EFFECT OF EMOTIONAL INTELLIGENCE AND ORGANIZATIONAL CULTURE ON PERFORMANCE WITH ORGANIZATIONAL COMMITMENT AS MEDIATION Effect of Emotional Intelligence and Organizational Culture on Performance with Organizational Commitment as Mediation Organizational Culture of Emotional Intelligence and Organizational Culture on Performance with Organizational Commitment as Mediation

Non Educational Permanent Employees are human resources who provide support to the Foundation in carrying out education management with the capacity and capability, this will have a positive impact on the sustainability of the Foundation. This study aims to determine the effect of emotional intelligence and organizational culture on performance with organizational commitment as a mediation for non-educational permanent employees at the Yohannes Gabriel Foundation. This research is a causal research. In this study the method used is a survey, namely by distributing questionnaires to Non-Educational Permanent Employees at the Yohannes Gabriel Foundation. The population in this study were all non-educational permanent employees at the Yohannes Gabriel Foundation. The sample in this study were 60 respondents. Researchers used PLS (Partial Least Square) as an analytical method. The results showed that there was no significant effect of Emotional Intelligence on Organizational Commitment, there was a positive and significant influence of Organizational Culture on Organizational Commitment, there was a positive and significant influence of Organizational Commitment on Performance, there was a positive and significant influence of Emotional Intelligence on Employee Performance, there Effect of Emotional Intelligence and Organizational Culture on Performance with Organizational Commitment as Mediation was a positive and significant influence Organizational Culture has a significant effect on Employee Performance, there is no significant effect of Emotional Intelligence on Employee Performance through Organizational Commitment, and there is a significant influence of Organizational Culture on Employee Performance through Organizational Commitment.


INTRODUCTION
Human resource management is one of the activities that must be fulfilled in an organization or company, Agree in the context of a profit or non-profit organization. Problems with human resources and their management also occur in non-profit or nonprofit organizations, especially in non-profit educational organizations with legal entities in the form of foundations, as will be the object of this research.
The foundation that will be the object of this research is the Yohannes Gabriel Foundation, a legal entity in the form of a foundation that manages education from kindergarten to high school and vocational level. The schools that are managed by the Yohannes Gabriel Foundation are spread across East Java and Central Java.
Professional management of human resources is a necessity that can answer the current condition of the Education Foundation, a strategic issue that is very prominent is how the performance of non-educational permanent employees is able to contribute optimally in carrying out educational services when employee performance is weak. The issue of employee performance is also often a debate in the progress of an Educational Foundation. According to Widjaja (2017), employee performance can be seen from the achievement of missions at work, so that personal capacity in managing emotions is useful for making decisions and solving problems experienced as well as organizational culture to direct employee behavior in improving work abilities in accordance with the Agree values that are lived in the Foundation. This education is also the role of an employee's organizational commitment is needed in order to maximize his personal ability to contribute through his performance.
By improving employee performance, improvements can also occur in the overall performance of the organization. The performance of an organization can also be interpreted that the performance of an employee experiences movement, how the quality of employees works, how much work is produced and the timeliness used in completing tasks and responsibilities. This includes the Yohannes Gabriel Foundation which must manage this organization optimally considering the phenomena experienced in the last 5 (five) years in addition to natural phenomena experienced by all sectors including the Education sector in it. The trend for the last 5 (five) years of the Yohannes Gabriel Foundation, from the perspective of the number of employees, is relatively decreasing. Thus, performance is a key factor for every individual and organization in achieving productivity (Duwit, 2015). Non-educational permanent employees at the Education Foundation, play an important role in the education service process considering that education services are the main basis for the sustainability of this foundation.
According to Widodo and Haryanto (2010), the higher the competence, the higher the employee's performance, of course, the contribution to the organization will also be greater and more positive, therefore non-educational employees should be able to carry out their main tasks and functions optimally so that the service process can be provided effectively. correct. Therefore, researchers need to underline that, a way is needed to find out the needs of employees, one way to find out what is needed and expected by employees is to know the level of employee job satisfaction (Julindrastuti & Karyadi, 2016).
According to Handoko (2001) in Julindrastuti and Karyadi (2016), job satisfaction can be seen from a pleasant or unpleasant emotional state with which employees view their work. Therefore, in this study, researchers will try to dig deeper, how the human aspect can work together to create maximum performance in order to contribute to the Yohannes Gabriel Foundation. Organizational culture is something that is interesting in human resource activities in carrying out daily routines, how to provide excellent and maximum service through their performance when they need adaptation to the Foundation's organizational culture.
One of the external factors that can affect the performance of an employee is the organizational culture, the employee's behavior is influenced by the environment in which they work which is formed through organizational culture. Organizational culture is the values that develop in an organization, where these values are used to direct the behavior of members of the organization (Tanuwibowo & Sutanto, 2014). The values that are lived in the Yohannes Gabriel Foundation are certainly rooted in the values behind the formation of this organization, the Yohannes Gabriel Foundation is a religious-based organization. Another factor that affects the high and low performance of an employee who works at the Education Foundation, especially non-educational permanent employees is also related to organizational commitment, organizational commitment has become an important and influential thing in services in the world of education.
The purpose of this study was to analyze the effect of emotional intelligence and organizational culture on performance with organizational commitment as a mediation for non-educational permanent employees at the Yohannes Gabriel Foundation.

