Effect of Organizational Communication and Organizational Culture on Employee Performance at PT. Asuransi Ramayana Jakarta

The author's purpose in conducting this research is to determine and analyze the influence of Organizational Communication and Organizational Culture on the performance of PT. PT. Asuransi Ramayana Jakarta. This study uses the HRM theory related to employee performance, Organizational Communication, and Organizational Culture. The research uses quantitative methods with an associative approach. The sample used in this study was 55 people using a saturated sample. Data collection techniques used are interviews and questionnaires consisting of validity and reliability tests. The data analysis technique used is the Multiple Linear Regression Test, and the Classical Assumption Test consisting of normality, multicollinearity, and heteroscedasticity tests. The hypothesis consists of a t-test, f -test, and the coefficient of determination. The results of this study indicate that the variable Organizational Communication (XI) has a positive and significant effect on the performance of employees of PT. Asuransi Ramayana, Tbk Jakarta, as evidenced by the results of the t-test with t-count of 5,431 while t-table of 2,005 and having a significant number of 0.000 <0.05 Ho is rejected. The results of testing the Organizational Culture variable (X2), shows that Organizational Culture has a positive and significant effect on the performance of PT. Asuransi Ramayana, Tbk Jakarta, as evidenced by the results of the t-test with t-count of 3,473 while t=table of 2,005 and having a significant number of 0.001 <0.05 Ho is rejected, where F-count 92.868 > 3.18 F-table. Furthermore, the value of R Square in the regression model is 0.781, or 87.1% of employee performance is explained by the variables of Organizational Communication (XI) and Organizational Culture (X2) and 12.9% is explained by other factors not examined.


LITERATURE RIVIEW
In addition to communication that can affect performance, organizational culture in an organization can also affect employee performance. Employees must learn organizational culture by socializing with the existing organizational culture. By conducting socialization, it is hoped that employees will know all components of organizational culture, such as the values applied in the organization One of the factors that can affect the performance itself is organizational culture. An employee will feel comfortable working if the values they adhere to are by the values applied by the company. This will make it easy for employees to adapt to the company environment, so employees will be motivated and improve their performance again better.

A. Organizational Communication
Communication is a relationship of human contact, both individuals and groups in everyday life. Communication is a part of human life itself where someone tries to give the understanding by transferring messages. Etymologically or according to the origin of the word, communication comes from the Latin "Communicare" which means to inform or apply everywhere.2 Meanwhile, in terms of terminology or terms, according to Barelson and Steiner (1964) stated that "Communication is the process of delivering information, ideas, emotions, skills, etc. through the use of symbols such as words, pictures, numbers, etc. (Roudhonah, 2007). Communication is the exchange of verbal and nonverbal messages between the sender and recipient of the message to change behavior. The sender of the message can be an individual, group, or organization, a section head, leadership, groups of people in the organization, or the organization as a whole (Muhammiad, Arni, 2015). Communication is one of the important factors in the occurrence of activities. Through communication, humans can relate to each other in everyday life, society, or wherever humans are. There is no human being who is not involved in communication. Therefore, it is necessary to know about communication and matters relating to communication, at any level, whether communication between individuals, groups, and organizations. While the term organization comes from the Latin Organizer, which means a combination of interdependent parts.
According to (Rivai, Mulyadi, 2012) states that organizational culture is a framework that guides daily behavior and makes decisions for employees, and directs their actions to achieve organizational goals. Organizational culture is a pattern of organizational beliefs and values that are understood, inspired, and practiced by the organization so that the pattern gives its own meaning and becomes the basis for the rules of behavior in the organization. Therefore, organizational culture is used as a controller and direction in shaping human attitudes and behavior in the organization. Organizational culture is expected to have a positive influence on the personal members of the organization as well as on the organization in terms of achieving the vision and mission and goals of the organization.
Organization according to Everet M. Rogers in his book Communication in Organization, defines an organization as an established system of those who work together to achieve common goals through ranks and division of tasks, while according to Robert Bonnington in the book Modern Business: A Systems Approach, defines the organization as a means by which management coordinates material resources and human resources through a formal structural pattern of tasks and authority (Khomsahrial Romli, 2011) Not only communication is used as a means of channeling messages, ideas, ideas or thoughts, but communication is used as a tool to influence others or as an interaction tool to equalize perceptions and to achieve various goals of individuals, groups of companies and society. Human resources are one of the important factors for every organization or company. Without human resources, the goals and objectives of the organization will not be achieved as planned. Therefore, the role of human resources is very important in organizations and companies. The role of human resources for every organization is expected to improve employee performance. For this reason, human resources need to have reliable skills or abilities and skills so that they can directly improve employee performance.
According to (Sedarmayanti, 2017) defines organizational culture is a belief, attitude, and value that is generally owned, which arises in the organization, put forward more simply, culture is the way we do things here. According to Tosi, Rizzo, Carroll (Munandar, 2014) , organizational culture is ways of thinking, feeling, and reacting based on certain patterns that exist within the organization or those in organizational parts.

