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ORGANIZATIONAL CULTURE COMPENSATION AND SPIRITUAL
INTELLIGENCE ON WORK PRODUCTIVITY
Kresensia Sulastri Astuti
Universitas Sarjanawiyata Taman Siswa Yogyakarta
E-mail: [email protected]
Received: March
30
th
, 2021
Revised: April 7
th
,
2021
Approved: April
16
th
, 2021
This work is licensed under a Creative Commons
Attribution-ShareAlike 4.0 International
INTRODUCTION
Human resources are a very important factor in life. The success or failure of an
organization or business usually depends on human resources. High-quality human
resources will have a major impact on the company's success, while low-quality human
resources will have a small impact on the company's success rate. (Iskandar, 2018) In this
case, humans are the driving force in building a successful company. They make
strategies, goals, create innovations and of course to achieve company goals.
Human resources are a central factor in an organization (Primayana, 2016).
Whatever the form and purpose, the organization is made based on various visions for the
benefit of humans and in its implementation the mission is managed by humans. So
humans are a strategic factor in all organizational activities.
Companies really need employees who have high productivity. (Faslah & Savitri,
2013) In production activities, the labor factor (employees) has a big influence because
employees carry out the production process. Employees are essentially one of the key
elements that determine the development of the company. (Susan, 2019) These human
resources carry out daily activities. Employees are living organism that enable the
functioning of an organization or company and become an important element in
management.
According to (Herawan, 2015) organizational culture is often described in terms
of
Abstract
This study aims to explain the relationship between organizational
culture, compensation and spiritual intelligence on work productivity
in the special area health office in Yogyakarta simultaneously and
partially to work productivity in the special area health office in
Yogyakarta. This research uses quantitative research methods. The
research population sample shows that the Yogyakarta Special
Region Health Service has 48 employees. The sample data collection
technique is a probability sampling technique (saturated sampling)
by taking a sample of 48 employees. The data collection method was
using a questionnaire. The analysis technique used is simple
regression with a significant level of 0.05. The results of this study
indicate that (1) organizational culture has a positive effect on work
productivity (2) compensation has a positive effect on work
productivity (3) spiritual intelligence has a positive effect on work
productivity (4) ) organizational culture, compensation, spiritual
intelligence simultaneously influence work productivity.
Keywords:
Organizational Culture, Compensation, Spiritual
Intelligence, Work Productivity
Kresensia Sulastri Astuti
Organizational culture compensation and spiritual intelligence on work
productivity 151
being shared. The patterns of beliefs, symbols, rituals and myths that develop over time
and serve as the glue that holds the organization together. Different forms of
organizations or companies, of course, with different cultures are also a natural thing
because the organizational environment is also different, for example service,
manufacturing and commercial companies.
According to (Marpaung, 2020) organizational culture is a system of beliefs and
values that develop in the organization and direct the behavior of its members. According
to (Sagita, Susilo, & Cahyo WS, 2018) culture is the root of what is important in an
organization. Such as issues as well as describing what has been done and what has not
been done that regulates the behavior of members. Therefore, culture includes what can
and cannot be done to serve as a guide for the full performance of the organization's
activities.
Direct financial compensation is a reward called a bonus, incentive, commission,
or salary that is paid regularly based on a stipulated grace period (Rohmah, 2020).
Indirect financial compensation is part of employee benefits / benefits other than salary or
regular income, which can be in the form of health, pension, education, vacation and
leave benefits. This indirect compensation is also called complementary compensation
because it functions to complement the compensation received by employees through
wages and salaries (Kinasih, 2014).
Compensation is a payment that a company provides to its employees in the form
of money. Compensation is not the same as wages, wages are the largest part of
compensation, apart from wages, also comes in the form of benefits such as housing,
vehicles, health insurance and many more. According to (Wibawa, 2015) compensation is
one of the elements of the operational function, where compensation is also one of
management to improve performance.
