PENGARUH GAYA KEPEMIMPINAN DAN BUDAYA ORGANISASI TERHADAP KINERJA KARYAWAN DENGAN KEPUASAN KERJA SEBAGAI VALUABEL INTERVENING ( Studi Pada Fakultas Ilmu Budaya Universitas Airlangga Surabaya)
Daftar Isi:
- Faculty of Humanities is one of the faculty at the University of Aklangga who has the task of providing services. Educational personnel employee or a person who stands at the forefront in service to students, faculty and the community. With such tasks, it is necessary to research on the effect of leadership style and organizational culture on employee performance and job satisfaction as an intervening variable in the Faculty of Humanities, Airlangga University Surabaya. This type of research is quantitative. The entire sample of educational personnel numbered 59 people. Variables in this study Leadership Style, Organizational Culture, Job Satisfaction and Employee Performance. Collecting data in this study are obtained by questionnaire on respondents displayed by means of frequency distribution table in the form of a percentage. The results showed that the first hypothesis which states that the significant positive effect of leadership styles on employee performance with a significance of 0.000. The second hypothesis states that organizational culture is not significant positive effect on employee performance with a significance of 0.069. The third hypothesis which states that the leadership style of a significant positive effect on job satisfaction with a significance of 0.000. The fourth hypothesis which states that organizational culture significant positive effect on job satisfaction with a significance of 0.000. The fifth hypothesis which states that job satisfaction is a significant positive effect on employee performance with a significance of 0.002. The sixth hypothesis which states that job satisfaction does not mediate the relationship between leadership style with the employee's performance indicated by the indirect path coefficient (0.137). This value is smaller than the coefficient of the direct path of leadership styles on employee performance of 0.366. Seventh hypothesis states that job satisfaction does not mediate the relationship between organizational culture with employee performance indicated by the indirect path coefficient (0.145). This value is smaller than the coefficient of the direct path of organizational culture on employee performance by 0.190.