SEMINAR AKUNTANSI SEKTOR PUBLIK

MATRIKS PENELITIAN ILMIAH

NAMA : MARCEL R S PAUNNO

NIM : 2019-30-051

JURUSAN AKUNTANSI

FAKULTAS EKONOMI DAN BISNIS

UNIVERSITAS PATTIMURA

PENGARUH BUDAYA ORGANISASI TERHADAP KINERJA KARYAWAN

 Budaya Organisasi (X) Kinerja Karyawan (Y)

KONSEP : PENGARUH BUDAYA ORGANISASI TERHADAP KINERJA

KARYAWAN
KINERJA KARYAWAN (Y)
A. FENOMENA

Keterangan Media Bonafide Nama Pakar Judul/ Hasil

dan waktu dan Jabatan sub Judul Tulisan/Liputan/Pernyataan

Supranawa BKN: Supranawa Yusuf mengatakan,

Yusuf Kinerja PNS terdapat masalah dalam
https://www.liputan6.com Sekretaris Masih Jeblok manajemen kinerja PNS, yaitu
03 Desember 2019 Utama BKN Meski Nilai masih ditemukan ketidakcocokan
Prestasi Baik antara nilai kinerja dengan fakta
yang ada dilapangan. Jika dilihat
dari penilaian prestasi kerja,
hampir semua PNS memasuki
kategori baik bahkan sekitar 20
persen memperoleh nilai amat
FENOMENA baik. Namun, jika melihat fakta
dilapangan beberapa pihak
mengeluhkan kinerja PNS yang
masih jeblok.
https://kabar24.bisnis.com Ivan Taufiza Kinerja PNS ketidakseimbangan keahlian atau
17 Desember 2014 Pemerhati Sulit kombinasi keahlian (skill-mix),
dan Praktisi Digenjot, Ini yakni tingkat pelatihan dan
Sumber Daya Latar pengembangan PNS tidak sesuai
manusia Belakang dan antar dengan keahlian yang
Solusinya dibutuhkan oleh negara.
Ketidakseimbangan skill-mix itu
menyebabkan keahlian PNS
secara umum rendah sehingga
kinerja PNS pun menjadi lemah
https://mediaindonesia.com Edy Mengulik Edy Rahmayadi melontarkan
19 Mei 2022 Rahmayadi Peningkatan amarah dan memberikan
Gubernur kinerja pernyataan ingin mengganti
Sumatera Pegawai seluruh aparat di Dinas
Utara Negeri Sipil Pendidikan Sumut karena
memperoleh penilaian buruk dari
BPK. Penilaian tersebut
 diakibatkan karena kinerja yang
buruk.
Sintesa : Dari fenomena-fenomena diatas, fenomena yang terjadi dalam hubungan budaya
organisasi terhadap kinerja karyawan adalah ketika budaya atau kebiasaan organisasi tersebut
buruk maka akan mempengaruhi kinerja karyawan dalam organisasi tersebut.

KONSEP : PENGARUH BUDAYA ORGANISASI TERHADAP KINERJA

KARYAWAN
KINERJA KARYAWAN (Y)
B. KAJIAN PUSTAKA DAN DIMENSI

Keterangan Judul dan Media Nama Tahun dan Hasil Tulisan

Halaman
DEFINISI :
Human Resource Robert L. (1999: 381) Performance is essentially what an employee
Management,9th Mathis, John does or does not do.
edition H. Jackson
Human Resource Lloyd Byars, (2010:228) Job performance is the net effect of an
Management Leslie Rue employee’s effort as modified by abilities and
role (or task) perceptions.
Organizational John R, (2002:9) Performance the quality and quantity of the
Behavior, 7th Schermerhorn work produced or the services provided by
Edition , James G the work unit as a whole.
Hunt, Richard
R Osborn
Coaching for John (2009:11) Real performance is going beyond what is
Performance: Whitmore expected; it is setting one’s own highest
GROWing standards, invariably standards that surpass
Human Potential what others demand or expect. It is, of
and Purpose- The course, an expression of one’s potential.
Principles and
Practice of
Coaching and
Leadership, 4th
Edition
A Model for Yu-Jen Wu and (2009:4) Regarding the benefits generated via employee
Employee Jiang-Liang cooperation in a job, the employee combination
Performance Trend Hou should be emphasized as the employee
Analysis of performance is calculated to assign employees to
Distribution jobs.
Centers

