Pengaruh Budaya Organisasi dan Stres Kerja terhadap Kepuasan Kerja Karyawan pada PT. Kereta Api Indonesia Persero Daop 8 Surabaya

Amilia, Sista Prilia Nisa; Nugrohoseno, Dwiarko

doi:10.26740/bisma.v7n1.p26-33

Cited by 8 publications

(11 citation statements)

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“…The results of this study are appropriate and can confirm previous research conducted by Kokt & Ramarumo (2015) on organizational culture variables which prove that organizational culture has an effect on work stress. Similar to the research results of Amilia & Nugrohoseno (2018) which prove that organizational culture has a significant positive effect on job satisfaction and employee job stress. It is different and cannot confirm the research conducted by Pamungkas, (2016), which proves that organizational culture has no significant effect on employee performance.…”

Section: Variable Job Stresssupporting

confidence: 87%

Relationship between Organizational Culture and Employee Performance through Work Stress at the Regional Office of the East Java I Directorate General of Customs

Komar

2021

JAMREMS

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This study aims to analyze the Relationship between Organizational Culture and Employee Performance through Work Stress at the Regional Office of the Directorate General of Customs and Excise, East Java I. This research method is an explanatory research, the analysis unit in this study is employees who work in the Directorate General of Customs and Excise Office. East Java I region, which consists of 80 structural officials, 79 functional officials and 1323 executive staff. The method of collecting research data using a questionnaire. The results showed that organizational culture affects the work stress of employees at the Regional Office of the Directorate General of Customs and Excise, East Java I, this shows that organizational culture is able to increase the work stress of employees of the Regional Office of the Directorate General of Customs and Excise, East Java. Organizational culture influences the performance of the employees of the Regional Office of the Directorate General of Customs and Excise, East Java I, this shows that with a good and appropriate organizational culture, it is able to increase the performance of the employees of the Regional Office of the Directorate General of Customs and Excise, East Java I. New organizational culture that also improves Employee stress, namely the imposition of input into daily work activity reports by employees in the daily logbook through an internet-based application with details on the types of activities, time norms, achievement targets and employee daily problems for all levels of employees, both structural, functional and executive.

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Section: Variable Job Stresssupporting

confidence: 87%

Relationship between Organizational Culture and Employee Performance through Work Stress at the Regional Office of the East Java I Directorate General of Customs

Komar

2021

JAMREMS

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“…Empirical findings are consistent with research by Amilia et al (2014). Based on the test results, the results obtained that organizational culture has a positive and significant effect on employee job satisfaction.…”

Section: 2relationship Of Organizational Culture and Job Satisfactionsupporting

confidence: 87%

“…Organizational culture can support the achievement of job satisfaction and organizational goals (Zhang & Bing, 2013). Research by Amilia et al (2014), there is an influence between organizational culture on job satisfaction. There is an influence between leadership and employee performance (Suardi et al, 2016).…”

Section: Concept and Hypothesis Development 21relationship Of Leadementioning

confidence: 99%

Exploration of Leadership, Organizational Culture, Job Satisfaction, and Employee Performance

Purwadi

Darma

Febrianti

et al. 2020

TSSJ

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The purpose of the organization is to obtain maximum results and also pay attention to performance in the process of these objectives. The description of the research aims to explore the relationship between leadership and organizational culture on job satisfaction and employee performance. The independent variables of this research are leadership and organizational culture. Meanwhile, job satisfaction and performance are included in the dependent variable. This research was conducted at the Department of Transportation (Samarinda City) consisting of 83 respondents. Research is descriptive and quantitative. Data collection by questionnaire by testing the leadership and organizational culture on performance and moderated by the variable job satisfaction. Data analysis uses the Partial Least Square (PLS) technique. Empirical findings indicate that leadership and organizational culture have a positive and significant effect on job satisfaction. Leadership and organizational culture have a positive and significant impact on performance. On one hand, the results of the study also showed that job satisfaction had a negative and not significant effect on performance. Researchers who have a focus on the variables in this study, in order to be able to use the criteria for selecting more respondents and more detailed in the future.

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“…This can be seen from the burnout experienced by the employee. This is different from the research of (Amilia and Nugrohoseno, 2014) which states that burnout is not a predictor of employee job satisfaction. (Mawaranti and Prasetio, 2018) stated that employees make burnout as a spirit to achieve targets for themselves and their organizations.…”

Section: Theoretical Reviewcontrasting

confidence: 82%

“…According to (Afrizal et al, 2014), (Poniasih and Dewi, 2015), (Wibowo et al, 2015), (Yo and Surya, 2015), (Yuliastini and Putra, 2015), and (Purwanti and Triastity, 2017) burnout have a negative effect on job satisfaction. According to (Amilia and Nugrohoseno, 2014) and (Mawaranti and Prasetio, 2018), burnout does not affect on job satisfaction.…”

Section: Introductionmentioning

confidence: 98%

Effect of Work Overload on Job Satisfaction Through Burnout

Dewi

Susanti²,

Sufiyati³

et al. 2021

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The current study proposes to search the relationship between work overload, burnout, and job satisfaction for lecturers. The questionnaires were distributed among 69 lecturers at the faculty of economics and business using convenience sampling. Data were processed using Partial Least Square-Structural Equation Modelling (PLS-SEM). The finding indicates that work overload has a positive effect on burnout, but work overload and burnout do not have a negative effect on job satisfaction.

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Pengaruh Budaya Organisasi dan Stres Kerja terhadap Kepuasan Kerja Karyawan pada PT. Kereta Api Indonesia Persero Daop 8 Surabaya

Cited by 8 publications

References 0 publications

Relationship between Organizational Culture and Employee Performance through Work Stress at the Regional Office of the East Java I Directorate General of Customs

Relationship between Organizational Culture and Employee Performance through Work Stress at the Regional Office of the East Java I Directorate General of Customs

Exploration of Leadership, Organizational Culture, Job Satisfaction, and Employee Performance

Effect of Work Overload on Job Satisfaction Through Burnout

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