Each company has different indicators in the process of providing compensation
for employees. (Hasibuan & Hasibuan, 2016) suggests, in general there are several
compensation indicators, namely: 1) Salary, 2) Bonuses, 3) Incentive wages, 4)
Insurance, 5) Office facilities, 6) Allowances. There are several things that can be used as
indicators of compensation, according to Simamora (Jufrizen, 2017), namely:
a) The level of wages
Depending on the conditions of the company, a high, average or low salary can
be awarded. This means that the level of payment depends on the company's
ability to pay for employee services.
b) Payment structure
The salary structure involves the average salary, the salary level and the job
classification of the company.
c) Personal salary determination
Personal salary determination needs to be determined according to the average
salary level, level of education, years of service and employee performance.
d) Method of payment
There are two payment methods, namely time-based payment methods (hourly,
daily, weekly, and monthly). Both payment methods are based on profit sharing.
e) Payment control
Payment controls are direct and indirect control of labor costs. The task of
controlling is first, to develop compensation standards and improve their
function. Second, measuring results that are against established standards. Third,
rectifying changes in wage payment standards.
Basically every company has worked hard to increase productivity. Productivity
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itself is defined as a measure of information obtained from information provided by
employees in carrying out work that has been charged for a certain period of time.
Productivity includes the following roles: intelligence, especially intelligence, is a tool in
the form of mental abilities and is important for completing tasks or jobs. This is
understandable, because at work, they must not only perform work actions, but also have
wisdom in solving problems. Active workers can get maximum results by checking the
quality and quantity of work. Psychological intelligence plays an important role in the
success of one's work. This can be understood because in work not only actions to carry
out work but also intelligence in solving problems.
Productivity also reflects the professional ethics of employees and is also
suggested to reflect good attitudes. Therefore, according to Suleman in (Indrawati,
Baharuddin, & Buyung, 2018) participating employees work hard to increase their
productivity through various policies that can effectively increase employee productivity.
There is previous research that is relevant to this research. One of them is a
research conducted by (Amar, 2020) with the title The Influence of Organizational
Culture, Compensation, and Emotional Intelligence on the performance of JNE Express
Jember Branch employees. This study states that there are weaknesses in employee
performance, which is indicated by the number of employees who resigned in the
company. The problems studied are how the influence of organizational culture,
compensation, and emotional intelligence on employee performance at JNE Express,
Jember Branch.
In contrast to previous studies, in this study the authors reviewed the influence of
organizational culture, compensation and spiritual intelligence on employee work
productivity. This study aims to explain the relationship between organizational culture,
compensation and spiritual intelligence on work productivity in the Yogyakarta Special
Region health office simultaneously and partially on work productivity at the Yogyakarta
Special Region Health Service office.
This research is important to do to find out how the influence of organizational
culture, compensation and spiritual intelligence as materials for corporate evaluation in
order to have productive human resources.
RESEARCH METHODS
This research uses quantitative research methods. The research population sample
shows that the Yogyakarta Special Region Health Service has 48 employees. The sample
data collection technique is a probability sampling technique (saturated sampling) by
taking a sample of 48 employees. The data collection method was using a questionnaire.
The analysis technique used is simple regression with a significant level of 0.05. The
analysis in this study uses multiple regression analysis which is used to determine the
effect of the independent variables on the dependent variable together. In this study the
multiple regression equation is:
Y = a + b1 x1 + b2x2 + b3x3 + e
Information :
Y: Work productivity
X1: Dimensions of Organizational Culture
X2: Compensation
X3: Spiritual Intelligence
a: Y value if X = 0 (Constant)
Kresensia Sulastri Astuti
Organizational culture compensation and spiritual intelligence on work
productivity 153
b1, b2'b3: Regression coefficients
e: error
RESULTS AND DISCUSSION
A. Data Validity Test
A test can be said to have high validity if the test performs its measuring
function, or provides precise and accurate measurement results in accordance with the
purpose of the test. A test that produces data that is not relevant to the purpose of the
measurement is said to be a test that has low validity. The following are the results of the
validity test that have been analyzed.
