ORGANIZATIONAL CULTURE, LEADERSHIP STYLE AND MOTIVATION ON EMPLOYEE PERFORMANCE

: The performance of human resources or employees in a company can be influenced by several factors including organizational culture, leadership style and motivation. The East Java Paramitra Foundation is a non-governmental organization that operates in the field of community empowerment. This research aims to determine the influence of organizational culture, leadership style and motivation partially and simultaneously on the performance of employees of the East Java Paramitra Foundation. The objects of this research are the employees of the East Java Paramitra Foundation spread across several regions in East Java such as Malang, Sidoarjo, Tuban and Probolinggo. This type of research is descriptive with explanatory research. Sampling was taken using proportional stratified random sampling. The population in this study were employees of the East Java Paramitra Foundation. Data analysis uses multiple linear regression analysis. Based on research and the F test, the significance value was 0.000 or <0.05. This shows that H0 is rejected and H1 is accepted so that it can be concluded that the variables Organizational Culture, Leadership Style and Motivation simultaneously influence the performance of the employees of the East Java Paramitra Foundation.


Introduction
The success of an organization or company in achieving goals is influenced by organizational culture.According to Luthans (2011: 137) organizational culture is a basic pattern of thinking that is taught to new personnel as a way to feel, think and act correctly from day to day.Apart from organizational culture, leadership style can also influence employee behavior in a company, and to achieve organizational goals, what is important to pay attention to is performance.Performance is a very important concept for employees.Apart from that, motivation at work is one of the factors that can affect employee performance.According to Hasibuan (2007:149) there are two types of ways to increase employee motivation, namely direct motivation by meeting employee needs materially and non-materially and indirect motivation by providing all facilities to support work.This research aims to determine the influence of organizational culture, leadership style and motivation on employee performance at the East Java Paramitra Foundation.Apart from that, to determine the influence of organizational culture, leadership style and motivation simultaneously on employee performance at the East Java Paramitra Foundation.

Organizational culture
Organizational culture is the norms, values, philosophy, assumptions, beliefs, organizational habits, and so on (the content of organizational culture) developed over a long time by the founders, leaders and members of the organization which are socialized and taught to new members and applied in organizational activities.so that it can influence the mindset, attitudes and behavior of organizational members in producing products, serving consumers and achieving organizational goals (Wirawan, 2007).

Leadership Style
According to Tjiptono (2001) leadership style is a way that leaders use to interact with their followers or subordinates.Another opinion states that leadership style is a pattern of behavior (words and actions) of a leader that is perceived by other people (Hersey, 2004).

Work motivation
Motivation is defined as an impulse or driving force within humans that can give rise to, direct and organize behavior (Darmawan, 2013).According to Robbins and Coulter (2010: 109) motivation is a process where a person's efforts are energized, directed and sustainable towards the realization of a goal.

Employee performance
According to Robbins (2007: 9), employee performance (work performance) is the result of work in terms of quantity and quality achieved by an employee in carrying out his duties in accordance with the responsibilities given to him.According to Malay S. P. Hasibuan (2006:94) states that performance is the result of work achieved by a person in carrying out the tasks assigned to him based on skill, experience, seriousness and time.

Object and Scope of Research
The object of this research is all employees of the East Java Paramitra Foundation

Research methods
This research uses a hypothesis, with a hypothesis the author will have temporary answers to existing problems.Data collection in this research is by conducting a survey by distributing questionnaires shown to employees of the East Java Paramitra Foundation.Sampling was carried out using proportional stratified random sampling.

Variable Measurement
In this study the author used a Likert scale, namely asking respondents to indicate the degree of agreement or disagreement.

Population or Sample Determination Method Population and Sample
The population in this study were employees of the East Java Paramitra Foundation.The sample is part of a number of characteristics possessed by the population.

Sampling technique
Determining the number of samples taken is determined by the formula Slovin, Sujarweni, (2015:82)

Description of Research Subjects
The subjects in this research were employees at the East Java Paramitra Foundation.The data collection method in this research was carried out by directly giving questionnaires to employees at the East Java Paramitra Foundation.The data that was collected from the questionnaires in this research was 70 questionnaires that were collected from 60 respondents.