C. Employee performance
Performance is the result of work that has a strong relationship with the organization's strategic goals, customer satisfaction, andcontributes to the economy (Priansa, 2016).

METHODOLOGY
The research method used in this research is the descriptive quantitative research method, namely by finding information about existing symptoms, clearly defined goals to be achieved, planning the approach, collecting data as material for making research reports. This research was conducted to measure the performance of existing employees at employees of PT. Ramayana Insurance, Tbk Jakarta. This research was conducted for 6 months, starting from January -June 2021. In this study, 55 questionnaires were distributed which were employees of PT. Ramayana Insurance, Tbk Jakarta.

Table 1. Organizational Communication Validity Test Results
According to (Sugiyono, 2011) a Validity Test is the accuracy between the data collected and the data that occurs on the object under study. To find the value of validity in an item correlate the score of the item with the total of those items. The validity test was carried out by 50 respondents, its function was to find out whether each question in the questionnaire could represent the answers given by the respondents. The results of the questionnaire can be said to be valid if the correlation coefficient has a significant value of <0.05. If the results of the variable indicators have been declared valid, they can be used as instruments in research. Here are the results of the validity test: Performance or performance is a description of the level of achievement of the implementation of an activity program or policy in realizing the goals, objectives, vision, and mission of the organization as outlined through the strategic planning of an organization. Within the organizational framework, performance is the result of an evaluation of the work performed compared to predetermined criteria. Individual performance or staff performance needs attention because individual performance will contribute to group performance and ultimately organizational performance (A Frimayasa. Kurniawan, 2018). Performance is the result of someone's work that describes the quality and quantity of work that has been done. Performance from one person to another may differ, due to different driving factors. Employee performance is very important because the performance of an employee in an agency will determine the effectiveness of the agency's performance. If the employee's performance is not good, the agency's performance will be not good. Likewise, if the employee's performance is good, the agency's performance will be good (Mulyono, 2012). Good performance affects the company's overall performance, if the employee's performance is low, it will reflect low work morale which is marked by a decrease in work enthusiasm and enthusiasm. Good employee performance will affect the level of productivity and goals expected by the organization. Furthermore, these employee performance factors can affect the quantity, quality, and punctuality to achieve goals (Frimayasa & Lawu, 2020). Performance is performance or performance. Performance is the result of a process carried out by humans.
A company needs humans as the main supporting resource to achieve the goals that have been set. Quality human resources will contribute to advancing the company as a forum for increasing work productivity. The strategic position to increase company productivity is employees, namely individuals who work in a company. Performance or performance is a description of the level of achievement of implementationa program of activities or policies in realizing the goals, objectives, vision, and mission of the organizationas outlined through the strategic planning of an organization (A Frimayasa. Kurniawan, 2018). Performance or performance is a description of the level of achievement of the implementation of an activity program or policy in realizing the goals, objectives, vision, and mission of the organization as outlined through the strategic planning of an organization. Within the organizational framework, performance is the result of an evaluation of the work being done compared to predetermined criteria. Individual performance or staff performance needs attention because individual performance will contribute to group performance and ultimately organizational performance.

