Abstract
ABSTRACT
Introduction
Demands of the times to be more advanced, science is growing, the tools become more sophisticated, the growth of the population increases, the need for food and clothing was growing, making man will think of new ways such as product innovation, excellent service whose main purpose is to produce products and services that have a selling value or beneficial to be able to meet consumer demand. Many factors can influence the success or failure in order to improve performance, such as leadership, good working environment and career development of employees and the policies and strategies adopted. Another factor is the lack of understanding of the HR manager about strategies for the organization's activities, so that no significant relationship between the HR strategy with organizational strategy. HR strategic planning is not done with a good process has made no strategic HR function, so that the HR function can't provide a lot of added value for the organization. In our model, the role of selected HRM is a model developed by Ulrich (1997) , namely; 1). HRM's role as a strategic partner, 2). HRM's role as a change agent, 3). HR's role as an employee champion, and 4). HRM's role as an administrative expert to establish the role of HRM strategy used in accordance with government organizations.
Introduction
Self-efficacy with Employee Performance has a relationship as indicated by Lee & Bobko (1994) that individuals with high self-efficacy, when determining the specific objectives will devote all attention to meet these demands. And when faced with obstacles and difficulties in achieving that goal he will make every effort possible to be able to last longer and successfully achieve the goals of the organization or Employee Performance is determined by the leadership. The interrelationships between self-efficacy with Employee Performance as practiced by Prasetya (2013) mentions that self-efficacy has a significant influence on Employee Performance employees. Conversely, a phenomenon that occurs in the PT. Surya Madistrindo Lhokseumawe Branch is not the case, many michael31@example.org. Surya Madistrindo Lhokseumawe like salesman does not have a strong self-efficacy, they are not confident to perform the task should be to achieve a satisfactory work when they go to the field. As a result, they were not able to reach the sales targets set corporate leaders to Employee Performance them so that they are not productive, so they must withdraw (resign) from his job or fired because they are not able to perform the task as expected head of the company Organizational Culture in essence a habit or ritual that is believed and practiced by all members of the organization. Culture reflects what to do and not what will apply (Uha, 2013) . Organizational Culture characterize and identity to a company or organization and differentiate the organization with other organizations. PT. Surya Madistrindo Lhokseumawe Branch Organizational Culture has its own one of them is the Monday Meeting, and the Working Meeting (Raker) Annual. Monday Meeting is an activity carried out regular meetings every Monday morning before employees start work. Annual working meeting is a meeting organized activities every year, usually in the form of Employee Gathering. There are also a couple of Organizational Culture in it is "Trust and Tolerance". Trust and Tolerance is a value (value) owned by PT. Surya Madistrindo Lhokseumawe. Emphasizing activities and an understanding of the value of the Trust and Tolerance done continuously at every opportunity with the aim to embed these values to each individual, so that all employees have a sense of trust and tolerance towards fellow coworkers. The phenomenon that occurs in PT. Surya Madistrindo Lhokseumawe Branch contrary to Organizational Culture is not conducive and employee empowerment that is incompatible with the function of the organization resulted in poor employee performance can be seen from the results of the initial survey in PT. Surya Madistrindo Lhokseumawe Branch, as well as recognition of the employees of PT. Surya Madistrindo Lhokseumawe Branch stating that there is conflict among employees as cigarette salesman gave false reports to administrators. So the problems occurred lack of accurate sales report with proof of payment (sales invoice) received by employees of the administration submitted by Salesman, causing distrust of the administrative staff to Salesman, they suspected one-another, blaming each other and mutual suspicion. Expert of experts in management science ever mentioned that there is a relationship between Organizational Culture with Employee Performance as proposed by Turner (1994) which states that the culture in an organization is essentially lead to behaviors that are considered appropriate, binding and motivating every individual in it and exert on the search for a settlement in ambiguous situations. This understanding gives the premise that each individual 2016 , Vol. 6, No. 7 ISSN: 2222 involved in it will jointly seek to create ideal working conditions in order to create an atmosphere that is conducive to the achievement of the desired objectives. Previous research that examines the Organizational Culture and its influence on employee performance ever undertaken by Edyatmo (2013) . Research results mention that the Organizational Culture positive and significant impact on the performance of employees, meaning that if Organizational Culture is getting better, the performance of employees will increase. Unlike the experience that michael31@example.org. Surya Madistrindo Lhokseumawe, Organizational Culture in this company is not yet being implemented as intended. The following may be explained research gap on previous research that theoretically Empowerment directly affects the performance of employees, the results are significant, (Rahayu & Sudibia, 2013) . While other studies have revealed that the Empowerment indirect effect on the performance of employees, the results were not significant (Nongkeng, et al. 2012) . The essence of all of the above is no gap in the form of research, that need no further explanation why there is no difference. Differences results of this study are expected for the Empowerment of employees who demand to boost Employee Job Satisfaction Performance without. Based on the above background, I am keen to hold back research, but in this study the object of research differs from previous research, which examines the performance of michael31@example.org Madistrindo Branch Lhokseumawe. Bernardin and Russell (1998) . Employee performance is a record of the work / specific activity achieved during a specific time period. Can be used to achieve the following sizes: Output Quality, Quantity Output, Decision Time, Effectiveness, Needs, Supervision, Interpersonal Influence. Lazer and Wikstrom (1977) assessment of the performance of the organization is the most common factor in the organization is the knowledge of pekrjaannya, leadership, initiative, quality of work, teamwork, decision making, 2016 , Vol. 6, No. 7 ISSN: 2222 288 www.hrmars.com creativity, reliable, planning, communications, intelligence (intelligence), problem solving , delegation, attitude, effort, motivation, and organization. As for the aspects -the aspects that can be grouped into three; 1). Technical capabilities, 2). Conceptual abilities, 3). Interpersonal skills, according to The (Stolovic and Keeps, 1992 in Casio 1992) . A set of results achieved and refers to the act of accomplishment and execution of any work requested. Employee Performance refers to some indicators according Mangkunagara, (2006) and Mc. Donald & Lawton, (1977) in Ratminto & Winarsih (2010) are as follows: 1). Quality, 2). Quantity, 3). Timeliness, 4). Effectiveness, 5). Efficiency Job Satisfaction Job Satisfaction (Gibson, et al. 2000 ). An attitude of people about the work, it is produced from their perceptions of the work that is based on the work environment factors, such as the style of supervisors, policies and procedures, an affiliate of the working group, working conditions and benefits. Ashfaq Ahmad (2011) A study of work environment and employees performance The Job Satisfaction refer to some indicators according Luthans (2002) and Sugiyarti (2012) to get the job satisfaction among others as an indicator: 1). Payment satisfaction, 2). Satisfaction at Work Itself, 3). Satisfaction at Coworkers, 4). Satisfaction on Physical Condition, 5). Satisfaction on Job Promotion. Self-efficacy Bandura (1997) Self-efficacy is a person's belief on its capabilities in organizing and carrying out activities that require the achievement of progress certain level of Employee Performance. The ability of self confidence will affect the way people think, feel and motivate themselves in the act. Self-efficacy refers to some indicators according to Anita, et al. (2013) and Bandura (1998) in Sahertian (2010) In the progress of individuals, among others, are indicators: 1). capability in the face of an uncertain situation that contains elements of vagueness is unpredictable and stressful; 2). Confidence in the ability to move motivation, cognitive abilities, and take the necessary steps to achieve a result; 3) Confidence achieve set targets; 4). Confidence in the ability to cope with problems that arise; 5). The expectation of the result, the ability of self confidence that an action plan will work best when guided by a hope Empowerment Empowerment is the authority to make decisions in a particular area of operations without obtaining approval of others. Spreitzer (1995) defines empowerment as a concept motivational about self-fulfillment which is indicated by the increased motivation to work on in an individual in the form: meaning (over interpret his work), competence (increased competence), selfdetermination (determination of the attitude of self), and impact (influence in the work). Khan (1997: 4) can be used as benchmarks to measure employee empowerment with indicators, 1). Desire, 2) Trust, 3) Confident, 4) Credibility, 5) Accountability, 6) Communication. Tae-Yeol Kim and Minsoo Kim (2012) Psychological Empowerment employee. Zeeshan Ashraf (2013). Empowerment and training and development on employee performance with the mediating role of organizational citizenship behavior (OCB). Luthans, (1998). Empowerment refers to some indicators according Suryadewi, et al. (2014) are as follows: 1). Capability, 2). Trust, 3). Privileges, 4). Responsible. 2016 , Vol. 6, No. 7 ISSN: 2222 289 www.hrmars.com
International Journal of Academic Research in Business and Social Sciences

