The Implementation of Organizational Culture Based on Tri Hita Karana in the Effort to Realize the Organizational Performance in PDAM Buleleng Regency

Abstract

This study aims to determine the role of Organizational Culture based on Tri Hita Karana in the effort to realize Organizational Performance by taking into account other factors such as Human Resource Management, Total Quality Management, and Employee Performance. This study uses a quantitative approach. The data analysis technique used in this study is a structural equation model (SEM) based on variance or Component based SEM, known as Partial Least Square (PLS) Visual version 3.2.7. The number of samples used was 48 people with t-table values for significance levels α = 0.05 and degree of freedom (df) = 46 is 2.58. The results show that there are two relationships that show significant results, namely the role of Organizational Culture based on Tri Hita Karana on Employee Performance has a value of 17.353 with t-statistics > t-table (17.353 > 2.58). And the same results are also shown in the relationship between Total Quality Management and Organizational Performance with a value of 8.232 > 2.58. Different results are shown in 4 other relationships, namely the influence of the organization's culture on organizational performance, the influence of HRM on organizational performance, the influence of HRM on employee performance, and the influence of total quality management on employee performance with t-statistics < t- table (0.220 < 2.58), (0.544 < 2.58), (0.866 < 2.58), and (0.553 < 2.58). From the results of this study it can be seen that there are still several factors that have not been able to provide a significant value on organizational performance in the PDAM Buleleng.

The smart effort to build up an innovative organizational culture in a skincare company

“…These findings fully support the research of (Andriyanty et al, 2021), which devulged earlier the strength of the impact of performance on innovative corporate culture. Of course, the results of this study contradicted many studies, such as Sari et al (2023), Ningsih & Prastiwi (2022), Ferine et al (2021), Cherian et al (2021), Mekka et al (2020), Hasan et al (2020), andNingsih et al (2019) which studied the relational between employee performance and organizational culture, if putting aside innovative types of culture.…”

“…However, if we ignore the innovation factor, an empirical gap occurs when many studies prove the sequelae of organizational culture on employee performance (e.g., Sari et al, 2023;Ningsih & Prastiwi, 2022;Ferine et al, 2021;Cherian et al, 2021;Mekka et al, 2020;Hasan et al, 2020;and Ningsih et al, 2019). This recursive effect creates research gaps, so the relationship between the two constructs still needs stronger evidence.…”

“…Nevertheless, apart from innovation, an empirical gap occurred when many studies proved the organizational culture's sequel on employee performance (e.g. Sari et al, 2023;Ningsih & Prastiwi, 2022;Ferine et al, 2021;Cherian et al, 2021;Mekka et al, 2020;Hasan, et al, 2020;and Ningsih et al, 2019). This opposite effect concocts an interesting research gap to study whether the object of study is focused on innovative culture; employee performance drives an 'IOC', not the other way around.…”