To analyze and prove the influence of organizational culture, leadership style, and
remuneration on improving employee performance
Abdul Latif, Jefirstson R Riwu Kore
Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 1, January 2024 16
Research Methods
This study used quantitative research methods. Quantitative research methods use
numerical data and emphasize the research process on objective measurement of results
using statistical analysis. Quantitative methods focus on collecting data and generalizing
it to explain specific phenomena experienced by populations. Quantitative research was
conducted by distributing questionnaires to respondents at the Regional Office of the
Directorate General of Customs and Excise (DJBC) Banten. According to (Moleong and
Edisi, 2004), a survey is a form of research technique where information is collected using
questionnaires. The quantitative descriptive approach is considered the most appropriate
for this research, considering that the expected information is about the symptoms when
the research is conducted. Causal analysis is needed to examine the influence of the
independent variable on the dependent variable so that the hypothesis can be tested
empirically through accurate statistical analysis.
Research Population
(Sari & Sugiyono, 2016) Population is a generalized area of objects/subjects with
certain qualities and characteristics determined by researchers to be studied and then
concluded. The determination of the population in each study aims to determine the size
of the sample to be taken from members of the population and limit the validity of
generalization areas. The population in this study was 131 employees at the Regional
Office of the Directorate General of Customs and Excise (DJBC) Baanten.
Research Sample
(Sari & Sugiyono, 2016) The sample is part of the population's number of
characteristics and must be representative. In this study, all populations of 131 employees
were subjected to saturated samples.
Research Data
1. Primary data is obtained and extracted from the main source by distributing
questionnaires to employees at the Regional Office of the Directorate General of
Customs and Excise (DJBC) Banten.
2. Secondary data is a type of data obtained and extracted through the results of second-
party processing from the research results in the field in the form of written data such
as the number, position, and level of employee positions.
Data Collection Techniques
Data collection techniques carried out in this study are by using field studies,
namely interviews, observations, documentation, and questionnaire distribution.
Skunder data collection techniques
Secondary data collection is carried out through literature and documentation
studies, which are carried out by viewing and studying various reading materials such as
theoretical books, scientific papers, journals, documents, and reports, including various
regulations related to research variables.
Research instruments
The Influence of Organizational Culture, Leadership Style, and Remuneration on Improving
Employee Performance at The Regional Office of The Directorate General of Customs and
Excise (DJBC) Banten
Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 1, January 2024 17
Research instruments measure the variables' value to produce accurate quantitative
data. The instrument or tool used in collecting data is a questionnaire containing questions
that respondents, namely employees, must answer. Questionnaires were graded on a
Likert scale. (Sari & Sugiyono, 2016), Likert scale measures attitudes, opinions, and
perceptions of a person or group of people about social phenomena. Social phenomena,
now called research variables, must be specifically established by the researcher. With
the Likert scale, the variables to be measured are broken down into variable indicators.
Then, the variable indicator is used as a starting point for compiling instrument items in
the form of questions or statements. The answer to each instrument item that uses the
Likert scale has a gradation from very positive to very negative.
Results and Discussion
Organization Overview
The Regional Office of the Directorate General of Customs and Excise (DJBC)
Banten was inaugurated on December 22, 2006, located at Jl. Raya Serpong Damai Sector
VI Block 201 No.02, Bumi Serpong Damai, South Tangerang, Banten Province, is now
referred to as the Regional Office of DJBC Banten and has a familiar nickname, namely
"KABAN," which is an acronym for Banten Regional Office. In addition, the Regional
Office of DJBC Banten also has a logo inspired by the typical animal of Banten province,
namely the Javan Rhinoceros. The Regional Office of DJBC Banten has a working area
covering 4 (four) Intermediate Cities: Serang City, Tangerang City, Cilegon City, and
South Tangerang City. Moreover, 4 (four) regencies consist of Pandeglang Regency,
Lebak Regency, Tangerang Regency, and Serang Regency.
The Regional Office of DJBC Banten is in charge of 2 (two) Service Offices,
namely the Customs and Excise Supervision and Service Office Type Madya Pabean A
Tangerang located in Tangerang City, and the Customs and Excise Supervision and
Service Office Type Madya Pabean Merak located in Serang Regency. The Regional
Office of DJBC Banten has a motto: "Kaban: Definitely Can, Clean and Serve." The
vision of the Banten DJBC Regional Office is to become the best Regional Office within
the DJBC, while the Banten Directorate General of Customs and Excise (DJBC) has
missions including:
1. Develop employee competence and achievement;
2. Provide excellent service for stakeholder satisfaction;
3. Optimize monitoring to maintain stakeholder compliance.
Overview of Respondent Characteristics
This study aims to determine the influence of Organizational Culture, Leadership
Style, and Remuneration on Improving Employee Performance at the Regional Office of
the Directorate General of Customs and Excise (DJBC) Banten. The number of
respondents was 131, and they were employees at the DGCA. Analysis of respondent
characteristics can be seen as descriptive statistics in pie charts. The respondents'
characteristics in this study include Gender, Age, Recent Education, and length of service.
