Available online at JIME website: https://journal.ibs.ac.id/index.php/jime/

The Role of Emotional Intelligence and Organizational Culture in Improving
Employee Performance: Empirical Evidence from Gajah Sakti Village
Aji Prabowo1*, Putry H. Nadeak2, Karina Silaen3, Muharani Fiannisa4
Entrepreneurship Study Program, Indonesian Institute of Business and Computer, Medan, Indonesia.
Accounting Study Program, Bandung State Polytechnic, Indonesia.
Accounting Study Program, Indonesian Institute of Business and Computer, Medan, Indonesia.
Informatics Study Program, Deztron University, Medan, Indonesia.

Received: 12th June 2025. Revised: 20th June 2025, Accepted: 21st June 2025.
Available online: 30th June 2025, Published regularly: June 2025.

Abstract
This research aims to determine the role of emotional intelligence and organizational culture in
improving employee performance: empirical evidence from Gajah Sakti Village. Gajah Sakti Village
faces several labor-related issues with low performance associated with discipline and initiative. These
problems can be linked to low emotional intelligence and poor organizational culture. This study
employs a quantitative approach using a survey method involving 80 respondents. The analysis using
the Partial Least Square (PLS) method shows that emotional intelligence and organizational culture have
a positive and significant impact on employee performance. This means that the higher the emotional
intelligence, the better the organizational culture, and the better the employee performance. This study
recommends that the village government hold workshops on emotional intelligence and improve the
organizational culture to enhance employee performance.
Keywords: employee performance, emotional intelligence, organizational culture.
Abstrak
Penelitian ini bertujuan untuk mengetahui peran kecerdasan emosional dan budaya organisasi dalam
meningkatkan kinerja karyawan: bukti empiris dari Desa Gajah Sakti. Desa Gajah Sakti menghadapi
beberapa masalah terkait tenaga kerja dengan kinerja rendah yang berhubungan dengan disiplin dan
inisiatif. Masalah ini dapat dikaitkan dengan kecerdasan emosional yang rendah dan budaya organisasi
yang buruk. Penelitian ini menggunakan pendekatan kuantitatif dengan metode survei melibatkan 80
responden. Analisis menggunakan metode Partial Least Square (PLS) menunjukkan bahwa kecerdasan
emosional dan budaya organisasi memiliki dampak positif dan signifikan terhadap kinerja karyawan.
Ini berarti semakin tinggi kecerdasan emosional, semakin baik budaya organisasi, semakin baik pula
kinerja karyawan. Penelitian ini merekomendasikan agar pemerintah desa mengadakan lokakarya
tentang kecerdasan emosional dan meningkatkan budaya organisasi untuk meningkatkan kinerja
karyawan.
Kata Kunci: kinerja pegawai, kecerdasan emosional, budaya organisasi.

