THE EFFECT OF ORGANIZATIONAL CULTURE, NON FINANCIAL COMPENSATION AND JOB SATISFACTION ON ORGANIZATIONAL COMMITMENTS IN THE CENTER FOR STRATEGIC STUDIES OF TNI

DOI:10.31933/DIJEMSS Abstract: The purpose of this study was to determine the effect intended overall and partial between culture organizations, non-financial compenzation, job satisfaction and organizational commitment. Methods used in this research is by distributing questionnaires to employees is using a Likert scale, respondents who used as many as 55 employees, using SPSS 25 software programs, data analysis performed using validity, reliability and correlation of multiple linear regression. Sampling techniques were obtained from a sample of 55 respondents, data analysis techniques using multiple linear regression. The results showed that; (1) Cultural organizations significantly influence organizations commitment; (2) Non-Financial compenzaion significantly influence organizations commitment; (3) Job satisfaction significantly influence organizations commitment; (4) Organization culture and job satisfaction significantly influence organizations commitment


INTRODUCTION
Increasing the role of government organizations in achieving the goals of bureaucratic reform requires joint commitment among employees in realizing organizational goals with good governance. Organizational commitment is the identification and involvement of someone who is relatively strong towards the organization and is willing to work hard for the achievement of organizational goals. This is in line with the opinion of Robbins and Judge (2015: 47) organizational commitment is the level where a worker identifies an organization, goals, and hopes to remain a member.
Basically, job satisfaction is an individual thing, each individual has a different level of satisfaction in accordance with the system of values that apply to him, this is caused by differences in him and each individual. The more aspects of the work in accordance with individual desires, the higher the level of satisfaction is felt and vice versa. The relationship between subordinates and the leadership is very important in increasing work productivity. Job satisfaction can be improved through attention and good relations from the leadership to subordinates, so that employees will feel that they are an important part of the work organization.
Four factors that are conducive to the emergence of high levels of employee job satisfaction include work that is mentally challenging (jobs that provide opportunities for them to use their skills and abilities and offer a variety of tasks, freedom, and feedback on how their performance is), rewarded ( employees want a payment system and promotion policy that they consider fair, meaningless, and in accordance with their expectations), supportive working conditions (their work environment for personal comfort as well as to facilitate good performance), and supportive work partners (work also meet the needs of their social interactions with work partners and the behavior of superiors), according to Robbins and Judge (2016: 112).
Job satisfaction is a feeling employees have about their current workplace conditions. Work-related feelings involve aspects such as wages or salaries received, opportunities for career advancement, relationships with other employees, work placement, type of work, organizational structure, quality of supervision. According to Robbins and Judge (2016), dimensions related to job satisfaction include: 1). Work, 2). Salary, wages or Rewards, 3) Superiors or Supervision, 4). Job Promotion. The indicators in this study are: 1). Love for work, 2) Ability in work, 3). Work feedback, 4). Salary received and in accordance with the skills, 5). Leaders become family figures, 6). Leaders value work, 7). Job promotion.

Organizational Commitment.
Organizational commitment is often seen as a psychological aspect of an individual so it is very rare for Indonesian students and researchers to raise the topic of commitment. Explored deeper, commitment is a behavior that can directly affect individual work performance. Kreitner and Kinicki (2014: 165) provide a definition of organizational commitment as the degree to which a person recognizes an organization and is bound to its goals. This is an important work attitude because committed people are expected to be able to show a willingness to work harder to achieve organizational goals and a greater sense of desire to keep working in an organization.
Like most subjective attitude variables, organizational commitment is measured by self-report scale. Historically, the first organizational commitment to gain widespread use was the Organizational Commitment Questionnaire (OCQ). The original OCQ was mainly reflected in what Meyer and Allen (2013: 46-47) outlined as affective commitment and at a lower level, namely normative commitment. The original OCQ also contains a section that measures the desire to move an employee. Mathieu and Zajac reported that the mean internal consistency reliability for various forms of OCQ was all 0.80. The main limitation of OCQ is that the steps are mainly the affective component of organizational commitment, thus providing very little information about the continuation and normative component. This is an important limitation because different forms of commitment relate to different outcomes. The following will explain the dimensions of organizational commitment summarized by Zurnali (2016: 55) in his book "Learning Organization, Competency, Organizational Commitment, and Customer Orientation: Knowledge Worker. Research Framework for Human Resource Management in the Future" defines each dimension of organizational commitment as follows: (1). Affective commitment (affective commitment) is a feeling of love for the organization that raises the willingness to stay and foster social relationships and appreciate the value of relationships with the organization because it has become a member of the organization, (2). Continuous commitment is a feeling of heaviness to leave the organization due to the need to survive with consideration of costs when leaving the organization and rewards regarding participation in the organization, (3). Normative commitment (normative commitment) is a feeling that requires to survive in the organization due to obligations and responsibilities to the organization based on consideration of norms, values and beliefs of employees. This variable is measured by indicators including, inter alia: 1). Proud to be part of the organization, 2). Proud of the organization to others, 3). Caring about the fate of the organization, 4). Happy to choose to work at this organization, 5). Value similarity, 6). Work beyond the target.
Based on the literature review and some research that has been done, a framework for the influence of organizational culture, non-financial compensation and employee job satisfaction to organizational commitment in the Center For Strategic Studies of TNI.