Test the Validity and Reliability of Research Instruments
Abdul Latif, Jefirstson R Riwu Kore
Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 1, January 2024 18
1. Validity Test
The validity test is carried out to know that each item of question asked to the
respondent has been declared valid. In other words, validity tests are carried out to
determine the consistency and accuracy of data collected using instruments. The validity
test in this study uses the statistical formula of product-moment correlation from Pearson.
The validity test compares the calculated r value with the table r, where df = n-2. In this
case, n is the number of samples or respondents. In this study, the number of samples (n)
= 131, and then the magnitude df = 131-2 = 129. With alpha = 0.05, we get the value of r
table = 0.3610. The validity test in this study was carried out using grain analysis. Terms
of decision-making:
1. The question item is valid if recalculate is positive and recalculate> table.
2. The question item is invalid if the count is negative or recount < table.
Table 1
Validity Test Results
Number
r-
results
R-table
Information
(N=131;
5%)
Organizational Culture (X1)
1
,648
**
0,169
Valid
2
,569
**
0,169
Valid
3
,595
**
0,169
Valid
4
,584
**
0,169
Valid
5
,459
**
0,169
Valid
6
,576
**
0,169
Valid
7
,622
**
0,169
Valid
8
,462
**
0,169
Valid
9
,633
**
0,169
Valid
10
,460
**
0,169
Valid
11
,530
**
0,169
Valid
12
,631
**
0,169
Valid
13
,516
**
0,169
Valid
14
,475
**
0,169
Valid
Leadership Style (X2)
1
,564
**
0,169
Valid
2
,499
**
0,169
Valid
3
,582
**
0,169
Valid
4
,597
**
0,169
Valid
5
,645
**
0,169
Valid
6
,626
**
0,169
Valid
7
,697
**
0,169
Valid
8
,581
**
0,169
Valid
9
,645
**
0,169
Valid
10
,663
**
0,169
Valid
The Influence of Organizational Culture, Leadership Style, and Remuneration on Improving
Employee Performance at The Regional Office of The Directorate General of Customs and
Excise (DJBC) Banten
Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 1, January 2024 19
11
,614
**
0,169
Valid
12
,657
**
0,169
Valid
Remuneration (X3)
1
,560
**
0,169
Valid
2
,553
**
0,169
Valid
3
,601
**
0,169
Valid
4
,585
**
0,169
Valid
5
,347
**
0,169
Valid
6
,578
**
0,169
Valid
7
,570
**
0,169
Valid
8
,496
**
0,169
Valid
9
,645
**
0,169
Valid
10
,457
**
0,169
Valid
Employee Work (Y)
1
,657
**
0,169
Valid
2
,811
**
0,169
Valid
3
,845
**
0,169
Valid
4
,777
**
0,169
Valid
5
,715
**
0,169
Valid
6
,798
**
0,169
Valid
7
,749
**
0,169
Valid
8
,814
**
0,169
Valid
9
,786
**
0,169
Valid
10
,699
**
0,169
Valid
Based on the data from the validity test results table above, it can be seen that all statement
items have r positive results and are greater than the r table (0.169), so it can be said that all
question items are valid.
2. Reliability Test
The reliability test aims to determine the coefficient of the measuring instrument if it is
done with a re-meter. A questionnaire is reliable if a person's answers to questions are consistent
over time. The SPSS program provides facilities to measure reliability with the Cronbach alpha
statistical test (α).
The results of the instrument reliability test with its level of reliability were obtained from
the calculation of reliability on the variables of organizational culture (X1), leadership style (X2),
remuneration (X3), and performance (Y) that are reliable because Cronbach's Alpha (r) value is
0.840, where Cronbach's Alpha value is 0.60 Sugiyono, (2016). It can be seen that the value is
above 0.60, so this questionnaire is reliable.
Descriptive Analysis
This study's Descriptive analysis aims to determine the picture of research variables. The
variables measured and analyzed in this study are organizational culture (X1), Leadership Style
(X2), and Remuneration (X3) on Employee Performance (Y). Descriptive analysis is used to
determine the picture of compatibility between organizational culture (X1), Leadership Style
(X2), and Remuneration (X3) to Employee Performance (Y).
