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The influence of organizational culture and non-financial compensation on organizational commitment with job satisfaction as a mediation variable

Author

Listed:
  • Yusevien Indah Kristinaningtyas

    (University of Brawijaya)

  • Dodi Wirawan Irawanto

    (University of Brawijaya, Telaga Warna Blok C street, No.1 Malang, Indonesia)

  • Christin Susilowati

    (University of Brawijaya)

Abstract

Companies must be able to optimize human resources performance because they are an essential element in the organization and play an active role as planners, actors, and determinants for realizing organizational goals. This research aims to see the influence of organizational culture and non-financial compensation on organizational commitment, either directly or indirectly or through the mediation of job satisfaction. This research is categorized as explanatory research. The research respondents were permanent employees at the regional office of one of the largest banks in Indonesia. The sample size was determined using a total sampling of 150 respondents. The data collection method uses a questionnaire and is analyzed using PLS-SEM. The results show that organizational culture has a significant positive effect on organizational commitment, and non-financial compensation also has a positive and significant effect on organizational commitment. Organizational culture and non-financial compensation positively affect organizational commitment through the mediation of job satisfaction. Key Words:job satisfaction, organizational culutre, non financial compensation, organizational commitment

Suggested Citation

  • Yusevien Indah Kristinaningtyas & Dodi Wirawan Irawanto & Christin Susilowati, 2024. "The influence of organizational culture and non-financial compensation on organizational commitment with job satisfaction as a mediation variable," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 13(5), pages 262-269, July.
    • Handle: RePEc:rbs:ijbrss:v:13:y:2024:i:5:p:262-269
    DOI: 10.20525/ijrbs.v13i5.3518
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