RESEARCH METHOD
This research is a causal research, which is a study to analyze the causal relationship between variables. In this study, the method used was a survey, namely by distributing questionnaires to Non-Educational Permanent Employees at the Yohannes Gabriel Foundation, to determine the effect of emotional intelligence and organizational culture on organizational commitment and performance. In this study, using a Likert scale to measure respondents' responses to the statements given.
The type of data in this study is quantitative research whose data is in the form of numbers collected through structured questions (Sekaran & Bougie, 2016). The source of data in this study is primary data, namely data collected by researchers directly from the first source (Puspitaningtyas, 2017).
The method of data collection in this study was using a questionnaire. The population in this study were all non-educational permanent employees at the Yohannes Based on the results of the data above, it is known that the respondents' responses to the Emotional Intelligence variable (X1) resulted in an average of 4.26. This means that respondents tend to judge that they have Emotional Intelligence (X1) who Strongly Agree. The indicator rated the most Agree is the statement "I am open to the latest information" with an average of 4.57. While the indicator that is rated the lowest is the statement "I have the ability to influence other people" with an average of 3.93. Based on the results of the data above, it is known that the respondents' responses to the variable Organizational Culture (X2) resulted in an average of 4.29. This means that respondents tend to judge that Organizational Culture (X2) has been carried out Strongly Agree. The indicator rated the most Agree is the statement "I have an orientation to serve others" with an average of 4.48. While the indicator that is rated the lowest is the statement "I am able to assess all problems objectively" with an average of 4.07.

Eric Leon Louhenapessy, Tuty Lindawati
Effect of Emotional Intelligence and Organizational Culture on Performance with Organizational Commitment as Mediation 559 Based on the results of the data above, it is known that the respondents' responses to the variable Organizational Commitment (Y1) resulted in an average of 4.31. This means that respondents tend to judge that Organizational Commitment (Y1) has been carried out Strongly Agree. The indicator rated the most Agree is the statement "I feel proud to be part of the place I work for" with an average of 4.62. While the indicator that is rated the lowest is the statement "I work at the Yohannes Gabriel Foundation is a necessity" with an average of 3.95 4. Performance Variable (Y2) Based on the results of the data above, it is known that the respondents' responses to the Performance variable (Y2) resulted in an average of 4.41. This means that respondents tend to judge that Performance (Y2) has been done Strongly Agree. The indicators that are rated the most Agree are the statements "I can cooperate with other coworkers" and "I come to work according to the set time" with an average of 4.52. While the indicator that is rated the lowest is the statement "I go home on time" with an average of 4.20

. Data analysis 1. Outer Model Evaluation
Evaluation of the measurement model is a stage to evaluate the validity and reliability of a construct, which consists of Construct Validity Evaluation and Construct Reliability Evaluation. Each will be explained as follows:

Convergent Validity Test
Evaluation of construct validity is done by calculating convergent validity. Convergent validity is known through the value of loading factor and Average Variance Extracted (AVE). An instrument is said to meet the convergent validity test if it has a loading factor and Average Variance Extracted (AVE) above 0.5. The results of the convergent validity test are presented in the following table: Based on Table 6 above, it can be seen that all indicators produce a loading factor value greater than 0.5. So it can be concluded that based on convergent validity the indicators used in this study are valid. Based on Table 7 above, it can be seen that all variables produce Average Variance Extracted (AVE) values that are greater than 0.5. Thus, based on convergent validity, all of these indicators are declared valid to measure the variables.

Construct Reliability
Calculations that can be used to test construct reliability are Cronbach alpha and composite reliability. The test criteria state that if the composite reliability is greater than 0.7 and Cronbach's alpha is greater than 0.6 then the construct is declared reliable. The results of the calculation of composite reliability and cronbach alpha using Smart PLS 3.0 can be seen through the summary presented in the following table: Based on Table 8 above, it can be seen that only each variable produces a Chronbach alpha value greater than 0.6 or a composite reliability value greater than 0.7. Thus, based on the calculation of the Chronbach alpha value or the composite reliability value, all indicators are declared reliable in measuring the variables.