Abdul Latif, Jefirstson R Riwu Kore
Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 1, January 2024 20
Table 2
Descriptive Statistics Test Results
Model
N
Minimum
Maximum
Mean
Std. Deviation
culture
131
43
70
62,11
6,102
Leadership
131
40
97
54,38
6,287
Remuneration
131
32
76
44,05
5,490
Performance
131
34
50
45,32
4,372
Valid N (listwise)
131
Based on Table 2 above, N, or the data of each valid variable, amounts to 131.
Organizational culture variable (X1) with an average value of 62.11, a minimum standard
deviation value of 6.102, a maximum value of 70, and a minimum of 43. As for the
leadership style variable (X2) has an average value of 54.38, a minimum standard
deviation value of 6.287, a maximum value of 97, and a minimum of 40. The
remuneration variable (X3) has an average value of 44.05, a minimum standard deviation
value of 5.490, a maximum value of 32, and a minimum of 76. Employee performance
variable (Y) has an average value of 45.32, a minimum standard deviation value of 4.372,
a maximum value of 34, and a minimum of 50.
Normality Test
The normality test is a tool to measure the level of normality of data so that the data
can be used in parametric statistical testing. Data normality testing is performed with the
Kolmogorov-Smirnov Test. Data normality test results can be presented in the following
Table 3:
Table 3
Normality Test Results
One-Sample Kolmogorov-Smirnov Test
Unstandardized Residual
N
131
Normal Parameters
a,b
Mean
,0000000
Std. Deviation
3,00630405
Most Extreme
Differences
Absolute
,129
Positive
,071
Negative
-,129
Test Statistic
,129
Asymp. Sig. (2-tailed)
,06
c
a. Test distribution is Normal.
b. Calculated from data.
c. Lilliefors Significance Correction.
Table 3 shows that the residuals are normally distributed and have significant values
because the test significance value (sig) is greater than 0.05.
The Influence of Organizational Culture, Leadership Style, and Remuneration on Improving
Employee Performance at The Regional Office of The Directorate General of Customs and
Excise (DJBC) Banten
Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 1, January 2024 21
Multicollenierity Test
The multicollinearity test aims to test whether, in regression, there is a correlation
between independent variables. The similarity between variables will strengthen the
correlation between variables. Provided that if the resulting VIF value is between 1-10,
multicollinearity does not occur. The results of the multicollinearity test in this study can
be presented in the table below.
Table 4
Multicollinearity Test Results
Model
Unstandardize
d Coefficients
Standardi
zed
Coefficien
ts
t
Say.
Collinear
ity
Statistics
B
Std.
Error
Beta
Tolerance
BRI
GHT
(Constant)
12,098
2,819
4,29
2
0,000
culture
0,331
0,070
0,462
4,70
5
0,000
0,385
2,595
Leadership
0,144
0,066
0,207
2,17
1
0,032
0,411
2,435
Remuneratio
n
0,110
0,062
0,138
1,78
0
0,078
0,622
1,607
Table 4 shows that the value of VIF on the independent variable is less than 10, so
Ho is accepted. This means that the multiple regression model is free of multicollinearity;
thus, the assumption of non-multicollinearity has been fulfilled.
Heteroskedasticity Test
The Heteroscedastistas Test aims to determine whether or not there is a
heteroscedastistas disorder in the variables tested in this study, which can be presented in
Table 5.
Table 5
Heterokedacity Test Results
Model
Unstandardized
Coefficients
Standardized
Coefficients
t
Say.
B
Std. Error
Beta
1
(Constant)
3,310
1,690
1,959
0,052
Culture
-0,064
0,042
-0,215
-1,525
0,130
Leadership
0,075
0,040
0,257
1,886
0,062
Remuneration
-0,023
0,037
-0,068
-0,618
0,537
a. Dependent Variable: Abs_RES
Table 5 shows the results of heteroskedasticity testing, from these results; it is
known that the significant value for all independent variables is more than 0.05, which
means there is no heteroskedasticity problem in the study.
Test Double Linear Analysis
Abdul Latif, Jefirstson R Riwu Kore
Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 1, January 2024 22
Multiple linear regression analysis aims to find the effect of two or more
independent variables (X) on the dependent variable / dependent variable (Y). The results
of multiple linear regression calculations with the SPSS program in this study are as
follows:
Table 6
Double Linear Test Results
Coefficient
Model
Unstandardized
Coefficients
Standardized
Coefficients
t
Say.