*) Corresponding Author
Email: ajipr4bowo@ibk.ac.id (Aji Prabowo)
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INTRODUCTION
In an era of public service increasingly demanding efficiency, effectiveness, and accountability, the
performance of government employees has become a key element in ensuring the success of an
organization, including at the village government level. As the lowest unit of government, the village
plays a strategic role in providing public services directly to the community. Therefore, the quality of
human resources, especially village employees, has become the main determinant of the success of
carrying out government, development, and community tasks. In this context, various internal and
external factors affecting employee performance become important topics for deeper study.
Performance is the result achieved by an individual in carrying out their duties and responsibilities
according to the standards set by the organization. Performance reflects the level of effectiveness and
efficiency of a person in achieving predetermined objectives, both in terms of quality, quantity,
timeliness, and work responsibility. Employee performance can be interpreted as the work achievements
or accomplishments attained during employment, assessed based on both the quality and quantity of an
employee during the evaluation period or timeframe set for performing their tasks and job
responsibilities according to their job description (Hasibuan, 2017).
One of the most crucial internal aspects in determining individual performance in the workplace is
emotional intelligence. (Bradberry & Greaves, 2009) states that emotional intelligence is the ability to
recognize and understand emotions in oneself and others, as well as the ability to implement that
understanding to manage how one behaves and socializes with others. This is consistent with research
by (Harni et al., 2017) and further supported by (Harni et al., 2017), which explains that emotional
intelligence significantly affects performance. On the other hand, organizational culture is a set of values
that governs interactions between individuals within an organization and between individuals in the
organization or other organizations as suppliers and the members of the community served.
Organizational culture is shaped by individuals within the organization, the ethics embraced by the
organization, the employment rights granted to each employee, and the type of organizational structure
itself(Robbins et al., 2019). This aligns with research conducted by (Monika Rannu et al., 2023) and is
reinforced by (Sancoko et al., 2019), which indicates that organizational culture significantly influences
employee performance.
However, in practice, challenges and issues are still often encountered that indicate a decline in the
performance quality of village officials. One phenomenon that has emerged at the Gajah Sakti Village
Hall, Bandar Pulau District, is the weak coordination among employees, low discipline in carrying out
tasks, and a lack of initiative and responsibility in completing work. Based on initial observation results
and interviews with several village officials, it was found that some employees demonstrate a tendency
to ignore effective communication, easily swayed by emotions in decision-making, and has minimal
sense of ownership towards job responsibilities. This phenomenon reflects a possible correlation
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between low emotional intelligence and weak internalization of organizational culture related to poor
employee performance.
To strengthen the argument regarding the importance of this research, data from the Community
Empowerment and Village Government Agency of Asahan Regency (2023) shows that the level of
public satisfaction with services in several villages, including Gajah Sakti, is still below 65%, far from
the minimum public service standard target of 80%. This data reinforces the suspicion that there are still
weaknesses in the human resources aspect at the village level that must be addressed immediately.
Additionally, the performance audit results of village officials for 2022 also indicate that only 48% of
village hall employees meet individual performance indicators such as punctuality, productivity, and
administrative responsibility. This data further emphasizes that research on the role of emotional
intelligence and organizational culture in improving employee performance is both relevant and urgent
to conduct. Specifically, this research aims to understand and analyze:
1.

The influence of emotional intelligence on employee performance at the Gajah Sakti Village
Hall, Bandarpulau District.

2.

The influence of organizational culture on employee performance at the Gajah Sakti Village Hall,
Bandarpulau District.

Figure 1. Public Satisfaction Data and Performance Audit of Village Officials

THEORETICAL FRAMEWORK

Emotional Intelligence (X1)
Employee Performance (Y)

Organizational Culture (X2)

Figure 2. Theoretical Framework

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HYPOTHESIS DEVELOPMENT
H1: Emotional intelligence has an impact on performance
H2: Organizational culture has an impact on performance
Emotional intelligence according to (Bradberry & Greaves, 2009) is the ability to recognize,
understand, and manage one's own emotions and those of others, as well as to use it to form positive
social relationships. Research (Harni et al., 2017) and (Kair et al., 2023) and (Andrea & Rozamuri, 2023)
shows that emotional intelligence significantly influences the improvement of employee performance.
Organizational culture according to (Robbins et al., 2019) encompasses values, beliefs, and norms
that shape the behavior of organizational members. A strong culture is believed to enhance performance,
loyalty, work effectiveness, and reduce employee turnover rates. This finding is supported by research
(Monika Rannu et al., 2023) and (Sancoko et al., 2019), and (Bupu & Wardani, 2024) which proves that
organizational culture has a positive influence on performance.
RESEARCH METHOD
This research is categorized as survey research that falls under the classification of causal research
with a quantitative approach. Quantitative research is research where the problems are not determined
at the beginning but are found after the researcher goes into the field, and if the researcher discovers new
problems, those problems will be researched again until all issues have been answered (Sugiyono, 2019).
The research was conducted at the Gajah Sakti Village Hall, Banda Pulau District, Asahan Regency.
The population of the study is the community at the Gajah Sakti Village Hall in Banda Pulau, Banda
Pulau District, Asahan Regency, with a total of 100 people. The Slovin formula is used for sampling
with an error tolerance of 5%, resulting in a sample size of 80. The PLS method is used to test the
strength of the relationship between performance and its independent variables, namely emotional
intelligence and organizational culture.
RESULT, DISCUSSION, AND MANAGERIAL IMPLICATION
Based on table 1, the respondents in this study numbered 100 people who are members of the
community living in Gajah Sakti Village. The characteristics of the respondents include gender, age, and
education level, which were used to provide a demographic picture to support the analysis of the research
data.
Based on figure 3, there are two levels of groups in SEM-PLS analysis. This means that it is an
analysis of the measurement model (outer model), which includes reliability and validity (construct
reliability and validity), Cronbach's Alpha, Average Variance Extracted (AVE) and the analysis of the
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structural model (inner model), which includes R-Square, F-Square and hypothesis testing (Hair et al.,
2017).
Based on table 2, it can be seen that the loading factor for each indicator is > 0.70. Therefore, it can
be concluded that the indicators for each variable in this study are valid from the perspective of
convergent validity. This means that all indicator values are convergent (aligned) with their variable
values.
Based on table 3, it shows that the composite reliability value for each variable is > 0.60. Therefore,
it can be concluded that the variables used in the research are declared reliable.
Based on table 4, it shows that the Cronbach's Alpha value for each variable is > 0.7. Therefore, it
can be concluded that the variables used in the research are declared reliable.
Based on table 5, it shows that the AVE for each variable is > 0.5. It can be concluded that the
variables used have already shown good convergent validity.
Table 1. Respondent Characteristics
No.