Inner Model Evaluation
Evaluation of the structural model or inner model is a stage to evaluate the goodness of fit which includes the coefficient of determination and predictive relevance as well as hypothesis testing. Each will be explained as follows:

Coefficient of Determination (R2)
The coefficient of determination (R2) is used to determine the magnitude of the ability of endogenous variables to explain the diversity of exogenous variables, or in other words to determine the magnitude of the contribution of exogenous variables to endogenous variables. The results of R2 can be seen in the following table. The value of Q2 can be used to measure how much you agree with the observed values generated by the model and also the estimated parameters. A Q2 value greater than 0 (zero) indicates that the model is said to be quite Agree, while a Q2 value less than 0 (zero) indicates that the model lacks predictive relevance. The following are the results of the Predictive Relevance (Q2) test :  The results in Table 10 show that all variables produce a Predictive Relevance (Q2) value greater than 0 (zero) which indicates that the model is said to be sufficient Agree c. Hypothesis test Significance testing is used to test whether there is an effect of exogenous variables on endogenous variables. The test criteria state that if the T-statistics T-table (1.96) or the P-value < significant alpha 5% or 0.05, it means that there is a significant effect of exogenous variables on endogenous variables. The results of the significance and model testing can be seen through the following figures and tables.  Table 11 it can be explained as follows:

Effect of Emotional Intelligence (X1) on Organizational Commitment (Y1)
The test of the effect of Emotional Intelligence (X1) on Organizational Commitment (Y1) produces a T statistics value of 0.713 with a p-value of 0.476. The test results show that the value of T statistics < 1.96 and p-value> 0.05. This means that there is no significant effect of Emotional Intelligence (X1) on Organizational Commitment (Y1). Thus hypothesis 1 is rejected.

The Influence of Organizational Culture (X2) on Organizational Commitment (Y1)
The test of the influence of S Organizational Culture (X2) on Organizational Commitment (Y1) produces a T statistics value of 3.389 with a p-value of 0.001. The test results show that the value of T statistics > 1.96 and p-value < 0.05. This means that there is a significant influence of Organizational Culture (X2) on Organizational Commitment (Y1). The resulting coefficient value is positive, namely 0.694. Thus it can be interpreted, the more Agree with Organizational Culture (X2), the more likely it is to increase Organizational Commitment (Y1). So that hypothesis 2 is accepted.

The Effect of Organizational Commitment (Y1) on Performance (Y2)
The test of the effect of Organizational Commitment (Y1) on Performance (Y2) produces a T statistics value of 2.685 with a p-value of 0.008. The test results show that the value of T statistics > 1.96 and p-value < 0.05. This means that there is a significant effect of Organizational Commitment (Y1) on Performance (Y2). The resulting coefficient value is positive, namely 0.239. Thus it can be interpreted, the more Agree with Organizational Commitment (Y1), the more likely it is to increase Performance (Y2). So that hypothesis 3 is accepted.

Effect of Emotional Intelligence (X1) on Performance (Y2)
The test of the influence of Emotional Intelligence (X1) on Performance (Y2) produces a T statistics value of 2.208 with a p-value of 0.028. The test results show that the value of T statistics > 1.96 and p-value < 0.05. This means that there is a significant effect of Emotional Intelligence (X1) on Performance (Y2). The resulting coefficient value is positive, namely 0.285. Thus it can be interpreted, the higher the Emotional Intelligence (X1), it tends to increase the Performance (Y2). So that hypothesis 4 is accepted

The Influence of Organizational Culture (X2) on Performance (Y2)
The test of the influence of Organizational Culture (X2) on Performance (Y2) produces a T statistics value of 3.190 with a p-value of 0.002. The test results show that the value of T statistics > 1.96 and p-value < 0.05. This means that there is a significant influence of Organizational Culture (X2) on Performance (Y2). The resulting coefficient value is positive, namely 0.435. Thus it can be interpreted, the more Agree with Organizational Culture (X2), the more likely it is to increase Performance (Y2). So that hypothesis 5 is accepted Effect d. Discussion