Sintesa : berdasarkan pendapat ahli-ahli diatas maka dapat disimpulkan bahwa kinerja karyawan adalah kualitas
dan kuantitas, tanggung jawab dan kerja keras dari karyawan yang akan membantu kinerja perusahaan.
DIMENSI
Analysis Of Factors Arik (2018 : 2) Researcher divided these factors into two
Influence Employee Prasetya dimensions: individual dimensions (ability,
Perfomance (Study on work experience, work motivation) and
DIMENSI Permanent Employees organizational dimensions (leadership,
in Operational Section communication, organizational climate).
of PT WIMCycle
Indonesia - Surabaya)
Huma Resource Robert L. (1999:381) Performance of employees that affects how
Management ,9th Mathis, much they contribute to the organization
Edition John H. could include:
Jackson  Quantity of Output
 Quanlity of output
 Timeliness of output
 Presence at work
 Cooperativenesa
SINTESA : berdasarkan pendapat dari Arik Prasetya maka dimensi yang digunakan adalah kemampuan,
pengalaman kerja, movitasi kerja (dimensi individu) dan kepemimpinan, komuniksi dan klimat organisasi
(dimensi organisasi)

KONSEP : PENGARUH BUDAYA ORGANISASI TERHADAP KINERJA

KARYAWAN
BUDAYA ORGANISASI (X)
A. KAJIAN PUSTAKA DAN DIMENSI

Ketarangan Judul dan Nama Tahun dan Hasil Tulisan

Media Halaman
DEFENISI :
How useful a Dianne Lewis (1998:1) People have been trying to done
concept is organizational culture, to understand
organizational its nature and tongauge its impudence
culture? on organizational effectiveness ever
since Peters and Waterman (1982)
told managers that the key to
organizational success was to have a
strong culture, and then
proceeded to prescribe a formula for
such a culture.

Examining John H Golden (2017:2) Organizational culture is defined as

Relationships III, Michael the pattern of shared values, beliefs,
between Shriner and behaviors across the group of
Transformational organizational members (Bezrukova,
Leadership and Thatcher, Jehn, & Spell, 2012).
Employee
Creative
Performance: The
Moderator Effects
of Organizational
Culture
The Effect of Suharno (2016:6) Organizational culture is a system of
Work Pawirosumarto values that are believed by all
Environment, , Purwanto members of the organization, it is
Leadership Style, Katijan studied, applied and developed as an
and Sarjana, adhesive system, as a reference for the
Organizational Rachmad company in achieving its objectives
Culture towards Gunawan (Raf et.al, 2014: 6).
Job Satisfaction
and Its
Implication
towards
Employee
Performance in
Parador Hotels
and
Resorts,
Indonesia
The usefulness of Dianne Lewis (2000:140) Basic assumptions that people in an
the organizational organization hold and share about that
culture concept: organization. Those assumptions are
a response to Gert implied in their shared feelings, beliefs
Jan Hofstede's and values and embodied in symbols,
comments processes, forms and some aspects of
patterned group behaviour. (Lewis,
1992, p. 48)
Diversity in Sandra E. (2005:27) An organizational culture is a
Context: How Spataro commonly held set of expectations for
Organizational how people
Culture Shapes behave (Martin, 2002; Schein, 1985).
Reactions to
Workers with
Disabilities and
Others Who Are
Demographically
Different
Organizational Dennis (2008:43) Organizational culture is the invisible
Culture as McGrath, glue that holds an institution together
a Hidden Susan Tobia by providing shared interpretations
Resource and understandings of events through
socializing members into common
patterns of perception, thought, and
feeling (Kuh and Whitt, 1988; Schein,
1992).
 A multilevel I‐Chi Chen , (2011:66) Organizational culture is a complex
model of patient Hui‐Fuang Ng construct in organizations, consisting
safety culture: and Hung‐Hui of attitudes, perceptions, values and
cross‐level Li beliefs which must necessarily be set
relationship in context (Harvey et al., 2002)
between
organizational
culture and
patient safety
behavior in
Taiwan’s
hospitals
Sintesa : Berdasarkan pendapat ahli-ahli diatas, maka Budaya Organisasi adalah sikap, kebiasaan, kepercayaan
dan system tata cara yang melekat pada organisasi yang menjadi ciri khas organisasi tersebut.

DIMENSI
Organizational culture Gert Jan
: Siren or sea cow? A Hofstede
reply to Dianne Lewis
DIMENSI
(2000:136) Based upon both qualitative and
quantitative methods, he came up with six
dimensions of organizational
culture:
(1) process vs. results oriented,
(2) employee vs. job oriented,
(3) parochial vs.professional,
(4) open vs. closed,
(5) loose vs.tight control,
(6) normative vs. pragmatic.