B
Std. Error
Beta
1
(Constant)
12,098
2,819
4,292
,000
Culture
,331
,070
,462
4,705
,000
Leadership
,144
,066
,207
2,171
,032
Remuneration
,110
,062
,138
1,780
,048
a. Dependent Variable: Kinerja
The table "Coefficients" above explains the double regression equation in this
study. The regression equation formula in this study is as follows:
KP = α + b
1
Bo +
b2
GK +
b3
Re
From the regression equation above, the conclusions that can be explained are as
follows:
1. The constant value (α) of 12.098 with a positive sign states that if the variables of
organizational culture (X1), Leadership Style (X2), and Remuneration (X3) are
considered constant, then the value of Employee Performance is 12,098.
2. The value of the regression coefficient of the organizational culture variable (X1) of
0.331 with a positive sign states that if the organizational culture (X1) increases by
one unit, assuming the other independent variable is constant, then Employee
Performance will increase by 0.331.
3. The value of the regression coefficient of the Remuneration variable (X3) of 0.110
with a positive sign states that if the level of service quality increases by one unit,
assuming other independent variables are constant, then Employee Performance will
increase by 0.110.
4. The regression coefficient value of the Leadership Style variable (X2) of 0.144 with a
positive sign states that if the level of service quality increases by one unit, assuming
other independent variables are constant, then Employee Performance will increase by
0.144.
Coefficient of Determination (R2)
The Influence of Organizational Culture, Leadership Style, and Remuneration on Improving
Employee Performance at The Regional Office of The Directorate General of Customs and
Excise (DJBC) Banten
Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 1, January 2024 23
The Coefficient of Determination (R2) is used to determine the percentage change
in variable Y caused by variable X. The results of the F test in multiple linear regression
analysis can be stated in Table 7.
Table 7
Coefficient of Determination Test Results
Model Summary
Model
R
R Square
Adjusted R
Square
Std. Error of the
Estimate
1
,726a
,527
,516
3,042
a. Predictors: (Constant), Remuneration, Leadership, Culture
Based on Table 7, it is known that the R Square value of 0.527 in this case means
that the influence of variables X1, X2, and X3 simultaneously on variable Y is 52%, and
48% is influenced by other variables that are not included in this research model.
Test t
The t-test is an individual partial regression test used to determine the effect of
variable X on variable Y. The results of partial testing, commonly known as this t-test,
can be seen in Table 8.
Table 8
Partial t-Test Results
Model
Unstandardized
Coefficients
Standardized
Coefficients
t
Say.
B
Std. Error
Beta
1
(Constant)
12,098
2,819
4,292
,000
Culture
,331
,070
,462
4,705
,000
Leadership
,144
,066
,207
2,171
,032
Remuneration
,110
,062
,138
1,780
,048
a. Dependent Variable: Kinerja
Based on Table 8, it is known that the variables of organizational culture (X1),
Leadership Style (X2), and Remuneration (X3) affect employee performance. This is
because the sig value is smaller than <0.05 for organizational culture variables (X1) is
0.00 < 0.05, Leadership Style (X2) is 0.032< 0.05 and Remuneration (X3) is 0.048 < 0.00.
So that the t-test results can be seen at the level of significance as above, then H0 is
rejected, and H1 is accepted; that is, the independent variable influences the dependent
variable.
Test F
The F test is a significant test of the equation used to determine the effect of the
independent variables (X1 and X2) together on the dependent (Y). The results of the F
test in Table 4.10 are as follows:
Abdul Latif, Jefirstson R Riwu Kore
Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 1, January 2024 24
Table 9
F Test Results
ANOVA
Model
Sum of
Squares
df
Mean Square
F
Say.
1
Regression
1309,612
3
436,537
47,186
,000b
Residual
1174,922
127
9,251
Total
2484,534
130
a. Dependent Variable: Kinerja
b. Predictors: (Constant), Remuneration, Leadership, Culture
In Table 9 above, it is known that the significant values for organizational culture
(X1), Leadership Style (X2), and Remuneration (X3) affect employee performance where
the sig value of 0.000 <0.05 so that the hypothesis is accepted is Fcalculate 47.186 >
Ftable 2.60, where F count is greater than Ftable.
Counting F
tabel
= F (k; n – k-1)
= F (3; 127) = 2,60
Based on the F-test analysis, organizational culture (X1), leadership style (X2), and
remuneration (X3) affect employee performance simultaneously.
1. The influence of the organizational culture of the Ministry of Finance on
improving employee performance at the Regional Office of the Directorate
General of Customs and Excise (DJBC) Banten.