The Effect of Emotional Intelligence on Organizational Commitment
Emotional intelligence is the ability to understand effectively, agilely, understand, manage emotions for oneself and the emotions of others in a positive and productive manner (Nabilla, 2021). In other words, emotional intelligence is the ability to motivate oneself in controlling emotions in oneself and others to achieve success in aspects of life. It can be concluded that emotional intelligence is needed in everyone. Goleman (2015) defines emotional intelligence as the ability to motivate oneself and endure frustration, control impulses, and not exaggerate pleasures, regulate moods, and keep stress loads from paralyzing the ability to think, empathize and pray.
Organizational commitment is an important thing that exists in an employee when he is in a company. The opinion of Porter et al. in (Mahdi, 2017) organizational commitment is formed internally or a set of intentions in increasing the desire of employees to remain in the organization by accepting the goals and values of the company. Chermis (1998) in Purba et al, (2014 states that a person's emotional intelligence factor can increase organizational commitment. This statement is also in line with Carson andCarson 1998 in Purba et al. (2014) states that someone who is committed to his work is a person who has intelligent emotions so that he can motivate himself and others, be able to control emotions, have judgment in making decisions, empathize and be able to build and establish social relationships that agree. http://eduvest.greenvest.co.id Based on the results of the analysis, it was found that Emotional Intelligence had no significant effect on Organizational Commitment. The results of this study are in line with research from Aghdasi, et al. (2011) proves that emotional intelligence does not have an impact on organizational commitment but contrary to research from Khanifah and Palupiningdyah (2015) which concludes that there is a positive and significant effect of Emotional Intelligence on Organizational Commitment. This means that employees agree that having high or low emotional intelligence does not affect employee commitment.

The Influence of Organizational Culture on Organizational Commitment
Organizational culture is a form of business, thought and activity in dealing with, controlling and controlling oneself in the organization for the sake of the continuity of the organization concerned (Ismail & Iriani, 2021). Organizational efforts in increasing the organizational commitment of its employees cannot be separated from the applied organizational culture, where organizational culture is a guideline or basic assumption applied by employees in behaving in an organization. According to (Ramezan, 2016) organizational culture is a belief and ethical principle of organizational members who play an important role in the organization's management system. Based on the results of the analysis, it was found that organizational culture had a significant effect on organizational commitment. This shows that the more Agree with the organizational culture, the higher the organizational commitment. The more agree the perceptions of each member of the organization regarding the organizational culture in their workplace, the higher their commitment to the organization. Agree organizational culture will make employees motivated to totality in working to achieve company goals. A company environment that agrees is an environment that can encourage employees to be able to achieve company goals, the company environment does not only include the people in the company who are in it, more than that, the existing facilities, a conducive work climate, the values upheld in the company. company that must be considered by the company so that employees can work with Agree. The results of this study are in line with research from Khanifah and Palupiningdyah (2015) which concludes that there is a positive and significant influence of Organizational Culture on Organizational Commitment. The results of research from Wibawa and Made (2018) also state that there is a positive and significant influence of Organizational Culture on Organizational Commitment.

The Effect of Organizational Commitment on Performance
According to Amanda, et al. (2017), performance is a quality of employee work results in carrying out work within a certain time, through work processes according to organizational standards. Furthermore (Muis, Jufrizen, & Fahmi, 2018) suggests that the performance of human resources is largely determined by internal and external conditions. So to get an agreed performance from an employee, an organization must be able to provide facilities and infrastructure as a support in completing the work. One of the factors that can affect employee performance is organizational commitment. High organizational commitment will have a positive influence on its employees, namely creating job satisfaction, morale, agreeable work performance and the desire to continue working at the company concerned.
Based on the results of the analysis, it was found that organizational commitment has a positive and significant effect on employee performance. This means that the higher the organizational commitment it will affect the performance of employees who increasingly agree. Employees who have high commitment show high loyalty to the company where they work. With this loyalty will make the performance of employees more agree because they feel they have the same goals in the company. Employees want to stay in the company, employees feel part of the family of the company, the more employees will give the agreed results for the company and will have an impact on increasing employee performance. The results of this study are in line with research from Khanifah and Palupiningdyah (2015) which concludes that there is a positive and significant effect of organizational commitment on employee performance. The results of research from Ginanjar and Berliana (2021) also conclude that there is a positive and significant effect of organizational commitment on employee performance.