International Journal of Academic Research in Business and Social Sciences

International Journal of Academic Research in Business and Social Sciences

Organizational Culture
Organizational Culture is a pattern of basic assumptions jointly studied by the group when solving the problems of external adaptation and internal functioning well enough to be considered valid and to be taught to members of the new group as the correct way to receive something, think and feel in needs with these problems. Johanes (1997: 32) suggests culture is often defined as the cultivation and the cultivation of human power or both in the physical and non-physical is the result of human engineering in his life to achieve his goal. Furthermore Kreitner and Kinicki (2005: 83 ) the function of organizational culture is important in the life of the organization, which serves as a means to unite the activities of members of the organization there are four cultural functions consist of: 1) Provide the identity of the organization to its employees. 2) Facilitate collective commitment.. 3) Promote the stability of the social system. 4) Establish behavior by helping managers feel its existence. (Schein, 1991) Organizational Culture refers to some indicators according to Hofstede, Geert, Bond and Luke (1993) in Mas'ud, (2004) To achieve the organizational culture of the indicator as follows: 1) Professionalism, 2) Distance of Management, 3 ) Trust co-workers, 4) Regularity, 5). Integration.
Conceptual Framework
The conceptual framework is an explanation of the relationship or a relationship with the theory of the important factors that have been known for a particular reason. Framework conceptual in this study is built on the basis of the views of experts in theory and research results empirically relationship Job Satisfaction with Empowerment and the Employee Performance, the relationship between self-efficacy with Job Satisfaction and Employee Performance and the relationship between Organizational Culture with Job Satisfaction and Employee Performance , Based on the above, it can be in the picture of the frame as follows:
Conceptual Framework
Research hypothesis Based on the conceptual framework of research, it can be formulated 10 (ten) hypothesis statement as follows: H1: Self-efficacy and significant positive effect on Employee Performance. H2: Empowerment positive and significant impact on Employee Performance H3: Organizational Culture positive and significant impact on Employee Performance Baron and Kenny (1986) said that to determine whether a variable is said to be mediating variables and independent variables in this study is the Self-efficacy, Empowerment, and Organizational Culture. Job Satisfaction as an intermediary variable, while the dependent variable is the Employee Performance. This type of research is a statement by using a questionnaire as a tool to retrieve the data. The research instrument used Linkert scale that has been modified 1-5. The population in this study were all employees of PT. Surya Madistrindo Branch Lhokseumawe. Sampling the census method that is a total of 120 employees. Census sampling technique is a sampling technique when all members of the population used as a sample (Sugiyono, 2009 ). Mechanical analysis using Structural Equation Model (SEM) using SPSS 16.0 and Amos 21.0. Test the validity of the instrument using Confirmatory Factor Analysis (CFA) each model by looking at the Loading Factor value of each indicator and the result of each item statement has a value> 0.6. The reliability test by using the following formula:
Research Methods
Construct Reliability = While extracts variants can be calculated with the following formula:
Research Methods
Variance Extracted = Results and Discussion The results of the analysis of the full model 1 (early models) using SEM analysis is shown in Figure 1 . The result of the calculation is that the conformity index (goodness of fit index) shows that of the eight criteria evaluated was only two criteria which do not meet (fit) the GFI and AGFI , Figure 1 Full Model Before Modification 2016 , Vol. 6, No. 7 ISSN: 2222 291 www.hrmars.com Results of the analysis showed the overall goodness of fit model evaluation has met the criteria set, unless the value of GFI and AGFI marginalized. For the improvement of the value of goodness of fit needs to be modified in a way that suggested links between Amos error in the index modification (Ghozali, 2013) . Figure 2 below is a picture full model modification research has been done and the full picture of the model as follows: 2016 , Vol. 6, No. 7 ISSN: 2222 292 www.hrmars.com Goodness of fit analysis results showed that after the