Enhancing Performance: The Role of Organizational Culture, Commitment, and Support in Indonesian Paper Industry

. Human resources play an important role in the successful achievement of performance. Employee performance is the result of the work achieved by employees in a company. This study aims to investigate the impact of organizational culture, organizational commitment, and perceived organizational support on employee performance at a paper manufacturing plant. The descriptive data and SEM were analyzed using The Jeffreys’s Amazing Statistics Program (JASP) method. Data were collected from 107 respondents who participated in paper manufacturing plants (52 males (48.6%), 55 females (51.4%); M age = 38, SD = 8.4). The results showed that (1) organizational culture has a signiﬁcant effect on employee performance ( β = 0,533, p <0,05). (2) Organizational commitment has no signiﬁcant effect on employee performance ( β = -0,014, p > 0,05). (3) Perceived organizational support has no signiﬁcant effect on employee performance ( β = 0,039, p > 0.05). In this study, organizational commitment and perceived organizational support did not inﬂuence employee performance. Among employees, expectations for increasing organizational commitment and perceptions of organizational support for improving employee performance are still not high enough. The ﬁndings of this study highlight that organizational culture has the strongest inﬂuence compared to organizational commitment and perceived organizational support on employee performance. To improve employee performance, organizations can internalize cultural values through socialization activities, corporate culture training, and cultural rituals so that employee work behavior will develop, contributing to improved performance in the organization.