C. Classical Assumption Test
The classical assumption test simply aims to identify whether the regression model is good or not. There are several classical assumption tests including normality, multicollinearity, and heteroscedasticity tests with the following results:

D. Normality Test
The normality test of the data was carried out to see whether in the regression model, the dependent and independent variables had a normal distribution or not. If the data spread around the diagonal line and follows the direction of the diagonal line, the regression model meets the classical assumptions.

Figure 1. Histogram Normality Test
Source: data processed by SPSS 24.0 Based on the results of the normality test in the figure above, it shows that in the histogram graph above, the distribution of the data follows a bell-shaped curve that is not skewed to the right and the left, it can be concluded that the data is normally distributed. Similarly, using the P-P plot graph in this graph, it can be seen that the points spread around the diagonal line and the distribution is somewhat close to the diagonal line or the spread is in the direction of the diagonal line so that it can be concluded that the regression model in this study is normally distributed.

Figure 2. P-Plot Normality Test
That the normality test of the regression model in this study has met the assumptions previously stated so that the data in the regression model of this study tend to be normal.

E. Multicollinearity Test
Multicollinearity testing was conducted to see whether the regression model found a correlation between the independent variables. A good regression model should not have multicollinearity. To detect the presence or absence of multicollinearity, it can be seen through the value of the variance inflation factor (VIP) and the tolerance value. The value to indicate the presence or absence of multicollinearity is if the tolerance is 0.10 or equal to the VIP value 10 then the value is multicollinearity between independent variables. The following are the results of the multicollinearity test. Table 5.

Multicollinearity Test
Source: data processed by SPSS 24.0 Based on the table above, it can be seen that the independent variables, namely work motivation and work discipline, have a tolerance value of 0.381 0.10 and a VIP value of 2.609, this means that the regression used for the two independent variables does not have multicollinearity.

F. Heteroscedasticity Test
Heteroscedasticity is used to test whether, in the regression model, there is an inequality of variance from the residuals in another observation. If the residual variance from another observation remains, it is called homoscedasticity, and if the variance is different it is called heteroscedasticity.
A good model is that there is no heteroscedasticity. The basis for decision making is if certain patterns such as existing points form a certain regular pattern, then heteroscedasticity occurs. If there is a clear pattern and the points spread below and above the number 0 on the Y axis, then heteroscedasticity occurs.

Figure 3. Heteroscedasticity Graph
The picture above shows the points randomly do not form a clear or regular pattern, are scattered both above and below the number 0 on the Y-axis. Thus "heteroscedasticity does not occur" in the regression model.

G. Multiple Linear Regression Test
After all the classical assumptions have been tested, the multiple linear equation models can be used to analyze the significant level of influence of the factors that affect employee performance described through Organizational Communication and Organizational Culture on employees of PT Asuransi Ramayana, Tbk Jakarta.  For criteria, the t-test was carried out at a constant level (α) = 5% in two directions, with a value of n = 55 -2 = 53 is 2.005. Based on the table above, it can be concluded that the hypotension test of each independent variable on the dependent variable is as follows:

The Effect of Organizational Communication on Employee
Performance The t-test is used to determine whether individual Employee Communication has a significant relationship or not to employee performance from IBM SPSS statistical data processing version 24.0 so the t-test results can be obtained as follows: a. T-count = 5.431 b. T-table = 2.005 From the decision-making criteria: Ho is accepted if -2.005 t-count 2.005 Ha is accepted if t-count 2.005 and t-count -2.005 For criteria, the t-test was carried out at a constant level (α) = 5% in two directions, with a value of n = 55 -2 = 53 is 2.005. Based on the table above, it can be concluded that the hypotension test of each independent variable on the dependent variable is as follows: Based on the individual test results, the influence of Organizational Communication and Organizational Culture on Employee Performance obtained a t-count value of 5.431 > t-table 2.005 and has a significant number of 0.000 <0.05. Based on the decision-making criteria, it can be concluded that Ha is accepted (Ho is rejected), this shows that there is a significant positive effect between Organizational Communication on Employee Performance at PT. Ramayana Insurance, Tbk Jakarta.
Based on the results of individual testing of the Influence of Organizational Culture on employee performance, the t-count value is 3.473 > t-table 2.005 and has a significant number of 0.01 <0.05. Based on the decision-making criteria, it can be concluded that ha is accepted (Ho is rejected), this shows that From the decision-making criteria: Ho is accepted if -2.005 t-count 2.005 Ha is accepted if t-count 2.005 and t-count -2.005

