The Influence of Organizational Culture and Leadership on Employee Performance at PT TD Automotive Compressor Indonesia
DOI:
https://doi.org/10.65310/p83z1j23Keywords:
Automotive Manufacturing, Employee Performance, Leadership, Organizational Culture, SQCDMPE.Abstract
This study examined the influence of organizational culture and leadership on employee performance at PT TD Automotive Compressor Indonesia, a joint venture of Toyota Industries Corporation, the Astra Group, and the Denso Group. An empirical quantitative approach with an explanatory research design was employed to investigate the causal relationships among the proposed variables. Data were collected from 50 employees using a structured five-point Likert-scale questionnaire and analyzed using IBM SPSS Statistics 25 through validity and reliability tests, classical assumption testing, multiple linear regression, coefficient of determination analysis, and partial and simultaneous hypothesis testing. The results indicate that both organizational culture and leadership have positive and significant effects on employee performance, with organizational culture demonstrating a slightly stronger contribution than leadership. The findings further reveal that the integration of strong organizational values, including discipline, occupational safety, teamwork, and continuous improvement, with effective leadership practices enhances employees' ability to achieve the company's SQCDMPE operational performance targets. This study provides empirical evidence that organizational culture and leadership function as complementary organizational resources in improving employee performance and offers practical insights for strengthening sustainable organizational performance in the Indonesian automotive manufacturing industry.
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