Table 1
Results of the Validity Test of the Research Variable Items
Variable
Item Question
r count
r table
Desscription
Organizational
Culture
X1.1
0,784
0,284
Valid
X1.2
0,767
0,284
Valid
X1.3
0,668
0,284
Valid
X1.4
0,670
0,284
Valid
X1.5
0,738
0,284
Valid
X1.6
0,787
0,284
Valid
X1.7
0,767
0,284
Valid
X1.8
0,649
0,284
Valid
X1.9
0,766
0,284
Valid
X1.10
0,795
0,284
Valid
Compensation
X2.1
0,845
0,284
Valid
X2.2
0,606
0,284
Valid
X2.3
0,740
0,284
Valid
X2.4
0,654
0,284
Valid
X2.5
0,822
0,284
Valid
Spiritual
Intelligence
X3.1
0,754
0,284
Valid
X3.2
0,645
0,284
Valid
X3.3
0,775
0,284
Valid
X3.4
0,697
0,284
Valid
X3.5
0,752
0,284
Valid
Work
productivity
Y.1
0,698
0,284
Valid
Y.2
0,771
0,284
Valid
Y.3
0,740
0,284
Valid
Y.4
0,789
0,284
Valid
Y.5
0,836
0,284
Valid
Y.6
0,714
0,284
Valid
Source: 2021 data processing results
Based on the results of the validity test with a total of 48 respondents, it can be
seen that all statements regarding organizational culture, compensation, spiritual
intelligence, work productivity submitted to employees of the Yogyakarta Special Region
Health Office are valid because they are seen from rcount> rtabel, so it can be concluded
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that all The statements in the questionnaire can be said to be feasible as an instrument for
measuring research data.
1. Reliability Test
This test is carried out by comparing the Cronbach alpha number with the
provision that the minimum Cronbach alpha value is 0.6. This means that if the Cronbach
alpha value obtained from the results of the SPSs calculation is greater than 0.6, it is
concluded that the questionnaire is reliable, on the contrary, if the Cronbach alpha value
is less than 0.6, it is concluded that it is not reliable. The following are the results of the
reliable test:
Table 2
Results of the Reliability Test of Research Variable Items
Variabel
Cronbach’s Alpha
Description
Organizational culture
0,908
Reliabel
Compensation
0,788
Reliabel
Spiritual Intelligence
0,771
Reliabel
Work productivity
0,853
Reliabel
Source: 2021 data processing results
Based on the results of the reliability test in table 2 of 115 respondents, it can be
seen that the Cronbach alpha value> 0.60, so it can be concluded that organizational
culture, compensation, spiritual intelligence, work productivity are all reliable.
2. Classical Assumption Test
a. Normality test
This normality test is carried out with the aim of assessing the distribution of data
in a group of data or variables, whether the distribution of the data is normally distributed
or not. The results of the normality test analyzed from the collected questionnaire data
can be seen in the table below:
Table 3
Normality Test
One-Sample Kolmogorov-Smirnov Test
Unstandardized
Residual
N
48
Normal Parameters
a,b
Mean
.0000000
Std. Deviation
1.18284997
Most Extreme Differences
Absolute
.165
Positive
.165
Negative
-.162
Kolmogorov-Smirnov Z
1.145
Asymp. Sig. (2-tailed)
.145
a. Test distribution is Normal.
b. Calculated from data.
Based on table 3, it can be seen that the asymp.sig value is 0.145> 0.05, so it can
be concluded that the residual data is normally distributed because the significance is
greater than 0.05.
b. Heteroscedasticity Test
The heteroscedasticity test is a test that assesses whether there is an inequality of
variance from the residual values for all observations in the linear regression model. This
Kresensia Sulastri Astuti
Organizational culture compensation and spiritual intelligence on work
productivity 155
test is one of the calcic assumption tests that must be done in linear regression. If the
assumption of heteroscedasticity is not met, the regression model is declared invalid as a
forecasting tool. Therefore, the researchers tested the heteroscedasticity data, and had the
following results:
Table 4
Heter
osced
asticit
y Test
Source: 2021 data processing results
Based on table 4 above, it can be seen that the probability value is greater than
0.05. Thus the proposed variable does not experience heteroscedasticity.
c. Multicollinearity Test
Multicollinearity test was used to test whether the regression model found a
correlation (strong relationship) between independent variables or independent variables.
A good regression model should not have a correlation between the independent variables
or there should be no correlation between the independent variables or there should be no
multicollinearity symptoms. Therefore, the researchers conducted a multicollinearity test
and viewed the Variance Inflation Factor (VIF) and Torelance (α) values.