The Effect of Emotional Intelligence on Performance
The first factor that is important to study related to factors that affect performance is emotional intelligence. The state of adapting to the environment is a situation where a person must be smart to bring himself to be useful for others and the surrounding environment (Argon & Liana, 2020). This ability is the ability to form a model of yourself that Agrees.
Based on the results of the analysis, it was found that emotional intelligence had a significant effect on employee performance. According to (Albanna & Ahmed, 2016) his research shows that the emotional intelligence factor has a direct influence on employee performance. This means that the higher the emotional intelligence, the higher the employee's performance. (Fitriastuti, 2013) Emotional intelligence contributes openly through self-awareness, self-management, self-motivation, empathy and social skills. The results of this study are in line with research from Khanifah and Palupiningdyah (2015) which concludes that there is a positive and significant influence on emotional intelligence on employee performance. The results of research from Pratama and Tintin (2017) also conclude that there is a positive and significant influence on emotional intelligence on employee performance.

The Influence of Organizational Culture on Performance
The organizational culture of a company reflects the values and norms that become the company's vision and mission in achieving its goals. Indeed, a company that has a strong organizational culture will have a great influence on the behavior of its members because the high level of togetherness and intensity creates an internal climate of high behavioral control. Employees or employees who have Agree performance, then the performance of the organization will also increase because the employee or employee is the driving force for the organization's operations. (Amanda, Oktiani, & Panjaitan, 2019) states that a norm or guideline used by an organization to carry out its activities which is then implemented by the resources in it.
Based on the results of the analysis, it was found that Organizational Culture had a positive and significant effect on employee performance. This means that the more Agree with the organizational culture, it will improve employee performance. The application of an organizational culture that agrees will significantly improve employee performance, and vice versa the implementation of an organizational culture that does not agree will significantly reduce employee performance. Organizational culture can help employee performance, because it creates a great level of motivation for employees to give their agreed ability to take advantage of the opportunities provided by their organization. A strong culture is the key to the success of an organization. The results of this study are in line with research from Khanifah and Palupiningdyah (2015) which concludes that there is a positive and significant influence of organizational culture on http://eduvest.greenvest.co.id employee performance. The results of Dunggio's research (2020) also conclude that there is a positive and significant influence of organizational culture on employee performance.

The Effect of Emotional Intelligence on Performance Through Organizational Commitment
Based on the results of the analysis, it was found that there was no indirect effect of Emotional Intelligence on Performance through Organizational Commitment. This shows that agree that the higher or lower the emotional intelligence of a person does not affect employee commitment to the company, resulting in no influence or change on employee performance. These results are in accordance with the first hypothesis that there is no significant effect of Emotional Intelligence on Organizational Commitment. Employees even though they have high emotional intelligence that is able to behave positively towards others and are able to establish relationships Agree with others does not make the employee commitment to the organization. This can be due to the employee's personal condition such as financial or because of an offer that is more agreeable from another company so that it has no effect on Organizational Commitment. The results of this study are in line with research from (Fitriani & Palupiningdyah, 2017) which proves that emotional intelligence has no impact on organizational commitment. This shows that emotional intelligence has no effect on organizational commitment. It means that agreeing to have low or high emotional intelligence has no effect on organizational commitment. The results of research from Yani and Ayu (2016) also conclude that organizational commitment has no effect on employee performance. Employees who have high or low organizational commitment do not affect employee performance in the company.

The Influence of Organizational Culture on Performance Through Organizational Commitment
Based on the results of the analysis, it was found that there was an indirect and significant influence of Organizational Culture on Performance through Organizational Commitment. This means that the more Agree with Organizational Culture, it will increase Organizational Commitment so that it will improve Employee Performance. The results of Hakim's (2015) research which examined the influence of organizational culture on organizational commitment and employee performance showed that organizational culture had a positive influence on organizational commitment and employee performance. With a high commitment, all components involved in an organization will appreciate the organization itself by being professional and upholding the values in the organization. Employees who are professional and uphold the values in the organization will produce Agree performance at the company where the employee works. The results of this study are in line with research from Khanifah and Palupiningdyah (2015) which concludes that there is a positive and significant influence of organizational culture on employee performance through organizational commitment.

CONCLUSION
Based on the results of the analysis, it can be concluded that there is no significant effect of Emotional Intelligence on Organizational Commitment. There is a positive and significant influence of Organizational Culture on Organizational Commitment.

Effect of Emotional Intelligence and Organizational Culture on Performance with Organizational Commitment as Mediation 569
There is a positive and significant effect of Organizational Commitment on the Performance of Non-Educational Permanent Employees. There is a positive and significant influence of Emotional Intelligence on the Performance of Non-Educational Permanent Employees. There is a positive and significant influence of Organizational Culture on the Performance of Non-Educative Permanent Employees. There is no significant effect of Emotional Intelligence on the Performance of Non-Educative Permanent Employees through Organizational Commitment. There is a significant influence of Organizational Culture on the Performance of Non-Educational Permanent Employees through Organizational Commitment.