The Effect of Work Discipline on Employee Performance
The t-test is used to determine whether individual work discipline has a significant relationship or not to employee performance from IBM SPSS statistical data processing version 24.0 so the t-test results can be obtained as follows: a. T-count = 3.473 b. T-table = 2.005 there is a significant positive effect between Organizational Culture on Employee Performance at PT. Ramayana Insurance, Tbk Jakarta.

Hypothesis Testing Results (t-test)
Based on the results of the study, it can be concluded that job satisfaction and perceptions of organizational support in the Ministry of Industry of the Republic of Indonesia are classified as good, this is supported by research results which show that partially or simultaneously job satisfaction and perceptions of organizational support have a positive and significant effect on employee work ethic. The first suggestion is the need to conduct research in more diverse organizations, one form of research that needs to be done next is to make comparisons to government institutions, private sector, state-owned enterprises, or in non-profit organizations such as NGOs. Other variables that might be interesting to examine include: compensation, organizational climate, organizational culture, work motivation, leadership style, personality, psychological contract so that it can reveal many discourses with a wider perspective. Further researchers can also use different data analysis techniques and increase the number of samples used so that they can enrich the research results.

a. Simultaneous Test (F Test)
The F statistic test (simultaneous) was conducted to determine whether the independent variables (independent) together had a significant effect or not on the dependent variable (dependent). The condition is that if the probability is sig < 0.05 then Ho is accepted.
Where Fn = Significant Level R2 = Multiple correlation coefficient K = number of independent variables N =Number of sample members Source: data processed by SPSS 24.0 Test criteria: Reject Ho if F-count < 3.18 or F-count > -3.18 Accept Ha if F-count > 3.18 or F-count < 3.18 Based on the results of the F-count test in the table above, the calculated F value is 92.867 while the F table value based on dk = n-k-1 = 52 with a significant level of 5% is 3.18. So F-count 92.867 > F table 3.18 then seen with the results of a significant probability value of 0.000 <0.05 then Ha is accepted and (Ho is rejected). From the results of the SPSS calculation above, it shows that there is a simultaneous significant effect of work motivation and work discipline on the performance of PT. Ramayana Insurance, Tbk Jakarta.
From the results of processing using IBM SPSS Statistics Version 24.0, the following results can be obtained: Based on the results of the F-count test in the table above, the calculated F value is 92.867 while the F table value based on dk = n-k-1 = 52 with a significant level of 5% is 3.18. So F-count 92.867 > F table 3.18 then seen with the results of a significant probability value of 0.000 <0.05 then Ha is accepted and (Ho is rejected). From the results of the SPSS calculation above, it shows that there is a simultaneous significant effect of work motivation and work discipline on the performance of PT. Ramayana Insurance, Tbk Jakarta.

I. Determinant Coefficient (D)
The coefficient of determination is used to measure the close relationship between the dependent variable and the independent variable. The greater the value of the correlation coefficient, the closer the relationship and vice versa. The following is the determination table: Based on the results of the F-count test in the table above, the calculated F value is 92.867 while the F table value based on dk = n-k-1 = 52 with a significant level of 5% is 3.18. So F-count 92.867 > F table 3.18 then seen with the results of a significant probability value of 0.000 <0.05 then Ha is accepted and (Ho is rejected). The results of the SPSS calculation above, it shows that there is a simultaneous significant effect of work motivation and work discipline on the performance of PT. Ramayana Insurance, Tbk Jakarta.