Validity and Reliability Test Validity test
Based on Table 1, it is known that the indicators of the independent variables consisting of Organizational Culture (X1), Leadership Style (X2), and Motivation (X3) as well as the dependent variable namely Employee Performance (Y) show valid results, because the calculated r value > rtable and positive so that it is stated that all research variables are valid.Surabaya, October 28-29 th , 2023  Based on the VIF values above, it shows that all variables are free from multicollinearity, because all VIF values for each variable are smaller than 10 and the tolerance value is greater than 0.1.

Normality test Table 4. Model Normality Test Results
Source : Researcher processed data (2023) The error rate (α) used is 5% or 0.05.The significance level is 0.349 for the Organizational Culture Leadership Style (X1), Leadership Style (X2), and Motivation (X3) variables, so it can be concluded that the regression residual normally distributed.2023Y = -0,200 + 0,416 X1 + 0,378 X2 + 0,374 X3 + ei From these results it can be interpreted: 1.The constant value is -0.200, this states that without the influence of the independent variables Organizational Culture (X1), Leadership Style (X2), and Motivation (X3), the value of the dependent variable, namely employee performance (Y), is -0.200.2. The regression coefficient value of the independent variable Organizational Culture (X1) is 0.416.This coefficient value means that if the value of the independent variable In this case it is assumed that the values of the other independent variables are constant or zero.The regression coefficient value of the independent variable Leadership style (X2) is 0.378.This coefficient value means that if the value of the independent variable units.In this case it is assumed that the values of the other independent variables are constant or zero. 1.The regression coefficient value of the independent variable Motivation (X3) is 0.374.This coefficient value means that if the value of the independent variable X3 is increased by one unit, it will cause an increase in the value of the dependent variable, namely employee performance Y ) of 0.374 units.In this case it is assumed that the values of the other independent variables are constant or zero.2. ei indicates confounding factors outside the model studied.Based on the SPSS results it is known that the coefficient value (R) is 0.848.This means that the relationship between the variables Organizational Culture (X1), Leadership Style (X2), and Motivation (X3), and employee performance (Y) is very strong in the same direction, because the correlation coefficient value is close to value 1, meaning that if the independent variables which include Organizational Culture (X1), Leadership Style (X2), and Motivation (X3) are increased, then the dependent variable, namely employee performance, will also increase, and vice versa.The percentage of influence of the independent variable on the dependent variable as shown by the coefficient of simultaneous determination (R2) is 0.719 or (71.9%).This means that the ability of the independent variable to explain the dependent variable is 71.9%, and the remaining 28.1% is explained by other variables.

Hypothesis testing Partial Test (t Test)
The formulation of the hypothesis in this test is: H0: βi = 0: The independent variable does not have a partially significant influence on the dependent variable.H1: βi ≠ 0: The independent variable has a partially significant influence on the dependent variable.The test criteria are if the significance value of the independent variable in the t sig test is <0.05 then H0 is rejected and H1 is accepted.4.15, the significance value of the independent variable Organizational Culture (X1) in the t test is 0.036 or <0.05.This shows that H0 is rejected and H1 is accepted at the 5% significance level.

Partial Test Between Leadership Style Variables (X2) and Employee Performance Variables (Y)
The significance value of the independent variable Leadership Style (X2) in the t test is 0.033 or <0.05.This shows that H0 is rejected and H1 is accepted at the 5% significance level.

Partial Test Between Motivation Variables (X3) Against Employee Performance Variables (Y)
Based on Table 4.15, the significance value of the independent variable Organizational Culture (X3) in the t test is 0.034 or <0.05.This shows that H0 is rejected and H1 is accepted at the 5% significance level.Hypothesis formulation for F test (simultaneous): 1) H0: βi = 0 i = 1,2,3 H1: βi ≠ 0 i = 1,2,3 Based on Table 8, the significance value is 0.000 or <0.05.This shows that H0 is rejected and H1 is accepted.So that the independent variables Organizational Culture (X1), Leadership Style (X2), and Motivation (X3) simultaneously have a significant effect on Employee Performance (Y) at the Paramitra Foundation, East Java.

Figure
Figure 1: Conceptual Framework

Table 1 . Validity Test
Based on Table2, it can be seen that the variables used in this research are reliable, because all alpha values are greater than 0.6.