RESEARCH METHODS Types of research
This type of research conducted by the author is quantitative descriptive, with quantitative data collection methods and using survey methods. According to Arikunto (2015: 3) descriptive research is research that is intended to investigate the circumstances, conditions or other things that have been mentioned, the results of which are presented in the form of research reports.

Variable Measurement
The independent variable (independent) in this study consists of organizational culture (X1), non-financial compensation (X2), and job satisfaction (X3), while the dependent variable in this study is organizational commitment (Y).

Method of collecting data
This study, using a questionnaire consisting of 35 question items with the following details: 1). Organizational Culture (14 question items), 2). Non-financial compensation (9 question items), 3). Job satisfaction (11 question items). 3). Organizational Commitment (17 question items) The data analysis method used to test the hypothesis is multiple regression analysis. The reason for this research was done by multiple regression because in this research model using organizational culture variables, non-financial compensation, job satisfaction, and organizational commitment. Besides that, each variable is measured through indicators, so it is necessary to test the feasibility of the model whether the model analyzed in this study is in accordance with the actual situation.

Population
According to Arikunto (2015: 104) if the total population is less than 100 people, then the total sample is taken, but if the population is greater than 100 people, then it can be taken 10-15% or 20-25% of the total population. Based on this study because the total population is not greater than 100 respondents, the authors take 100% of the population in the Pusjianstra TNI as many as 55 respondents. Thus the use of the entire population without having to draw research samples as observation units is referred to as census techniques. In collecting research data, the questionnaire was chosen as a method of collecting data in this study. The questionnaire is a list of written statements that have been formulated previously that will be answered by respondents (Sugiyono, 2016: 230). The statement in the questionnaire is a Available Online: https://dinastipub.org/DIJEMSS Page 987 closed statement in which the respondent is asked to make a choice between a series of alternatives given by the researcher (Istijanto, 2014: 334).

Sample
This study uses a data collection tool (instrument) in the form of a questionnaire. Testing the validity of the instruments in this study was conducted using the Pearson Product Moment correlation method, to find out whether each item in the instrument was valid or not. Can be known by correlating the item score (rcount) with the total score (rcritical).  (2019) The reliability testing method in this study is by testing the Cronbach's Alpha (with SPSS 25 Software) and a variable can be declared reliable if it produces a Cronbach Alpha value> 0.6. The higher the reliability coefficient (close to 1.00) means the higher the reliability. This research uses multiple linear regression analysis method which is used to determine whether organizational culture variables, non-financial compensation variables and job satisfaction variables have a significant or no influence on organizational commitment variables at the Center for Strategic Studies of TNI.

Data analysis method Validity test
The validity of research data is determined by an accurate measurement process. Test this validity by using the Product Moment correlation technique formula, with a significance level of 0.05.

Reliability Test
The reliability testing method in this study is by testing the Cronbach's Alpha (with SPSS 25 Software) and a variable can be declared reliable if it produces a Cronbach Alpha value> 0.6. The higher the reliability coefficient (close to 1.00) means the higher the reliability.

Classic assumption test
The Classic Assumption Test consists of the Normality Test, the Multicollinearity Test and the Heteroscedasticity Test. This test is intended to ensure that the model obtained really meets the basic assumptions in the regression analysis that includes the assumptions.

Regression Analysis
In this study using multiple linear regression analysis method used to determine whether organizational culture variables, non-financial compensation variables and job satisfaction variables have a significant effect or not on the organizational commitment variable. In testing the hypothesis used the t test and supported by the coefficient of determination (R squared) and using the Coefficient of Interdimensional Correlation Matrix Analysis.

