Budaya Organisasi dan Komitmen Organisasi Terhadap Kinerja Karyawan Perbankan

Abstract

The banking sector is currently undergoing a digital transformation that demands high employee performance standards amidst increasing work pressures. This study aims to examine in depth how corporate culture and organizational commitment influence employee performance in the banking sector. The phenomenon discussed in this study is based on the gap between formal corporate cultural policies and the internalization of values ​​experienced by employees in the workplace. The research method used is qualitative with a descriptive-phenomenological approach. Data were obtained through in-depth interviews with ten informants who work as permanent employees in the banking sector at various levels, supported by direct participatory observation. The data analysis technique uses an interactive analysis model that includes data reduction, data presentation, and drawing conclusions. The study shows that a corporate culture oriented towards the values ​​of integrity, professionalism, and digital adaptability not only serves as a behavioral guideline but also as a social control mechanism that minimizes operational risks through employee self-awareness. In addition, it was found that organizational commitment, especially affective commitment, is formed through perceived organizational support and inclusive leadership. Employee performance is found to be at an optimal level when there is alignment between an individual's personal values ​​and organizational culture (Person-Organization Fit). Highly committed employees tend to exhibit organizational citizenship behavior that positively contributes to the efficiency of banking services, exceeding their formal Key Performance Indicator (KPI) targets. This study concludes that a strong organizational culture acts as a foundation, while organizational commitment is a key catalyst in improving employee performance amidst the dynamics of a competitive financial industry. The practical implications of this study suggest that banking management should focus more on strengthening the emotional aspects and a humane work culture to maintain employee performance resilience in the long term.