Table 5
Multicollinearity Test
Source: 2021 data processing results
Based on table 5 above, it is known that the tolerance value for organizational
culture variables (X1), compensation (X2) and spiritual intelligence variables (X3) is
greater than 0.10 then the VIF value is less than 10.00. So it can be concluded that the
data does not experience or does not occur multicollinearity.
B. Hipotesis Test
In this study, to test the organizational culture variable (X1), compensation (X2)
and spiritual intelligence variable (X3) on work productivity (Y), multiple linear
regression analysis was used. In this multiple linear regression testing will be carried out
simultaneously (F test) and partially (t test). For that to determine the significance test,
namely the F test and t test, namely:
• Ha: if the probability (p) <0.05 means that all independent variables simultaneously or
partially have a significant effect on the dependent variable. The summary of the results
of the multiple linear regression analysis that has been carried out is as follows:
Variable
Sig
Batas
Description
Organizational culture
0,223
> 0,05
There was no heteroscedasticity
Compensation
0,472
> 0,05
There was no heteroscedasticity
Spiritual Intelligence
0,199
> 0,05
There was no heteroscedasticity
Variable
Tolerance
VIF
Description
Organizational culture
0,201
1.524
Multicollinearity
does not occur
Compensation
0,422
1.518
Multicollinearity
does not occur
Spiritual Intelligence
0,241
1.053
Multicollinearity
does not occur
Kresensia Sulastri Astuti
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Table 6
Multiple Linear Regression Test Results
Variable
B
Beta
t
hitung
Sig t
Description
(Constant)
-0.007
Organizational culture
0.189
0.323
2.381
0.022
Significant
Compensation
0.305
0.269
2.873
0.006
Significant
Spiritual Intelligence
0.507
0.398
3.217
0.002
Significant
F count
75,663
Sig F
0,000
Adjusted R square
0,827
Variable Dependent
: Work productivity
Source: 2021 data processing results
Based on table 6 above, the calculation of multiple linear regression using the
SPSS version 21.0 program shows the following results:
a. Y = - 0.007 + 0.189X1 + 0.305X2 + 0.507X3
Simultaneous Testing (F) From the results of the F test in table 6, it is obtained
that F count is 75.663 and a probability of 0.000. So according to the basis of decision
making in the F test it can be concluded that the hypothesis is accepted or in other words
organizational culture, compensation and spiritual intelligence simultaneously affect work
productivity. Meanwhile, based on the comparison of the value of Fcount with Ftable, the
result is Fcount 75.663> Ftable 2.81, so as the basis for decision making in the F test it
can be concluded that the hypothesis is accepted or in other words, organizational culture,
compensation and spiritual intelligence simultaneously affect work productivity.
The Coefficient of Determination (Adjusted R2) Based on the table 6 above, it is
known that the coefficient of determination or R Square is 0.827 which is equal to 82.7%.
This figure implies that the variables of organizational culture, compensation and spiritual
intelligence simultaneously affect work productivity by 82.7%. While the rest (100% -
82.7% = 17.3%) is influenced by other variables outside this regression equation or
variables that are not researched.
CONCLUSION
Organizational culture has a positive effect on work productivity. This is
evidenced by the t value of 2.381 with a probability value of 0.022 where this number is
significant because the probability value is <0.05. Compensation has a positive effect on
work productivity. This is evidenced by the t value of 2.873 with a probability value of
0.006 where this number is significant because the probability value is <0.05. Spiritual
intelligence has a positive effect on work productivity. This is evidenced by the t value of
3.217 with a probability value of 0.002 where this number is significant because the
probability value is <0.05. Organizational culture, compensation and spiritual intelligence
simultaneously influence tax revenue. This is evidenced by the calculated f value of
75.663 with a probability value of 0.000 where this number is significant because the
probability value is <0.05. Joint testing, which shows the coefficient of determination
(Adjusted R square or R2) is 0.827 which is equal to 82.7%. While the rest (100% -82.7%
= 17.3%) is influenced by other variables outside this regression equation or variables
that are not researched.
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Organizational culture compensation and spiritual intelligence on work
productivity 157
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