Respondent Characteristics

1.

Gender

2.

Age

3.

Education Level

Description
Male
Female
Total
>20 Years old
31>40
41>50
>50
Total
Junior School
High School
Bachelor
Master
Total

Frequency
67
33
100
17
38
26
19
100
14
43
36
7
100

Percentage
67%
33%
100%
17%
38%
26%
19%
100%
14%
43%
36%
7%
100%

Figure 3. PLS Structural Model
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Measurement Model Analysis
Table 2. Outer Loadings
Variable Organizational Culture (X2) Emotional Intelligence (X1) Employee Performance (Y)
X1.1
0,897
X1.2
0,817
X1.3
0,759
X1.4
0,810
X1.5
0,774
X1.6
0,842
X2.1
0,845
X2.2
0,846
X2.3
0,868
X2.4
0,800
X2.5
0,769
X2.6
0,737
X2.7
0,768
X2.8
0,712
Y.1
0,778
Y.2
0,773
Y.3
0,816
Y.4
0,864
Y.5
0,877
Y.6
0,792
Table 3. Reliability Test
Variable

Composite Reliability

Organizational Culture (X2)

0,882

Emotional Intelligence (X1)

0,893

Employee Performance (Y)

0,923

Table 4. Cronbach's Alpha Test
Variable

Cronbach's Alpha

Organizational Culture (X2)

0,851

Emotional Intelligence (X1)

0,850

Employee Performance (Y)

0,900

Table 5. Average Variance Extracted (AVE)
Variable

AVE

Organizational Culture (X2) 0,514

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Emotional Intelligence (X1)

0,594

Employee Performance (Y)

0,668

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Structural Model Analysis
Based on table 6, it is known that the Adjusted R-Square value of Employee Performance (Y) is 0.75,
which means that emotional intelligence (X1) and organizational culture (X2) influence Employee
Performance (Y) by 96.6%, so the model is classified as good (high).
It can be seen from table 7, which states that the influence of the emotional intelligence variable (X1)
on employee performance (Y) is 1.635, indicating a strong (large) effect. The influence of the
organizational culture variable (X2) on employee performance (Y) is 4.753, also indicating a strong
(large) effect.
It can be seen from table 8 above for the direct effect test:
1.

The influence of emotional intelligence on employee performance has a beta coefficient of 0.382
and a t-statistic of 10.496 > t-table 1.96, with a p-value of 0.00 < 0.05. This means that emotional
intelligence has a significant positive effect on the performance of employees in Gajah Sakti
Village, Bandar Pulau Subdistrict.

2.

The influence of organizational culture on employee performance has a beta coefficient of 0.652
and a t-statistic of 16.475 > t-table 1.96, with a p-value of 0.00 < 0.05. This means that
organizational culture significantly and positively affects the performance of employees in Gajah
Sakti Village, Bandar Pulau Subdistrict.