modification to all the criteria set value better than the previous value, unless the value of GFI and AGFI marginalized. Overall, therefore, the model has been fit. To see how big the influence of exogenous variables (Empowerment, self efficacy, Organizational Culture) on the intervening variables (Job Satisfaction) and endogenous variables (Employee Performance employees) shown in Table 3 : 2016 , Vol. 6, No. 7 ISSN: 2222 293 www.hrmars.com Based on the analysis of data as shown in Table 3 can explain that to all of the exogenous variables (Empowerment, self-efficacy and Organizational Culture) has a significant direct effect on the Job Satisfaction and Employee Performance employees, and Job Satisfaction significant effect on Employee Performance Mediation Effect Test To see the effect the effect of mediation, must first see how much influence directly (direct effect), indirectly (indirect effect) and the overall effect (total effect). Based on tests performed by using Amos. 21.0 obtained results as shown in Table 4 International Journal of Academic Research in Business and Social Sciences 2016 , Vol. 6, No. 7 ISSN: 2222 294 www.hrmars.com Results of testing the effects of mediating (intervening) self efficacy variable relationship with the variable Employee Performance employees who mediated by variable Job Satisfaction and displayed in Figure 3 : Figure 3 can be explained that the coefficient line A, line B and C lines, significant and significant value line C 'is not significant. Since the probability of line C 'is not significant, so we can conclude the mediation of a relationship full or in other words the variable Job Satisfaction mediate full mediation between Self-efficacy variables with Employee Performance michael31@example.org. Surya Madistrindo Branch Lhokseumawe. 2016 , Vol. 6, No. 7 ISSN: 2222 295 www.hrmars.com Figure 4 can be explained that the coefficient line A, line B and C lines, is significant and the significant value line C 'is not significant. Since the probability of line C 'is not significant, so we can conclude the mediation of a relationship full or in other words the variable Job Satisfaction mediate between the full mediation with Employee Performance Empowerment of michael31@example.org. Surya Madistrindo Branch Lhokseumawe. Results of testing the effects of mediating (intervening) variable relations Organizational Culture with variable Employee Performance employees who mediated by variable Job Satisfaction and displayed in Figure 5 : Figure 5 can be explained that the coefficient line A, line B and C lines, is significant and the significant value line C 'is not significant. Since the probability of line C 'is not significant, so we can conclude the mediation of a relationship full or in other words the variable Job Satisfaction mediate full mediation between Organizational Culture with Employee Performance michael31@example.org. Surya Madistrindo Branch Lhokseumawe. 2016 , Vol. 6, No. 7 ISSN: 2222 296 www.hrmars.com Figure theoretical implications give an a comparison of the references used in this study. This comparison can be shown from the reference previous research with research findings that are currently analyzed. Theoretical implication was developed to strengthen or weaken over some previous research that became the reference in this study. To see the implications theoretically can be seen in Table 6 as follows: Based on the description in Table 6 above mentions that these results are not directly have advanced the theory in the sphere of management science of variable Empowerment, selfefficacy, Organizational Culture, and its role in influencing Job Satisfaction and Employee Performance employees so that it can be used as reference for research with the same variables. Practical Implications Self-efficacy variable seen that this aspect is more prominent than the other variables as the principal shaper of Job Satisfaction and Employee Performance michael31@example.org. Surya Madistrindo Branch Lhokseumawe. For that employee productivity PT. Surya Madistrindo Branch Lhokseumawe need to be increased by improving flaws here and there, and continue to create things that can give Job Satisfaction to employees and continuously Empowerment, Selfefficacy, Organizational Culture to all employees both on the front line to the employee Performance rearmost so productive employees.
International Journal of Academic Research in Business and Social Sciences

International Journal of Academic Research in Business and Social Sciences

International Journal of Academic Research in Business and Social Sciences

Research Implications


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