The Influence of Organizational Behavior on Employee Performance In The Secretariat of The Regional People's Representative Council, Kaur District

Abstract

This study aims to analyze the influence of organizational behaviour on employee performance at the Secretariat of the Regional House of Representatives of Kaur Regency. Quantitative research using a survey method involved 74 respondents selected by the census. Organizational behaviour variables are analyzed based on three dimensions: individual behaviour, group behaviour, and organizational systems. Data analysis techniques include validity tests, reliability, classical assumptions, multiple linear regression analysis, determination coefficients, and hypothesis tests. The results showed that organizational behaviour positively and significantly affected employee performance, with a regression coefficient of 0.967 and a significance of 0.000. The determination coefficient (R Square) of 0.862 shows that 86.2% of the variation in employee performance can be explained by organizational behaviour, while 13.8% can be explained by other factors not studied. The organizational system dimension had the highest average score (4.50), reflecting that clear communication, a fair reward system, and a good organizational strategy contribute significantly to employee performance. Respondents' responses to organizational behaviour and employee performance were excellent, averaging 4.48 and 4.47. This study supports the theory of organizational behaviour, which states that the positive behaviour of individuals, groups, and organizational systems contributes significantly to employee performance. These findings have practical implications for organizations to improve team coordination, reward systems, and employee competency development to achieve optimal performance. Further research is suggested to explore other variables, such as leadership or organizational culture, and consider longitudinal research methods to provide deeper insights.