Characteristics of Respondents based on questionnaire answers
Based on the distribution of respondents' answers that the majority of respondents were male as many as 52 respondents or equivalent to 95% and the number of female respondents amounted to 3 respondents or equal to 5%. The most number of respondents were male 52 respondents or equivalent to 95% illustrated that from the total number of respondents the majority of employees who worked at the Center for Strategic Studies of TNI were male so that the male role was very dominant compared to the female role. The number of respondents was based on the age level of 55 respondents. The results of data collection stated that aged 28-32 years amounted to 9% (5 respondents), age> 33 years amounted to 91% (50 respondents).
The majority of education levels are S1 graduates of 23 people or 42% equivalent, while high school graduates are 15 respondents or 27%, D3 / Diploma are 5 respondents or 9% equivalent, while S2 / Masters are 12 respondents or 22% equivalent. Qualified education are highly needed by agencies in supporting efforts to improve the implementation of tasks and functions of agencies especially in producing optimal strategic studies. Respondents indicated that the highest number of employees had a tenure of less than five years of 10 respondents or 18% equivalent, then ≥ 5 years of 45 respondents or equivalent to 82%. It can be concluded that the majority of Center for Strategic Studies of TNI are employees whose majority can last long enough in the institutions.

Research Data Analysis Validity and Reliability Test
The results of the validity and reliability test are instruments presented to be able to show that all indicator items are valid and reliable.  (2019) Based on Table 1.4. By using the Alpha method the Cronbach's Alpha test results are obtained for organizational culture variables, non-financial compensation and employee job satisfaction above 0.6, this shows the three variables above are reliable. Thus each of the research variable questions indicates consistency or the instrument used is reliable.

Classic assumption test
Before a multiple linear regression analysis is performed it is necessary to test the classic assumptions including: a. Normality test. Ghozali (2016: 154) explains that the normality test can be done by looking at the Normal P-P Plot of Regression Stan. If the data spreads around the diagonal line and follows the diagonal direction, the regression model meets the assumption of normality, then the research data can be obtained to form a normal curve like in the following figure: Based on the histogram diagram of Figure 2, it can be seen that the data is normally distributed. In addition to the depiction of the histogram diagram, the distribution of research data is normally distributed or not can also be known through the graph of the probability plot or the Normal P-P plot.    (2019) Based on the results of the multicollinearity test in Table 1.5, the values of all the variables used as predictors of the regression model show that the VIF value is small, namely for organizational culture: 1,301; non-financial compensation: 1,290 and job satisfaction: 1,018 means that the VIF value for both variables is less than 10 (<10). For the tolerance value of organizational culture variables 0.768; non financial compensation: 0.775 and job satisfaction: 0.982 means that the tolerance value means greater than 0.10 (> 0.10). This means that the independent variables used in the study do not show the presence of multicollinearity symptoms in the linear regression model which means that all of these variables can be used as independent variables.

c. Heteroscedasticity Test
How to find out whether the assumption of homoscedasticity is fulfilled can be done by making scatterplot data between the predicted values (ZPRED = Regression Standardized Predicted Value) with the residual value (SRESID = Regression Standardized Residual). If a scatterplot is found in a certain pattern, it indicates heteroscedasticity. If there are no specific Available Online: https://dinastipub.org/DIJEMSS Page 992 patterns and the points spread above and below zero then it can be said that there is no heteroscedasticity and the assumption of homoscedasticity can be fulfilled.

Figure 4. Scatter Plot of Research Data
Source: Researcher processed data (2019) Based on Figure 4, it appears that the spread of residual values over predicted values does not form a particular pattern. The scatter diagram above does not form a specific pattern, the state of homokedaticity is fulfilled so that the regression model is feasible to predict Organizational Commitment based on input of independent variables.

Regression Analysis
The following are the results of data processing on the respondents' assessment of the influence of organizational culture, non-financial compensation and job satisfaction on organizational commitments by Center for Strategic Studies employees with 55 respondents. Data distribution of respondents' answers are as follows: From the regression equation above it can be interpreted and concluded as follows: (1) A constant of 2.068 states that, if the organizational culture variable (X1), non-financial compensation (X2) and job satisfaction (X3) are 0, the organizational commitment is 2.068; (2) The regression coefficient X1 of the organizational culture variable is 0.799, stating that for each addition of 1 organizational culture, organizational commitment again increases by 0.799; (3) Regression coefficient X2 of non-financial compensation variable is 0,911 which states that every 1 addition of non-financial compensation value, organizational commitment again increases by 0,911; (4) The regression coefficient X3 of the job satisfaction variable is 0.336 stating that for each addition of 1 non-financial compensation value, organizational commitment again increases by 0.336. Based on the above data it can be concluded that the independent variable that has the greatest positive contribution to organizational commitment is non-financial compensation, as well as organizational culture variables and job satisfaction also has a positive contribution, although not as large as the non-financial compensation variable.