Based on the factors that have been described, organizational culture is one of the factors that can affect employee performance in a company.Organizational culture is the values or attitudes that are believed by employees so that they have become their daily behavior.Organizational culture is also the key to achieving the company's vision and mission Sedarmayanti (2017).Organizational culture is the most important aspect of an organization.However, the organization's members are sometimes unaware of its existence (Sisca et al., 2022).Organizational culture is both a strength of the organization and an obstacle to development.Its impact can vary between improving efficiency and performance and hindering workflow (Maamari & Saheb, 2018).According to pre-research interviews at the paper manufacturing plant.Lack of employee awareness of implementing organizational culture also has an impact on employee behavior or attitudes toward workers.A weak organizational culture can be seen in the behavior of employees who do not comply with applicable regulations, arrive late, do not attend work, and do not complete tasks on time (Azhari, 2016).
Human resources are therefore one of the key factors in successfully achieving business goals, and human resources make employees employed by enterprises become actors, promoters, thinkers, and planners who play an active role in enterprise activities.At work, employees act according to the existing organizational culture.Organizational culture can be interpreted as values, beliefs, and assumptions, recognized, and followed by members of the organization for a long time as a guide for behavior and problem solving within the organization.Everyone in a company or organization is consciously or subconsciously aware of the culture that prevails in their organization, so there is a close relationship between organizational culture that can influence behavior and the effectiveness of employee performance (Widayanto et al., 2022).
Based on absence attendance data, the percentage of employee tardiness at the paper manufacturing plant from January 2021 to June 2021 rose from 14.02% to 18.27%.This is not the same as the target for delays, which is 0%.According to pre-research interviews, the reasons why employees arrive late range from traffic jams and vehicle issues to having to escort their children to school first.An employee's late arrival will, of course, make other employees do their jobs at the same time until the employee arrives.Undisciplined employees show that they do not obey existing regulations; this can affect employee performance due to diminished accountability and ineffective time management.This is not in accordance with the values of the organizational culture in the company, namely "Efficiency 142 JURNAL PSIKOLOGI Dudija, et al The Role of Organizational Culture and Integrity".According to the results of research by Dimulyo et al. (2018), it is proven organizational culture influences employee performance.
Based on the factors that can affect performance described above, organizational commitment is one factor that affects employee performance.Organizational commitment is employee loyalty to an organization, which is reflected in the high participation of employees in achieving organizational goals (Priansa, 2014).Organizational commitment is a state in which an employee favors a particular organization and its goals and intends to maintain membership in the organization (Indriyati, 2018).
Organizational commitment is an individual's psychological attachment to the organization (Sisca et al., 2022).Therefore, the organizational commitment of employees at the paper manufacturing plant can be seen in employee attendance data and employee turnover data from 2019 to 2020.From the attendance data on the absence of employees at the paper manufacturing plant, it was found that the rate of employee absenteeism from January 2019 to December 2020 was very volatile.Employees with high organizational commitment can be seen through positive attendance records and show voluntary loyalty to the company (Kaswan, 2015).According to Robbins and Judge (2015), employees who lack organizational commitment and are less loyal to their organization tend to show lower work attendance.
The target monthly employee attendance rate is 99%, but if we look at the attendance data, employee absenteeism is inversely proportional to the target set by the company.Attendance data shows high employee absenteeism every month.Even from the attendance data, it can be seen from 2019 to 2020 that the employee attendance rate for the last two years has never reached the set target.
The data shows the highest employee absenteeism rate in 2019, namely in December with a percentage of employee absenteeism of 17.15%, or as many as 64 people, and in December 2020 with a percentage of employee absenteeism of 15.60%, or as many as 54 people.Employee turnover rate data explains the phenomenon of organizational commitment that occurs at the paper manufacturing plant.It is seen that there was a decrease in employees in 2019, namely in February to March, which was 3 people, and the largest decrease in employees in 2020, namely in September to October, which was 15 people.
From employee turnover data, it does not show a large decrease in employees every month, but if we compare 2019 with 2020, the decline in employees in 2019 is not as high as in 2020.The higher one's organizational commitment to the company, the higher the employee turnover rate will be lower.
According to Weny et al. (2021), there are many factors that affect employee performance, namely perceived organizational support.Perceived organizational support is an employee's perception of the organization, the degree to which the organization values contributions and cares about their well-being.Organizations often provide positive forms of support that benefit their employees.The support provided builds the employee's perception of the organization.
Employees with high perceived organizational support levels deliver the best performance.Employee performance affected by perceived organizational support is directly related to organizational performance.Employee performance is the result of behavior, and when an organization pays proper attention and recognition to the work and contribution of employees, their performance will improve (Li et al., 2022).Astuti and Soliha (2021) prove that perceived organizational support significantly JURNAL PSIKOLOGI influences employee performance.The form of appreciation given by the company to employees of the paper manufacturing plant is given based on the status occupied by the employee.Giving the form of appreciation provided by the company is organizational support for its employees.
The paper manufacturing plant has given awards and organizational support, whereas the paper manufacturing plant has implemented fairness in giving salaries according to the status of employees in the company and providing benefits.Besides that, during the post COVID-19 pandemic, the company provides routine vitamins monthly to all employees to provide immunity for all employees.According to the results of an interview at the paper manufacturing plant, although the company feels that it has provided perceived organizational support to all its employees, some employees complain about welfare issues, such as employees who are still found resigning for reasons of inappropriate salary, even the existence of employees.This situation is notable mostly among female employees at that time.Certain tasks, they resigned from the company because they felt the burden of the task was too heavy.Perceived organizational support is one of the strengths that can influence human resource behavior to improve performance.Therefore, by becoming an employee of the organization, the person feels considered to be in the organization and has a responsibility to be able to make a full contribution and deliver the best performance (Ridwan et al., 2020).
This study aims to explore the effect of organizational culture on employee performance, organizational commitment on employee performance, and perceived organizational support on employee performance.Our first hypothesis is the effect of organizational culture on employee performance.Second, the effect of perceived organizational support on employee performance.

