Vol. 11 No. 1 (2021), Articles
Vol. 11 No. 1 (2021)

Analisis perceived organizational support dan budaya kerja terhadap beban kerja dalam meningkatkan kinerja karyawan bank menuju new normal

Articles
DOI: 10.14414/jbb.v11i1.2507
Published 2021-06-17
Honorata Ratnawati Dwi Putranti
Universitas 17 Agustus Semarang
http://orcid.org/0000-0003-4858-8707
Dian Al Ardhi Mahalalita
PDF
PDF

Keywords

bank
workload
work culture
employee performance
perceived organizational support

How to Cite

Dwi Putranti, H. R., & Mahalalita, D. A. A. (2021). Analisis perceived organizational support dan budaya kerja terhadap beban kerja dalam meningkatkan kinerja karyawan bank menuju new normal. Journal of Business & Banking, 11(1), 17-33. https://doi.org/10.14414/jbb.v11i1.2507
ACM APA Chicago Harvard IEEE MLA Vancouver AMA

Download Citation

Endnote/Zotero/Mendeley (RIS) BibTeX

Abstract

The Covid 19 pandemic—which has spread throughout the world since early 2020— has had an impact on several countries, including Indonesia. This condition changes the company's policy, intended to maintain optimal employee performance. This study aims to determine the effect of perceived organizational support (POS) and work culture on employee performance. The population of this study were 179 employees of Bank BTN Semarang branch with a sample of 65. The sample was taken using a stratified random sampling with primary data distributed by online questionnaires. The results showed that POS has a significant effect on performance, work culture has a positive and significant effect on performance, POS has a negative and significant effect on workload, Work culture has a negative and significant effect on workload and workload has a negative and insignificant effect on performance significantly influence workload, workload does not significantly influence employee performance and work culture. Work culture has a significant effect on employee performance. POS has a significant effect on workload, work culture has a significant direct effect and a significant indirect effect. POS has a significant direct and indirect effect. The study is useful for understanding how to optimize company management and creating a work culture in improving the performance of bank employees.

References

Afandi, Pandi. (2018). Manajemen Sumber Daya Manusia (Teori, Konsep Dan. Indikator). Pekanbaru: Zanafa Publishing.

Baliartati, Beta Oki. (2016). “Pengaruh Organizational Support Terhadap Job Satisfaction Tenaga Edukatif Tetap Fakultas Ekonomi Dan Bisnis Universitas Trisakti.†Jurnal Manajemen Dan Pemasaran Jasa 9 (1): 35–52.

Bandura, Albert, and Edwin A. Locke. (2003). “Negative Self-Efficacy and Goal Effects Revisited.†Journal of Applied Psychology 88 (1): 87–99. https://doi.org/10.1037/0021-9010.88.1.87.

Caesens, G., and F. Stinglhamber. (2014). “The Relationship between Perceived Organizational Support and Work Engagement: The Role of Self-Efficacy and Its Outcomes.†Revue Europeenne de Psychologie Appliquee 64 (5): 259–67. https://doi.org/10.1016/j.erap.2014.08.002.

Dana., Ni Made Sashia Asa, and dan A.A. Sagung Kartika Dewi. (2016). “Pengaruh Kompensasi Dan Dukungan Organisasi Terhadap Kinerja Karyawan Di Hotel Asana Agung Putra Bali.†E-Jurnal Manajemen Unud, 5 (9): 5978–6006.