How to cite:

Warni Tune Sumar, Asni Ilham, Besse Marhawati. (2022). Evaluation

of the Government's Internal Quality Control System in the

Implementation of Good Governance. Journal Eduvest. Vol 2(3):

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Eduvest – Journal of Universal Studies

Volume 2 Number 3, March, 2022

p- ISSN 2775-3735- e-ISSN 2775-

3727

EFFECT OF EMOTIONAL INTELLIGENCE AND

ORGANIZATIONAL CULTURE ON PERFORMANCE WITH

ORGANIZATIONAL COMMITMENT AS MEDIATION

Eric Leon Louhenapessy

, Tuty Lindawati

Magister of Management, Widya Mandala Catholic University Surabaya

Widya Mandala Catholic University Surabaya

Email: [email protected]

, [email protected]

ARTICLE INFO ABSTRACT

Received:

Ferbuary, 26

2022

Revised:

March, 16

2022

Approved:

March, 18

2022

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

Eric Leon Louhenapessy, Tuty Lindawati

Effect of Emotional Intelligence and Organizational Culture on Performance with

Organizational Commitment as Mediation 555

of Emotional Intelligence on Employee Performance, there

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.

KEYWORDS

Emotional Intelligence, Organizational Culture,

Performance, Organizational Commitment, Non-

Educational Permanent Employees, Yohannes Gabriel

Foundation

This work is licensed under a Creative Commons

Attribution-ShareAlike 4.0 International

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 non-

profit 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.

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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

Effect of Emotional Intelligence and Organizational Culture on Performance with

Organizational Commitment as Mediation 557

Gabriel Foundation, amounting to 250 people. While the sample size in this study were

60 respondents. This study uses Structural Equation Modeling (SEM) to analyze the data.

Researchers use PLS (Partial Least Square) as an analysis method.

RESULT AND DISCUSSION

a. Descriptive Analysis

Table 1 Classification of Assessment Categories for Descriptive Statistics

Average Value Count

Rating Category

1 – 1,80

Strongly Disagree

1,81 – 2,60

Do not agree

2,61 – 3,40

Neutral

3,41 – 4,20

Agree

4,21 – 5,00

Strongly agree

Source: Umar (2011:130)

Based on Table 1, the scale can be used as a reference to provide an assessment

of the results of the existing questions, which are related to the existing variables and

discussed in this study. The following is a description of respondents' perceptions of each

variable, in full as follows:

1. Emotional Intelligence Variable (X1)

Table 2 Respondents' Perceptions on Emotional Intelligence Variables (X1)

Statement

Average

Standard

Deviation

Criteria

I can find out why my emotions are

rising (X1.1)

4,4

0,61617

Strongly

agree

I have high self-confidence (X1.2)

4,18

0,67627

agree

I know the level of work ability I

have (X1.3)

4,35

0,63313

Strongly

agree

I always think optimistically (X1.4)

4,43

0,67313

Strongly

agree

I am able to control my emotions

when I feel angry (X1.5)

4,13

0,62346

agree

I am open to the latest information

(X1.6)

4,57

0,5928

Strongly

agree

I can adapt to Agree in a work

environment (X1.7)

4,47

0,62346

Strongly

agree

I'm one of those people who never

give up (X1.8)

4,32

0,65073

Strongly

agree

I can understand other people's

feelings (X1.9)

4,17

0,55744

agree

I can communicate with Agree to

others (X1.10)

4,23

0,62073

Strongly

agree

I have the ability to influence other

3,93

0,66042

agree

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people (X1.11)

I have leadership spirit (X1.12)

3,98

0,70089

agree

Average Variable X1

4,26

0,65859

Strongly

agree

Source: Appendix 4

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.

2. Organizational Culture Variable (X2)

Table 3 Respondents' Perceptions on Organizational Culture Variables (X2)

Statement

Average

Standard

Deviation

Category

I am able to work carefully and honestly

(Y2.1)

4,4

0,55845

Strongly

agree

My knowledge or skills help in improving

performance (Y2.2)

4,45

0,64899

Strongly

agree

I do the task according to the

predetermined target (Y2.3)

4,37

0,68807

Strongly

agree

I can cooperate with other co-workers

(Y2.4)

4,52

0,62414

Strongly

agree

I came home on time (Y2.5)

4,2

0,7983

Agree

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I come to work at the appointed time

(Y2.6)

4,52

0,62414

Strongly

agree

Average Variable

4,41

0,66545

Strongly

agree

Source: Appendix 4

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

b. 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:

Table 6 Loading Factor Convergent Validity Test Results

Variable

indicator

Loading Factor

Emotional Intelligence (X1)

X1.1

0,643

X1.2

0,809

X1.3

0,780

X1.4

0,832

X1.5

0,696

X1.6

0,739

X1.7

0,757

X1.8

0,809

X1.9

0,747

X1.10

0,773

X1.11

0,725

X1.12

0,776

Organizational Culture (X2)

X2.1

0,861

X2.2

0,784

X2.3

0,838

X2.4

0,763

X2.5

0,785

X2.6

0,799

X2.7

0,761

X2.8

0,779

Eric Leon Louhenapessy, Tuty Lindawati

Effect of Emotional Intelligence and Organizational Culture on Performance with

Organizational Commitment as Mediation 561

X2.9

0,743

X2.10

0,805

X2.11

0,710

Organizational Commitment (Y1)

Y1.1

0,829

Y1.2

0,887

Y1.3

0,825

Y1.4

0,803

Y1.5

0,570

Y1.6

0,746

Y1.7

0,835

Y1.8

0,811

Performance (Y2)

Y2.1

0,711

Y2.2

0,837

Y2.3

0,837

Y2.4

0,812

Y2.5

0,723

Y2.6

0,802

Source: Appendix 5

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.