Organizational Culture and Employee Performance
According to Busro (2018), organizational culture is a shared perception that is believed by all members of the organization as a guide to organizational values that can affect the work and behavior of its members, so that the value system or system can distinguish one organization from another.According to Edison et al. (2016), organizational culture has an impact on employee performance as members of the organization.A strong organizational culture will support the company's goals; otherwise, a weak organizational culture will inhibit or conflict with organizational goals.Thus, a strong and positive organizational culture is highly influential on the behavior and performance of the company.
Organizational culture is the values and attitudes that are believed by employees to direct employee work behavior in accordance with organizational goals.The attitudes and values embodied in the organization will guide employees to act according to the attitudes and values that are believed so that organizational culture will affect employee performance and satisfaction (Sedarmayanti, 2017).
The results of research conducted by Dimulyo et al. (2018) found that the organizational culture has a significant effect on employee performance.According to (Busro, 2018), organizational commitment is a manifestation of the willingness, awareness, and sincerity of employees to be bound and survive in the organization, which is reflected in the amount of effort, determination, and belief required to achieve the shared vision, mission, and goals.If the organizational commitment of employees is strong, it will improve organizational performance; otherwise, the lower the commitment of organizational members, the weaker the performance of members of the organization.According to Priansa (2014), if employees have a high level of commitment to the organization where they work, job satisfaction will improve their performance.Based on the results of research conducted by Astuti and Soliha (2021), it is proven that organizational commitment support has a significant effect on employee performance.

H2: Organizational Commitment has an Effect on Employee Performance
Perceived Organizational Support and Employee Performance According to Robbins and Judge (2015), employees who have a strong perception of organizational support will exhibit positive organizational behavior, low levels of delays, and enhanced customer service.According to Kaswan (2015), the perceived impact of organizational support can affect organizational commitment, employee job satisfaction, a feeling of obligation to reciprocate to the company, reduce psychological pressure (stress), improve performance, and improve organizational citizenship behavior.Based on the results of research conducted by (Astuti & Soliha, 2021;Dea Pradinska Dewi, 2020;Weny et al., 2021), it is proven that perceived organizational support has a significant effect on employee performance.

Instruments and Measurement
In this study, researchers will examine organizational culture (X1), organizational commitment (X2), and perceived organizational support (X3) as independent or independent variables and employee performance as dependent or dependent variables (Y).The scale of organizational culture on the variable (X1) consists of 14 indicators with scores ranging from 1 (Strongly Disagree) to 5 (Strongly Agree).and the researchers use the theory of Robbins and Judge (2015) to measure innovation and risk-taking, attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, and stability.One example of the indicators is "Saya mendapatkan dorongan dari perusahaan untuk berinovasi and "Saya siap menanggung resiko dalam pekerjaan dan tanggung jawab yang diberikan".All the indicators on organizational culture are valid because it has a p-value < 0.001 (Manullang et al., 2023).The reliability of omega on organizational culture is 0.937 and it shows that this variable is reliable because it meets the standard value of ≥ 0.7 (Hamid & Anwar, 2019).
The scale of organizational commitment on the variable (X2) consists of six indicators with scores ranging from 1 (Strongly Disagree) to 5 (Strongly Agree) and the researchers use the theory by Meyer and Allen (2016) to measure affective commitment, normative commitment, and continuance commitment.One example of the indicators is Saya senang menghabiskan karir di perusahaan and "Saya merasa bangga menjadi bagian di perusahaan".All the indicators on organizational commitment are valid because it has a p-value < 0.001 (Manullang et al., 2023).The reliability of omega on organizational commitment is 0.925 and it shows that this variable is reliable because it meets the standard value of ≥ 0.7 (Hamid & Anwar, 2019).
Then the researchers use the theory of Rhoades and Eisenberger (2002)

Validity of the Instruments
All the indicators on organizational culture, organizational commitment, perceived organizational support, and employee performance are valid because it has a p-value < 0.001 (Manullang et al., 2023).

Data Collection and Analysis
Data was distributed viaȃpaper questionnaires.This questionnaire was distributed to 107 respondents.
This research focuses on a unique organizational context.Although the sample size is small, it is still representative,and the data collected is strong and reliable, as demonstrated by the fulfilment of assumption tests and goodness-of-fit tests.We used the simple random sampling method.This method ensures that the sample is unbiased and representative of the entire population.

Construct Validity
All the indicators on organizational culture, organizational commitment, perceived organizational support, and employee performance are valid.Umar and Nisa (2020) state the criteria for determining whether an item must be dropped: (1) if the item has a negative factor loading coefficient or; (2) if the residual of an item is correlated with many residuals on other items or; (3) if the factor loading coefficient is not significant.In this instrument, there are no negative items and the factor loading coefficient is significant (p<0.05).