Coefficient of Determination (R 2 )
Testing the coefficient of determination (R2) is used to measure the proportion or percentage of the ability of the model in explaining the dependent variable. The coefficient of determination ranges from zero to one (0 ≤ R2 ≤ 1). If R2 gets bigger (close to one), then it can be said that the effect of the independent variable (X) is large on the dependent variable (Y). This means that the model used is getting stronger to explain the effect of independent variables on the dependent variable.  (2019) Based on the results of primary data processing using the SPSS 25.0 obtained an R 2 coefficient of 0.415. This shows that the percentage of contribution of independent variables (organizational culture, non-financial compensation and job satisfaction) is able to explain the dependent variable of organizational commitment (Y) of 41.5% while the remaining 59.5% is Available Online: https://dinastipub.org/DIJEMSS Page 994 explained by other variables not included in this research.

Hypothesis Testing (t test).
Based on the results of data acquisition using SPSS V.25 the output values can be obtained in the following  (2019) Based on Table 1.8. above, to find out in the independent variable regression model partially a significant influence on the dependent variable, it can be seen in the following:

1) Organizational Culture t-test (X1) to Organizational Commitment (Y)
Based on calculations in Table 1.8. above, we get a t-test of 3.273 and a t-table calculation with a significance level criterion of 0.05 and a degree of freedom (df) = n -k or 55 -4, then a t-table value of 2.007 is obtained. Thus t-count (3.273)> t-table (2.007), where a significant value of 0.002 <0.05, which means Ha is accepted, which can be concluded that there is a significant influence between Organizational Culture on Organizational Commitment.

2) Non-Financial Compensation t-test (X2) to Organizational Commitment (Y)
Based on calculations in Table 1.8. above, the t-count of 5.185 is obtained and the ttable calculation with a significance level criterion is 0.05 and the degree of freedom (df) = n -k or 55 -4, the ttable value of 2.007 is obtained. Thus t-count (5.185)> ttable (2.007), where a significant value of 0.000 <0.05, which means Ha is accepted, which can be concluded that there is a significant influence between Non-Financial Compenasation on Organizational Commitment.

3) Job Satisfaction T-Test (X3) to Organizational Commitment (Y)
Based on calculations in Table 1.8. above, we get a t-test of 2,310 and a t-table calculation with a significance level criterion of 0.05 and a degree of freedom (df) = n -k or 55 -4, a t-

Correlation between dimensions
Knowing which dimensions of the independent variables are the most dominant and have a large effect on the dimensions of the dependent variable, a correlation matrix is used between dimensions. Here are the calculations using the SPSS:  (2019) Based on Table 1.9. above, it can be concluded that the relationships between strong dimensions are as follows: (a) The influence of organizational culture on organizational commitment, the results of calculations obtained with the strongest correlation are found in the relationship between variables of stability dimensions (X1.7) with continuance commitment (Y2) with r = 0.912; (b) Effect of the influence of non-financial compensation on organizational commitment, then the greatest correlation is found in the relationship between Available Online: https://dinastipub.org/DIJEMSS Page 996 the dimensions of work (X2.1) with affective commitment (Y1) with r = 0.268; (c) The effect of job satisfaction on organizational commitment, then the greatest correlation is found in the relationship between dimensions of co-workers (X3.5) with continuance commitment (Y2) with r = 0.685.

The Effect of Organizational Culture on Organizational Commitment
Organizational culture variables, have a significant influence, this is evidenced by the β value of 0.799 showing positive, the value of t-count obtained by 3.273 and a significant value of 0.002. At a significant level of 0.05 and degrees of freedom (df) = n -k or 55 -4, a ttable value of 2.007 is obtained. Because the tcount is 3.273> t-table for 2.007 and the significant value is 0.002 <0.05, it can be concluded that partially, organizational culture has a positive and significant effect on organizational commitment.
Based on the correlation matrix between the dimensions of the relationship between organizational culture variables and organizational commitment, the results of calculations obtained with the strongest correlation are found in the relationship between variables of stability dimensions (X1.7) with continuance commitment (Y2) with r = 0.912. This shows that changes in organizational culture variables, especially the dimension of stability, is the greatest correlation to the dimensions of continuance commitment from organizational commitment variables. The value of r = 0.912 shows the stability dimension has a very strong level of relationship to the dimension of continuance commitment. Thus it can be explained that stability has a great influence on organizational commitment.
Brown 's opinion (1998: 306) in Herminingsih (2014: 3) states that organizational culture refers to a system of shared meanings shared by members that distinguishes the organization from other organizations. According to Robbins & Coulter (2016: 51) organizational culture is values, principles, traditions, and attitudes that influence the way members behave in organizations. A strong organizational culture will also strengthen organizational commitment to employees (Taurisa and Ratnawati, 2012). In this study in accordance with the conclusion that organizational culture has a significant contribution to organizational commitment with a significant value of less than 5%. The results of this study are also in line with testing by Wibawa and Putra (2018) which states that organizational culture has a positive effect on organizational commitment. Another study by Usmany, et al (2016) also showed a positive influence of organizational culture variables on organizational commitment variables. This allows a good organizational culture is a reflection of the optimal organization itself so that it will lead to a strong commitment of employees to try to work to continue / survive in the organization.