Emotional Intelligence Significantly Affects Employee Performance
Based on the tests conducted, the results of partial tests prove that emotional intelligence (X1)
positively and significantly affects employee performance. Thus, if emotional intelligence increases,
employee performance levels also improve. This indicates that the employees of Gajah Sakti Village,
Bandar Pulau Subdistrict can understand and manage their emotions, allowing them to complete tasks
well and on time, as well as socialize effectively. The results of this study align with the research
conducted by (Miao et al., 2018) and supported by (Seituan 2023), and (Havivah & Rachmah, 2024)
Table 6. R-Squared Test
R Square R Square Adjusted
Employee Performance (Y)

0,967

0,966

Table 7. F-Square Test
Variable
Organizational Culture (X2)
Emotional Intelligence (X1)
Employee Performance (Y)

Organizational
Culture (X2)

Emotional
Intelligence (X1)

Employee
Performance (Y)
4,753
1,635

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Table 8. Results of Direct Effect Test

Organizational
Culture (X2)
Emotional
Intelligence (X1)
Employee
Performance (Y)

Original
Sample (O)

Sample Mean
(M)

Standard Deviation
(STDEV)

T Statistics
(|O/STDEV|)

P
Values

0,652

0,651

0,040

16,475

0,000

0,382

0,384

0,036

10,496

0,000

which proves that emotional intelligence significantly influences employee performance.
Organizational Culture Significantly Affects Employee Performance
Based on the results of partial tests, it is proven that organizational culture has a significant and
positive influence on the performance of employees in Gajah Sakti Village, Bandar Pulau Subdistrict. If
the organizational culture is good, the level of employee performance will also increase. This shows that
creating a strong organizational culture can foster loyalty to the company and stimulate maximum
performance development and achievement of goals. It forms characteristics appreciated by every
organization, such as innovative employees who can take risks, demonstrate precision and attention to
detail, are results-oriented, and organize work activities as a team. A strong organizational culture will
influence the behavior of its members because the level of togetherness and intensity will create a high
internal environment for controlling behavior. One concrete result of a strong culture is a decrease in
employee turnover, leading to cohesion, loyalty, and commitment to the organization. This explains that
organizational culture impacts employee performance. The results of this study are consistent with the
research conducted by (Amisha, 2024) and (Louhenapessy & Lindawati, 2022), and (Yodani &
Rimadias, 2022) which proves that organizational culture significantly influences employee
performance.
In this research, organizational culture has a greater influence than emotional intelligence on
employee performance. This shows that in the context of organizations or governments such as village
offices, having a strong internalization of organizational cultural values such as openness, collaboration,
responsibility, and discipline plays a bigger role in shaping employee work behavior. Organizational
culture acts as one of the factors directing attitudes, behaviors, and interaction patterns among
employees, thereby significantly impacting performance.This finding provides guidance for managerial
decision-making that can be applied in the organizational context, among which are :
1.

The government needs to systematically develop a training program specifically for emotional
intelligence, which includes training in emotion regulation, empathy, and interpersonal skills.
This can be done periodically through workshops and mentoring.

2.

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Village heads and staff must reinforce the values of work culture and consistently socialize them

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through leadership examples, a reward system, and sanctions. Commitment to these values will
strengthen the culture and alignment of goals in the workplace.
CONCLUSION, SUGGESTION, AND LIMITATIONS
Emotional intelligence has a positive and significant impact on employee performance. The research
results show that emotional intelligence has a strong influence on employee performance. Employees
who are able to understand and manage their own emotions as well as build good social relationships
tend to demonstrate higher performance in carrying out tasks. Village heads and staff must reinforce the
values of work culture and consistently socialize them through leadership examples, a reward system,
and sanctions. Organizational culture has a positive and significant impact on employee performance. A
good organizational culture, such as effective communication, teamwork, and commitment to
organizational values, has been proven to promote improved employee performance. Commitment to
these values will strengthen the culture and alignment of goals in the workplace.
Suggestion for the Development of Emotional Intelligence Training Village governments are advised
to organize regular training to enhance the emotional intelligence of their employees, such as emotion
management, empathy, and interpersonal skills. Strengthening Positive Organizational Culture
Initiatives from village leaders are needed to strengthen a productive organizational culture through the
formulation of clear values, vision, and mission, as well as through consistent rewards and punishments.
The scope of this research is limited to one village, namely the Office of Gajah Sakti Village, Bandar
Pulau Subdistrict, thus generalizing the findings to other areas with different organizational and
demographic characteristics must be done carefully. Further research involving more locations will
provide a more comprehensive and representative picture. The variables in this study are limited to
emotional intelligence and organizational culture, and do not yet encompass other factors that may also
influence performance. This limitation is expected to be a consideration for future research that is more
comprehensive.
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