Reliability of the Instruments
The coefficient of omega on organizational culture is 0.937, the score on organizational commitment is 0.925, the score on perceived organizational support is 0.921, and employee performance is 0.939.
This shows that the four scales are reliable or consistent because they meet the standard value of ≥ 0.7 (Hamid & Anwar, 2019).

Hypotheses Test Results
The influence and level of Hypothesis testing is done based on the p-values of 0.05, where these values indicate significance in hypothesis testing.In this study, the research hypothesis is accepted p-values ≤ 0.05 (Haryono, 2017).Hypothesis testing is based on standardized estimates and significance levels.
The results of the significance test are shown in table 2. H1: The result shows (β = 0,533, p<0,01) the p-values of 0.001 ≤ 0.05, which means that H1 is supported.
So, it shows that organizational culture (X1) has an effect on employee performance (Y).
H2: The result shows (β = -0,014) the p-values of 0.734 ≥ 0.05, which means H2 is not supported.So, it shows that organizational commitment (X2) has no effect on employee performance (Y).
H3: The result shows (β = 0,039) the p-values of 0.435 ≥ 0.05, which means H3 is not supported.So, it shows that the perceived organizational (X3) has no effect on employee performance (Y).

Discussion
The Effect of Organizational Culture on EmployeeȃPerformance The first hypothesis (H1) is that organizational culture (X1) affects employee performance (Y).In this study, the first hypothesis was accepted.Based on the results of hypothesis testing in Table 2, the influence of organizational culture on the performance of employees was obtained with p-values of 0.001 ≤ 0.05 (sig) which means H1 is accepted.Thus, it shows that organizational culture (X1) affects employee performance (Y).The results of this study are in line with the results of research by Maamari and Saheb (2018), where research proves that organizational culture affects employee performance.According to the results of another study conducted by Bagis et al. (2021), it is proven that organizational culture has a significant effect on employee performance.Other research results that are in line with this research are research conducted by Wua et al. (2022), where organizational culture has a significant effect on employee performance.Organizational culture can come from JURNAL PSIKOLOGI attitudes toward work, preferences for work rather than other activities, and behavior at work, such as persistence, commitment, responsibility, prudence, thoroughness, a strong willingness to learn tasks and responsibilities, empathy for colleagues, and vice versa (Sihombing et al., 2018).According to Edison et al. (2016), organizational culture has an impact on employee performance as members of the organization.A strong organizational culture will support the company's goals; otherwise, a weak organizational culture will inhibit or conflict with organizational goals.Thus, a strong and positive organizational culture is very influential on the behavior and performance of the company.