Organizational Christian (1999:179) The main hypothesis of the study was

culture, person culture Vandenbergh tested using a logistic regression
®t, and turnover: a e procedure with person culture as the main
replication in the predictor and individual value dimensions
health care industry included as controls, and turnover as the
dependent variable. Individual
preferences were incorporated as
predictors because prior work has shown
that some characteristics that individuals
bring in when joining an organization
(e.g. a team orientation) may account for
some variance in early turnover (e.g.
Mael and Ashforth, 1995)
SINTESA : berdasarkan pendapat dari G J Hofstede dan lain-lain maka dimensi yang digunakan adalah orientasi
tim, proses dan hasil orientasi dan kinerja karyawan

KONSEP : PENGARUH BUDAYA ORGANISASI TERHADAP KINERJA

KARYAWAN
B. KERANGKA PIKIR
Keterangan Judul dan Media Nama Tahun dan Hasil Tulisan
Halaman
HR Practices as a Soumendu (2009:117) In this connection, the present study
Mediator Biswas also focuses on performance by
Between individual employees at the
Organizational workplace as a key outcome of
Culture and organizational culture and
Transformational transformational leadership through
Leadership: appropriate HR practices
Implications for The discussion above, based on
Employee reviews of the relevant literature
Performance suggests that organizational culture
and transformational leadership have
a positive influence on employee
performance

Examining John Goldie (2017:11) This section indicates that

Relationships III, Michael organizational culture may moderate
between Shriner the relationship between four of these
Transformational system characteristics and fairness:
Leadership and employee
Employee participation (whether employees are
Creative allowed input into the design of the
Performance: The system); object (whether individuals
KERANGKA Moderator Effects or groups are monitored); amount
PIKIR of Organizational (how frequently employees are
Culture monitored and for how long); and
relevance (whether the system
monitors activities directly
related to task performance).

The Effect of Suharno (2016:6) Organizational culture, work

Work Pawirosumarto environment, and job satisfaction
Environment, , Purwanto give a positive effect on employee
Leadership Style, Sarjana, performance but it is not really
and Rachmad significant, job satisfaction also does
Organizational Gunawan not act as a mediating variable
Culture towards between the work environment,
Job Satisfaction leadership style, and organizational
and Its culture on employee performance
Impliaction
towards
Employee
Performance
Sintesa : berdasarkan pendapat dari ahli-ahli diatas maka kerangka pikir atau keterkaitannya
yaitu bidaya organisasi akan mempengaruhi sikap dan motivasi dari karyawan dalam
bekerja dan meningkatkan kinerjanya bagi perusahaan.
 KONSEP : PENGARUH BUDAYA ORGANISASI TERHADAP KINERJA
KARYAWAN
C. PENELITIAN TERDAHULU

Keterangan Media dan Jurnal Nama Tahun Hasil Tulisan/Liputan/Pernyataan

Organizational Culture Soumendu 2009 The results of the present study imply
&Transformational Biswas that organizational culture is a significant
Leadership as and positive predictor and employee
Predictors of Employee performance
Performance
The Impact of Servant Wiwiek 2016 The results showed: servant leadership
Leadership on Harwiki impacted significantly on organizational
Organization Culture, culture, organizational commitment,
Organizational OCB and employee performance;
Commitment, organization culture impacted
Organizational significantly on OCB, but non
Citizenship Behaviour significantly on employee performance;
(OCB) and Employee organizational commitment impacted non
Performance in Women significantly on OCB nor on employee
PENELITIAN
Cooperatives performance; and OCB impacted
TERDAHULU
significantly on employee commitment)
The effect of servant Sahat 2016 Based on the analysis results, it can be
leadership to rewards, Sihombing, concluded that structural model showed
organizational culture, Endang Siti that Servant Leadership (X1)
and its implication to Astuti, significantly affected Rewards (Y1) and
employee’s Mussadieq Organizational Culture (Y2), but it had
performance Mussadieq, no significant effect on Employee’s
Djamhur Performance (Y3). Other results showed
Hamied, that there was significant effect of
Kusdi Rewards (Y1) to Organizational Culture
Rahardjo (Y2) and Employee’s Performance (Y3),
and there was significant effect of
Organizational Culture (Y2) to
Employee’s Performance (Y3).