THE INFLUENCE OF ORGANIZATIONAL CULTURE AND PERCEIVED ORGANIZATIONAL SUPPORT ON EMPLOYEE ENGAGEMENT WITH ORGANIZATIONAL COMMITMENT AS A MEDIATOR

DiA: Jurnal Administrasi Publik, 2021 June Vol. 19 No. 1, e-ISSN: 2615-7268 THE INFLUENCE OF ORGANIZATIONAL CULTURE AND PERCEIVED ORGANIZATIONAL SUPPORT ON EMPLOYEE ENGAGEMENT WITH ORGANIZATIONAL COMMITMENT AS A MEDIATOR Hanna Amanda Human Resource Development, Faculty of Administrative Sciences, University of Indonesia Pantius Drahen Soeling Human Resource Development, Faculty of Administrative Sciences, University of Indonesia ABSTRACT The focus of this research is how to improve employee engagement at the PT.X head office by examining the relationship between organizational culture and organizational perceptions of employee engagement with organizational commitment as a mediator. This research uses quantitative approach, which is a study that aims to explain a cause of the occurrence of social phenomena, which the phenomenon will be explained by conducting an objective measurement. Primary data collection through the dissemination of questionnaires to 74 respondents. Data analysis using the partial least square equation model or can be known as SEM-PLS. Based on the results of research that has been found, it can be concluded that organizational culture variable does not give a significant direct positive influence on employee engagement, whereas when viewed on variables perceived organizational support and organizational commitment, these two variables have a significant positive direct affect on employee engagement. If the direct influence relationship between organizational culture and employee engagement does not have a significant influence, but when the variable is mediated by organizational commitment, then the results state that there is a significant positive influence relationship between the two variables. This shows that the organization's commitment to succeed has a significant role in mediating the relationship between organizational culture and employee engagement. Keywords: Organizational Culture, Japanese Organizational Culture, Perceived of Organizational Support, Organizational Commitment, Employee Engagement. A. INTRODUCTION Indonesia has good bilateral relations with various countries in the world. This resulted in the emergence of various companies that invest in Indonesia or even not a few companies in Indonesia that cooperate with foreign companies with the intention of developing business. One of the countries that is often active in investing in Indonesia or establishing good cooperation with Indonesia is Japan. 340 DiA: Jurnal Administrasi Publik, 2021 June Vol. 19 No. 1, e-ISSN: 2615-7268 So much cooperation, investment, and expatriate in various countries, it makes Japan always try to transfer and apply their characteristics in doing business and running the organization. Not infrequently it is widely adopted and adapted by various countries. The important thing that includes the culture of Japanese organizations such as teamwork, openness, and so on to create efficiency and competitive advantage. Culture is a set of values, guidance, beliefs, understanding, norms, philosophy, ethics, and ways of thinking. The culture that exists in an environment has a huge influence on the personal formation that is in that environment. Apart from the socialization side, the workmanship of a job as well as the cultural role of the Japanese people greatly influenced their work. Therefore, many Japanese companies or Indonesian multinational companies that cooperate with Japan apply the existing culture in working, to achieve the same goals and through the same process. Moving straight with the improvement of cooperation and globalization, Indonesia is obliged to improve the quality and competence of the existing workforce. The improvement of competence and quality received by the Indonesian workforce can not be separated from the intervention of the organization or related companies to increase the percentage of engagement owned by employees. Employee engagement is very important for the organization and it can be determining factor behind the high business performance of a company (Triple Creek Associates, 2007). In general, employee engagement can be defined as the level of commitment and attachment of employees to the organization and the value applied in the organization. Employees who feel attached are those who feel really engaged and have an enthusiasm for their work and organization. According to research conducted, about eighty-seven percent (87%) of respondents believe this issue related to the culture and attachment of employees as an important thing with fifty percent (50%) cited the issue as a very important matter (Delloitte, 2015). There are a variety of scales that can be measured to know the engagement that employees have in an organization, one of them is the scale of tardiness. Paycor (2020) states that tardiness can be the first sign of decreased attachment, burnout, or an indication that employees are struggling to balance work and family commitments. Year(s) 2017 Table 1. Turnover Voluntary Turnover Voluntary Employee Out (%) 11 7.4% 2018 16 11% 2019 13 8.4% Source: Human Resource Development PT. X Turnover in an organization is one indication of low employee attachment. High turnover or more than 10% annually will increase the costs 341 DiA: Jurnal Administrasi Publik, 2021 June Vol. 19 No. 1, e-ISSN: 2615-7268 that organizations have to spend. When viewed from the data above, in 2017, 11 people left the organization or about 7.4% of the total employees. While in 2018 16 employees left the organization or about 11% of the total employees and experienced a decrease in percentage in 2019, which is about 8.4% of the total employees. Table 2. Factors affecting Turnover Intention No Employee Name (Name Disguissed) Years 1 BM <5 years 2 AS >5 years 3 SH <5 years Factors affecting Turnover Intention - There is no career development; - Dissatisfied with the supervisor's response regarding the input given by the employee; - There is no place for evaluation; - Lack of appreciation given by superiors to employees - There is a fairly high inequality between work and income - Dissatisfied with the takehome pay received - Compensation earned is still not competitive; - There is no forum to convey aspirations and evaluations; - There is no clear job description and career path. Processed by Researchers, 2020 Through pre-research interviews that have been conducted to several respondents, several factors cause turnover intentions from employees, such as lack of appreciation, further response to what employees say or, there is no clear career path in the company. One of the variables that has something to do with the reasons of the respondents above is the organizational culture and perception of organizational support. B. LITERATURE REVIEW Organizational Culture Organizational culture defines the right way to behave within an organization. This culture consists of shared beliefs and values established by leaders (...truncated)