The Effect of Organizational Commitment on Employee Performance
The second hypothesis (H2) is that organizational commitment (X2) affects employee performance (Y).
In this study, the second hypothesis was rejected.Based on the results of hypothesis testing in Table 2, the effect of organizational commitment on the performance of employees was obtained with p-value of 0.734 ≤ 0.05 (sig) which means H2 is rejected.Thus, it shows that organizational commitment (X2) has no significant effect on employee performance (Y) at the paper manufacturing plant.Based on the theory according to Meyer and Allen, as cited in (Edison et al., 2016), organizational commitment is the relationship between organizational members and their organization and has a relationship with individual decisions to continue their membership in the organization.However, after doing research, it is known that organizational commitment has no significant effect on employee performance.
This study aims to investigate the impact of organizational culture, organizational commitment, and perceived organizational support on employee performance at the paper manufacturing plant.This can be because other factors are more dominant in influencing the performance of employees at the paper manufacturing plant.
According to the results of another study conducted by Eliyana et al. (2019), organizational commitment does not have a significant effect on employee performance.The results of research conducted by Suwibawa et al. (2018) state that organizational commitment has no significant effect on employee performance.The results of other research, namely that conducted by Azizah et al. (2019), show that organizational commitment has no significant effect on employee performance.The results of research conducted by Bagis et al. (2021) prove that organizational commitment has no significant effect on employee performance.Other research results, according to Santoso and Kambara (2020), state that organizational commitment has no significant effect on employee performance.
These results show that companies still need to pay attention to the commitments of their employees.Although the results of the study show that they do not have a significant effect, the commitment of employees will certainly have a positive impact on the performance and sustainability of the company.The organizational commitment has not had an impact on employee performance.To improve employee performance, it is necessary to improve work skills and policies for welfare so that organizational commitment can increase and affect employee performance.Furthermore, in increasing organizational commitment, it is necessary to pay attention to a favorable work environment so that employee performance can increase, ultimately fostering improved overall productivity.In addition, it is necessary to pay attention to the need for employee promotions; relationships with colleagues and 150 JURNAL PSIKOLOGI Dudija, et al The Role of Organizational Culture superiors need to be continuously improved so that employee performance is better in the future.
The Effect of Perceived Organizational Support on Employee Performance The third hypothesis (H3) is that perceived organizational support (X3) affects employee performance (Y).In this study, the third hypothesis was rejected.Based on the results of hypothesis testing, the effect of organizational commitment on the performance of employees was obtained with p-values of 0.435 ≥ 0.05 (sig) which means H3 is rejected.So, it shows that the perceived organizational support (X3) has no significant effect on employee performance (Y) at the paper manufacturing plant.However, after completing research, it is known that the perceived organizational support has no significant effect on employee performance at the paper manufacturing plant.This can be because other factors are more dominant in influencing the performance of employees at the paper manufacturing plant.
The results of this study are in line with the results of research by (Dea Pradinska Dewi, 2020;Dewi et al., 2021;Lestari, 2019;Soeprijadi & Sudibjo, 2021;Yulivianto, 2019), which prove that perceived organizational support has no significant effect on employee performance.These results indicate that companies still need to pay attention to the perceived organizational support possessed by their employees.Although the results of the study show no significant effect, the perceived organizational support provided to employees will certainly have a positive impact on employee performance.Perceived organizational support at the paper manufacturing plant is not an important factor in improving employee performance.This is because employee performance tends to be driven by functions, duties, and responsibilities in the company, so when employees are already working, it becomes a strong boost, not the perceived organizational support.Other research results, according to (Agustyna & Prasetio, 2020;Astuty & Udin, 2020;Damayanti & Purba, 2019;Weny et al., 2021), state that perceived organizational support has a significant effect on employee performance.
Perceived organizational support that is felt directly has not been able to improve employee performance at the paper manufacturing plant.Although the support provided is significant, the employees' performance will remain as usual.The perceived organizational support as the highest value from the recapitulation of the perceived organizational support variable shows that justice and superior support have not been able to increase employees working together to complete work.
Employees already have a good form of cooperation between fellow employees and leaders.Support from superiors has also not been able to improve the quality and quantity of employee work.The quality of work or work quantity of employees has been monitored and measured properly so that the quality and quantity of work of employees will go well, not because of organizational support such as support from superiors for employees, because targets must be met by each employee so that employees work according to the target and the quantity of work is also maintained.
The limitations of this study are the relatively small sample size (N = 107) and the specific characteristics of the sample (i.e., paper manufacturing plant employees).Regarding the limitations of the sample size, we realize that the sample size of 107 is far below the minimum recommended sample size for CFA implementation, which is 200 (Hoogland & Boomsma, 1998) or 265 (Muthén & Muthén, 2002).However, we report various information, such as standard errors and skewness for JURNAL PSIKOLOGI each item as a basis for fulfilling the assumptions of CFA implementation, even though the sample is relatively small.This is in line with the reporting standards for this type of analysis, see

Conclusion
Based on the results of this research, organizational culture affects employee performance at the paper manufacturing plant as indicated by p-values of 0.001 ≤ 0.05 (sig).Organizational commitment does not affect employee performance.Organizational commitment does not affect employee performance at the paper manufacturing plant as indicated by p-values of 0.734 ≥ 0.05 (sig).
Perceived organizational support does not affect employee performance at the paper manufacturing plant as indicated by p-values of 0.435 ≥ 0.05 (sig).There are some suggestions to improve employee performance through organizational culture, organizational commitment, and perceived organizational support.
In this research, organizational commitment and perceived organizational support have no effect on employee performance at a paper manufacturing plant.Among employees, expectations for increasing organizational commitment and perceived organizational support for improving employee performance are still not high enough.This research also shows that organizational culture has the strongest influence compared to organizational commitment and organizational perceptions on employee performance at a paper manufacturing plant.For this company, it shows that the organizational culture that exists among employees on employee performance is quite high.Therefore, companies can continue to maintain organizational culture.In addition, companies also need to increase organizational commitment and perceived organizational support so that they can improve employee