Table 7 AVE . Convergent Validity Test Results

Variable

AVE

Emotional Intelligence (X1)

0,576

Organizational Culture (X2)

0,617

Organizational Commitment (Y1)

0,629

Performance (Y2)

0,622

Source: Appendix 5

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:

Table 8 Construct Reliability Test Results

Variable

Cronbach's Alpha

Composite Reliability

Emotional Intelligence (X1)

0,870

0,894

Organizational Culture (X2)

0,900

0,917

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Organizational Commitment (Y1)

0,869

0,898

Performance (Y2)

0,821

0,869

Source: Appendix 5

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.

2. 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.

Table 9 Results of the Coefficient of Determination (R2)

Dependent Variable

R Square

R Square Adjusted

Organizational Commitment (Y1)

0,680

0,669

Performance (Y2)

0,822

0,813

Source: Appendix 5

Table 9 shows that the R-square value of the Organizational Commitment

variable (Y1) is 0.680 or 68.0%. This can indicate that the diversity of the variable

Organizational Commitment (Y1) can be explained by the variables of Emotional

Intelligence (X1) and Organizational Culture (X2) of 68.0%. Or in other words, the

contribution of Emotional Intelligence (X1) and Organizational Culture (X2) variables to

the Organizational Commitment variable (Y1) is 68%. While the remaining 42% is the

contribution of other variables not discussed in this study.

The R-square value of the Performance variable (Y2) is 0.822 or 82.2%. This can

indicate that the diversity of performance variables (Y2) can be explained by the variables

of Emotional Intelligence (X1), Organizational Culture (X2), and Organizational

Commitment (Y1) of 82.2%. Or in other words, the contribution of the variables of

Emotional Intelligence (X1), Organizational Culture (X2), and Organizational

Commitment (Y1) to Performance (Y2) is 82.2%. While the remaining 17.8% is the

contribution of other variables not discussed in this study.

Predictive Relevance (Q2)

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 :

Eric Leon Louhenapessy, Tuty Lindawati

Effect of Emotional Intelligence and Organizational Culture on Performance with

Organizational Commitment as Mediation 563

Table 10 Predictive Relevance (Q2) Test Results

Dependent Variable

SSO

SSE

Q² (=1-SSE/SSO)

Organizational Commitment (Y1)

480,000

285,442

0,405

Performance (Y2)

360,000

186,184

0,483

Source: Appendix 5

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.

Figure 1 PLS . Construct

Table 11 Hypothesis Testing Results

Influence

Coefficient

T Statistics

(|O/STDEV|)

P Values

Hypothesis

Decision

Emotional Intelligence (X1) ->

Organizational Commitment (Y1)

0,144

0,713

0,476

Rejected

Organizational Culture (X2) ->

Organizational Commitment (Y1)

0,694

3,389

0,001

Accepted

Organizational Commitment (Y1) ->

Performance (Y2)

0,239

2,685

0,008

Accepted

Emotional Intelligence (X1) ->

Performance (Y2)

0,285

2,208

0,028

Accepted

Organizational Culture (X2) ->

Performance (Y2)

0,435

3,190

0,002

Accepted

Source: Appendix 5

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Based on Table 11 it can be explained as follows:

1. 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.

2. 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.

3. 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.

4. 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

5. 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 Table 12 Indirect Effect Hypothesis Testing

Indirect Effect

Koefisien

Statistics

Values

Hypothesis

Decision

Emotional Intelligence (X1) ->

Organizational Commitment (Y1)

-> Performance (Y2)

0,034

0,663

0,507

Rejected

Eric Leon Louhenapessy, Tuty Lindawati

Effect of Emotional Intelligence and Organizational Culture on Performance with

Organizational Commitment as Mediation 565

Organizational Culture (X2) ->

Organizational Commitment (Y1)

-> Performance (Y2)

0,166

1,983

0,048

Accepted

Source: Appendix 5

Based on Table 12 it can be explained as follows:

1. The Effect of Emotional Intelligence (X1) on Performance (Y2) Through

Organizational Commitment (Y1)

The test of the influence of Emotional Intelligence (X1) on Performance (Y2)

Through Organizational Commitment (Y1) produces a T statistics value of 0.663 with a

p-value of 0.507. The test results show that the value of T statistics < 1.96 and p-value>

0.05. This means that there is no influence of Emotional Intelligence (X1) on

Performance (Y2) through Organizational Commitment (Y1). Thus it can be stated that

Organizational Commitment (Y1) is not able to mediate the effect of Emotional

Intelligence (X1) on Performance (Y2). So that hypothesis 6 is not fulfilled

2. The Influence of Organizational Culture (X2) on Performance (Y2) Through

Organizational Commitment (Y1)

The test of the influence of Organizational Culture (X2) on Performance (Y2)

Through Organizational Commitment (Y1) produces a T statistics value of 1.983 with a

p-value of 0.048. The test results show that the value of T statistics > 1.96 and p-value <

0.05. This means that there is an influence of Organizational Culture (X2) on

Performance (Y2) through Organizational Commitment (Y1). Thus it can be stated that

Organizational Commitment (Y1) is able to mediate the influence of Organizational

Culture (X2) on Performance (Y2). So that hypothesis 7 is fulfilled.

d. Discussion

1. 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 and Carson 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.

Eduvest – Journal of Universal Studies

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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.

2. 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.

3. 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

Eric Leon Louhenapessy, Tuty Lindawati

Effect of Emotional Intelligence and Organizational Culture on Performance with

Organizational Commitment as Mediation 567

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.

4. 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.

5. 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

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568 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.

6. 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.

7. 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.

Eric Leon Louhenapessy, Tuty Lindawati

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.

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