The Effect of Non-Financial Compensation on Organizational Commitment
Non-financial compensation variable, has a significant influence, this is evidenced by the β value of 0.911 shows positive, the t-value obtained is 5.185 and a significant value of 0.000. At a significant level of 0.05 and degrees of freedom (df) = n -k or 55-4, a ttable value of 2.007 is obtained. Because the value of tcount is 5.185> ttable for 2.007 and the significant value is 0.000 < 0.05, it can be concluded that partially, non-financial compensation has a positive and significant effect on organizational commitment.
Based on the correlation matrix between dimensions of the relationship between nonfinancial compensation variables and organizational commitment, the results of calculations obtained with the strongest correlation are found in the relationship between the dimensions Available Online: https://dinastipub.org/DIJEMSS Page 997 of the work itself (X2.1) with affective commitment (Y1) with r = 0.268. This shows that the change in non-financial compensation variables, especially the dimensions of work itself, is the greatest correlation with the dimensions of affective commitment from organizational commitment variables. The value of r = 0.268 indicates the dimension of work itself has a low level of relationship with the dimensions of affective commitment. Thus it can be explained that the work itself has the greatest influence among the dimensions of the non-financial compensation variable on the organizational commitment. According to Simamora in Priansa (2016) Non-financial compensation is any reward given to employees for remuneration other than money, namely the work environment and the work itself. Based on the results of the study, non-financial compensation has a significant contribution to organizational commitment by showing a significant value of less than 5%. On the other hand systematic testing of 55 respondents showed that there was evidence for Ho to be rejected and Ha accepted that there was a significant contribution between non-financial compensation to organizational commitment. The results of this study are in line with testing by Ricky Prasodjo and Setiawan (2016) that non-financial compensation has a significant effect on organizational commitment. Other research by Wiharyanti (2018) also supports this research which also shows a significant positive relationship by non-financial compensation variables on organizational commitment variables.

Effect of Job Satisfaction on Organizational Commitment
Job satisfaction variable, has a significant influence, this is evidenced by the β value of 0.336 shows positive, the t-value obtained is 2.310 and a significant value of 0.025. At a significant level of 0.05 and degrees of freedom (df) = n -k or 100 -4, a t-table value of 2.007 is obtained. Because the value of t-count is 2.310 > t-table for 2.007 and a significant value of 0.025 < 0.05, it can be concluded that partially, job satisfaction has a positive and significant effect on organizational commitment.
Based on the correlation matrix between the dimensions of the relationship of work satisfaction variables to organizational commitment, the results of calculations obtained with the strongest correlation found in the relationship between variables between colleagues (X3.5) with continuance commitment (Y2) with r = 0.685. This shows that changes in the variable of job satisfaction, especially the dimensions of co-workers, is the greatest correlation with the continuance commitment dimension of the variable organizational commitment. The value of r = 0.685 indicates that the dimensions of co-workers have a strong relationship with the dimensions of continuance commitment. Thus it can be explained that coworkers have a great influence on organizational commitment. Robbins (2015: 170) states that job satisfaction is a general attitude towards one's work as the difference between the amount of rewards received by workers and the amount of rewards believed to be received. Badriyah (2015) states that job satisfaction is the attitude or feeling of employees towards pleasant or unpleasant aspects of work in accordance with the assessment of each employee. Based on the results of research job satisfaction has a significant contribution to organizational commitment by showing a significant value of less than 5%. This is in line with research by Zainal (2015) that job satisfaction is proven to significantly influence organizational commitment. Yousef (2016) states job satisfaction reflects employees' feelings about their work and is committed to the organization. Research by Qureshi, et al. (2012) also prove a similar result where commitment is a consequence of job satisfaction and has a positive relationship.