Implication
The findings of this research indicate that organizational culture has the strongest influence on performance compared to organizational commitment and organizational perception, meaning that a strong organizational culture will support company goals while a weak organizational culture will hinder organizational goals.Improving employee performance can be achieved through strengthening organizational culture.
al The Role of Organizational Culture H1: Organizational Culture has an Effect on Employee Performance Organizational Commitment and Employee Performance Hamid and Anwar (2019)3)2023)the reliability of omega on perceived organizational support is 0.921 and it shows that this variable is reliable because it meets the standard value of ≥ 0.7.Meanwhile, to measure employee performance on the variable (Y) use the theory of Armstrong and Taylor (2020) adapted from research conducted byRahmatullah and Kasmir (2023), which consists of 12 indicators with scores ranging from 1 (Strongly Disagree) to 5 (Strongly Agree), to measure quality, quantity, time, cost suppression, supervision, and relationships between employees.One example of the indicators is Saya mengerjakan pekerjaan dengan teliti and Saya mampu mencapai target sesuai dengan yang telah ditentukan perusahaan All the indicators on employee performance are valid because it has a p-value < 0.001(Manullang et al., 2023).Hamid and Anwar (2019)state the reliability of omega on employee performance is 0.939 and it shows that this variable is reliable because it meets the standard value of ≥ 0.7.
(Hamid & Anwar, 2019;ved organizational support on the variable (X3), which consists of six indicators with scores ranging from 1 (Strongly Disagree) to 5 (Strongly Agree), namely fairness, supervisory support, organizational rewards, and job conditions.One example of the indicators is Perusahaan menghargai kontribusi saya sebagai karyawan and Perusahaan peduli terhadap kesejahteraan karyawan.All the indicators on perceived organizational support are valid because it has a p-value < 0.001(Hamid & Anwar, 2019; The sample size was calculated using Slovin's formula with a margin of error of 5% from 330 population, which (Hamid & Anwar, 2019)size of 107 respondents.The results of this study provide a novel contribution to previous research, particularly in the field of industrial and organizational psychology.The data analysis of this study was conducted with JASP (Jeffrey's Amazing Statistics Program).Using the maximum likelihood estimation method.The evaluation is done by looking at the criteria for the R-Square value & p-values.The R-Square value is used to measure the level of variation of the change in the independent variable on the dependent variable.R-Square values of employee performance is 0.525 or 52.5%, which means that variations in variable Y (employee performance) can be explained by variations in variables X1 (organizational culture), X2 (organizational commitment), and X3 (perceived organizational support) of 52.5%.The remaining 47.5% can be explained by other variables not used in this research.Furthermore, the value of p-values to determine the effect and level of significance in hypothesis testing(Hamid & Anwar, 2019).

Table 2
Smid et al. (2019).(2021)ture research can apply more appropriate methods to analyze data with relatively small sample sizes that have not been used in this study, seeCañete-Massé et al. (2021)andSmid et al. (2019).Due to the very specific characteristics of the sample, we realize that the findings of this study should not be overgeneralized and should only apply to samples that are relevant or have the same characteristics as our research.
Organizations can internalize cultural values through cultural socialization activities, corporate culture training, and cultural rituals so that employee work behavior will develop, which contributes to improving performance in the organization.152 JURNAL PSIKOLOGI Dudija, et al The Role of Organizational Culture Recommendation It is suggested that future research use a larger sample size with a wider variety of industries.We hope that future researchers can separate work period, as well as age and gender in more detail, which may influence employee performance in the organization.Future research can examine the potential of human resources and organizational behavior that have a positive effect on improving employee performance, such as leadership, remuneration, development and training, as well as other variables originating from theoretical studies and previous research on employee performance.