Pengaruh persepsi budaya organisasi dan motivasi berprestasi terhadap kinerja karyawan Pondok Pesantren Daarut Tauhiid Bandung

NUGRAHA, Risman, Prof. Djamaludin Ancok, Ph.D

2006 | Tesis | S2 Psikologi (Psikologi Industri dan Organisasi)

Penelitian ini bertujuan untuk mengungkap tingkat pengaruh langsung persepsi budaya organisasi terhadap kinerja karyawan dan pengaruh tidak langsung kedua variabel tersebut melalui motivasi berprestasi sebagai variabel mediator. Penelitian ini juga bertujuan untuk mencari tingkat signifikansi dari persepsi budaya organisasi sebagai prediktor kinerja karyawan, baik secara langsung maupun melalui variabel mediator motivasi berprestasi. Data penelitian diperoleh melalui metode survey terhadap 75 karyawan di Pondok Pesantren Daarut Tauhiid Bandung, yang terbagi kepada Yayasan Daarut Tauhiid, Kopontren Daarut Tauhiid, dan MQ Corporation, sebagai subyek penelitian. Skala Kinerja, Skala Persepsi Budaya Organisasi, dan Skala Motivasi Berprestasi merupakan instrumen yang digunakan dalam penelitian ini. Analisis data dilakukan dengan menggunakan Analisis Regresi, termasuk analisis alur dengan bantuan program statistik SPS versi 2000 edisi Sutrisno Hadi dan Yuni Pamardiningsih. Hasil analisis regresi mengungkap bahwa persepsi budaya organisasi mempengaruhi kinerja karyawan secara langsung, maupun melalui mediator motivasi berprestasi. Hasil analisis regresi untuk melihat adanya peran mediator dalam hubungan variabel bebas terhadap variabel tergantung mengungkap bahwa persepsi budaya organisasi dan motivasi berprestasi berpengaruh secara signifikan terhadap kinerja karyawan, dimana F = 106.584, R2 = 0.748, p = 0,000 artinya kedua variabel tersebut mempengaruhi variabel kinerja sebesar 74.8 persen. Sementara itu, hasil analisis alur mengungkap terjadi perubahan pengaruh persepsi budaya organisasi terhadap kinerja melalui mediator motivasi berprestasi, yaitu koefisien jalur = 0.777 , r = 0.864, p = 0,043 dengan efek total 0.671, artinya motivasi berprestasi memberikan kontribusi 67.1 persen terhadap kinerja, sedangkan sumbangan persepsi budaya organisasi, koef. jalur = 0.089, r = 0.856, p = 0,811 dengan efek total 0.076, yang artinya persepsi budaya organisasi tidak berpengaruh secara signifikan terhadap kinerja karyawan.

This study was a correlational study which aimed at revealing the extent to which the direct effect of organizational culture perception on employee job performance and the effect of both variables mediated by achievement motivation, and also finding out how significant the role of organizational culture perception toward employee job performance, directly and through mediating variable achievement motivation, at Pondok Pesantren Daarut Tauhiid Bandung. Data for the study were obtained through surveys. There were 75 employees at Yayasan Daarut Tauhiid, Kopontren Daarut Tauhiid, and MQ Corporation who became the subjects in this study. The measuring tools employed in this study were Job Performance Scale, Organizational Culture Perception Scale, and Achievement Motivation Scale. Data were analyzed using Regression Analysis and Path Analysis, with the help of SPS 2000 version, Sutrisno Hadi & Yuni Pamardiningsih edition. The result of multiple regression analysis showed that organizational culture perception and achievement motivation (mediator) were significantly affected employee job performance, in which F = 106.584, R2 = 0.748, p = 0,000. The result of path analysis that achievement motivation had contributed to employee job performance with path coefficient = 0.777, r = 0.864, p = 0,043 with effectively contributed 67.1 percent. In the meantime, the effective contribution of the two variables to the dependent variable was 74.8 percent. Meanwhile, path analysis showed that organizational culture perception were not significantly affected employee job performance with path coefficient = 0.089, r = 0.856, p = 0,811 and effectively contributed 0.076 to employee job performance

Kata Kunci : Motivasi Berprestasi,Kinerja Karyawan, Organizational Culture Perception, Achievement Motivation, Job Performance.