Based on the results of research on the t-test, it was obtained that the organizational
culture variable (X1) has a sig value smaller than 0.05, which is 0.00 < 0.05, which means
that the organizational culture variable (X1) affects employee performance. This means
that hypothesis 1, namely Ha1: It is suspected that there is a significant influence between
organizational culture on improving employee performance is accepted.
2. The influence of leadership style on improving employee performance at the
Regional Office of the Directorate General of Customs and Excise (DJBC)
Banten.
Based on the results of research on the t-test, it was obtained that the Leadership
Style variable (X2) has a sig value smaller than 0.05, which is 0.032 < 0.05, which means
that the Leadership Style variable (X2) affects employee performance. This means that
hypothesis 2, namely Ha2 Accepted, is suspected that there is a significant influence
between leadership styles on improving employee performance.
3. The effect of remuneration on improving employee performance at the Regional
Office of the Directorate General of Customs and Excise (DJBC) Banten.
Based on the results of research on the t-test, it was obtained that the Remuneration
variable (X3) has a sig value smaller than 0.05, which is 0.048 < 0.05, which means that
the Remuneration variable (X3) affects employee performance. This means that
The Influence of Organizational Culture, Leadership Style, and Remuneration on Improving
Employee Performance at The Regional Office of The Directorate General of Customs and
Excise (DJBC) Banten
Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 1, January 2024 25
hypothesis 3, namely Ha3 Accepted, is suspected to significantly influence Remuneration
on improving employee performance received.
4. How is the influence of organizational culture, leadership style, and remuneration
on improving employee performance at the Regional Office of the Directorate
General of Customs and Excise (DJBC) Banten?
Based on the significant value in test F for the variables of organizational culture
(X1), Leadership Style (X2), and Remuneration (X3) simultaneously affect employee
performance where, with a sig value of 0.000 <0.05, hypothesis 4 is accepted. This means
that organizational culture (X1), leadership style (X2), and remuneration (X3)
simultaneously influence employee performance. The amount of contribution contributed
by the influence of organizational culture variables, leadership style, and remuneration
can be seen in the R Square value of 0.527. In this case, this means that the influence of
these three variables simultaneously on employee performance variables is 52%, and 48%
is influenced by other factors not studied in this study. Mangkunegara (2017: 15) states
that performance factors consist of internal and external factors. Internal factors are
factors that are associated with the characteristics of a person. At the same time, external
factors from the environment affect a person's performance, such as the behavior,
attitudes, and actions of colleagues, subordinates or leaders, work facilities, and
organizational climate.
Conclusion
Organizational culture variables positively and significantly influence the
Performance of Regional Office Employees of the Directorate General of Customs and
Excise (DJBC) Banten. This is based on the results of the t-test conducted, which obtained
the result of the probability value in the column Sig.<0.05, which is 0.000, so it can be
concluded that there is a significant influence between organizational culture variables
partially on employee performance.
There is a positive and significant influence between leadership style variables on
the Performance of Regional Office Employees of the Directorate General of Customs
and Excise (DJBC) Banten. This is based on the results of the t-test conducted, which
obtained the result of the probability value in the Sig.<0.05 column, which is 0.032, so it
can be concluded that there is a significant influence between leadership style variables
partially on employee performance. There is a positive and significant influence between
remuneration variables on the Performance of Regional Office Employees of the
Directorate General of Customs and Excise (DJBC) Banten. This is based on the results
of the t-test conducted, which obtained the result of the probability value in the Sig.<0.05
column, which is 0.048 so that it can be concluded that there is a significant influence
between partial remuneration variables and employee performance.
There is a positive and significant influence between organizational culture
variables, leadership style, and remuneration on the performance of employees of the
Regional Office of the Directorate General of Customs and Excise (DJBC) Banten. This
is based on the results of the F test carried out, which obtained the results of the Fcalculate
Abdul Latif, Jefirstson R Riwu Kore
Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 1, January 2024 26
value of 47.18 and Ftable of 2.60. This shows that Fcalculate >Ftable (>) and the
probability value in the Sig,<0.05 column is <0.000 so that it can be concluded that Ho is
rejected and Ha is accepted. This means there is a significant influence on employee
performance between organizational culture variables, leadership style, and remuneration
simultaneously. The amount of contribution contributed by the influence of
organizational culture variables, leadership style, and remuneration can be seen in the R
Square value of 0.527. This means that the influence of these three variables
simultaneously on employee performance variables is 52%, and 48% is influenced by
other factors not studied in this study.
The Influence of Organizational Culture, Leadership Style, and Remuneration on Improving
Employee Performance at The Regional Office of The Directorate General of Customs and
Excise (DJBC) Banten
Jurnal Indonesia Sosial Teknologi, Vol. 5, No. 1, January 2024 27
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