Theoretical Model of Language Faculty Lecturer Performance Improvement and Unimed Arts (Study of the Influence of Organizational Culture, Work Motivation, and Job Satisfaction on Lecturer Performance FBS Unimed)

Lecturer performance is the workload of lecturers in carrying out their duties known as the tridharma of higher education which includes implementing education and teaching, carrying out research and carrying out community service. Dikti (in Ismail and Husni A, 2009: 73-88) describes the normal workload of a lecturer in carrying out Tridharma tertiary activities is 40.5 hours per week. Normal lecturer workload consists of: (1) educational activities, 27.5 hours per week, consisting of teaching, guiding theses, examining undergraduate trials, and developing course materials, (2) research activities, 11 hours per week, consisting of being the main researcher, writepapers in accredited journals, (3) community service activities, 1 hour per week in the form of incidental training, and (4) supporting activities, in the form of participation in Abstract


Performance
states that performance can be viewed through two aspects, namely aspects of action and aspects of impact. Aspects of action include aspects of behavior (behavior), while aspects of impact are aspects of results and their effects on individuals, groups or organizations. Based on the impact aspect, performance is the result achieved from a business or activity over a certain period of time. Based on the behavioral aspect, performance is the process of achieving work performance supported by competencies and work instruments. Work instruments can be in the form of inputs as well as work equipment. These two aspects can be the point of view of performance review. Furthermore, Wirawan (2007: 5) states that performance is the output produced by functions or indicators of a job or profession within a certain time. Every intelligence has a different learning style (Simorangkir, 2019). Furthermore, performance according to the Directorate of Energyeducation Directorate General of Quality Improvement of Teachers and Education Personnel of the Ministry of National Education are: "Performance can be interpreted as an expression of a person's potential in the form of a person's behavior or way of carrying out a task, resulting in a product (work) which is the manifestation of all duties and job responsibilities assigned to him." Relevant to this, Sonnentag said that performance is what a person does, and the treatment works well. This is interpreted as the process of achieving results. The process that takes place within the organization to achieve organizational results or goals is a set of individual actions and behaviors.

Organizational Culture
Organizational culture plays an important role in the organization. The role of organizational culture is as a guide to think, behave, and act for organizational members in achieving organizational goals. The organizational culture contains shared values, expectations, rules, habits, and tools, all of which are the basis for achieving organizational goals. Organizational culture is a system of values and co-creation of individuals in the organization from the creation of the organization to the end of the organization.

Work Motivation
Motivation means a condition that encourages and causes someone to do an activity that takes place consciously. Furthermore, it is said that motivation is a work impulse that arises in a person to behave in achieving predetermined goals.
Theories concerning motivation include: Maslow's Need Theory. Hasibuan put forward a motivation theory called Maslow's Need Hierarchy Theory / A theory of Human Motivation or Maslow's Hierarchy of Needs Theory. Maslow argues, the needs that someone wants are tiered.With regard to motivation and performance and the factors that influence and influence it, Mitchell in Kreitner and Kinicki (2001: 249) suggests a Work Performance Motivation Model which explains that organizational culture directly affects motivation. Furthermore, related to factors that can be influenced by motivation, Colquitt, LePine, and Wesson argued that "motivation has a strong positive effect on job performance. People who experience higher levels of motivation tend to have higher levels of task Performance. ".

Job Satisfaction
Job satisfaction is a pleasant emotional state that results from appraising work or work experience. Job satisfaction reflects a person's feelings about his job. This can be seen in the positive attitude of employees towards work and everything they face in their work environment.
According to Rivai (2004: 480) job satisfaction theory, among others: 1. Theory of Inequality (Discrepancy Theory) This theory measures a person's job satisfaction by calculating the difference between something that should be and what is felt 2. Equety Theory This theory suggests that people will feel satisfied / dissatisfied, depending on the presence / absence of justice (equity) in a system, especially the work system.

Two Factor Theory
According to this theory job satisfaction & job dissatisfaction are different things. Satisfaction & dissatisfaction is not a continuous variable.Job satisfaction has an important meaning both for members of the organization and for the organization, especially because it creates a positive situation in the organizational environment. The more aspects of work that are in accordance with the wishes of the individual, the higher the level of satisfaction he feels, and vice versa.This is in accordance with the results of research conducted by O'Reilly, Chatman, and Caldwell in Edy Sutrisno (2010: 28), Platis, Reklitis, and Zimeras (2015: 480-487), and Bakan et al (2016 that Job satisfaction will affect performance, because someone who is satisfied at work will work more seriously so that the quality of production or service is guaranteed.

III. Research Methods
This type of research is ex post facto research. While the method used is the survey method, the research category is "explanatory or confirmatory". This research was conducted at the Faculty of Language and Arts (FBS) Unimed and was carried out from the planned May August 2020 to December 2020. This time interval includes the implementation of instrument trials, data collection, data analysis, and research report writing. All FBS Unimed lecturers totaled 174 people. The research sample of 100 people was taken by proportional random sampling. The data collection technique used in this study was a field survey by distributing questionnaires to FBS lecturers who were used as research samples. The data analysis technique was carried out using the SPSS version 20 computer aids program, namely descriptive analysis, analysis requirements test with inferential analysis, and hypothesis testing using Path Analysis. The instrument used was a closed questionnaire with four answer choices in one. Continuum line, with a Likert scale model. The flow of this research begins with a preliminary study on the performance of lecturers, then conducts literature studies and studies, then arranges instruments, then analyzes and in the final stage, formulates a theoretical model for improving lecturer performance. The instrument used was a closed questionnaire with four answer choices that were on one continuum line, with a Likert scale model. The flow of this research begins with a preliminary study on the performance of lecturers, then conducts literature studies and studies, then arranges instruments, then analyzes and in the final stage, formulates a theoretical model for improving lecturer performance. The instrument used was a closed questionnaire with four answer choices that were on one continuum line, with a Likert scale model. The flow of this research begins with a preliminary study on the performance of lecturers, then conducts literature studies and studies, then arranges instruments, then analyzes and in the final stage, formulates a theoretical model for improving lecturer performance.

Research Variable Data Frequency Distribution
The data descriptions presented in this section include organizational culture (X1), Work Motivation (X2), Job Satisfaction (X3), and Performance (X4). Lecturer performance of FBS Unimed.The description of the research variable data is presented in the summary of the descriptive analysis results in Table 1 below:  Based on table 2 Regarding statistical descriptions, it can be seen that the characteristics of the Organizational Culture variable which include the maximum score is 95, the minimum score is 70, the mean is 83.54, and the standard deviation is 5.793. The maximum score does not reach the ideal maximum score of 112, and also the minimum score is not lower than the ideal minimum score of 28. The data distribution of the Organizational Culture variable can be seen from table 2, namely there are as many as 75 people in the range 78 -91 and as many as 17 people in the range 64 -77, and as many as 8 people in the range 92 -95, as many as 0 people in the range 57 -63, and as many as 0 people in the range 28 -56.
It can be seen that in the range (interval) 78-91 the frequency of data distribution is the highest. The investigation of Organizational Culture problems was carried out on the indicators that built it, and it was found that the indicators of attention to detail and risk taking and result orientation contributed the most to these problems, with mean scores of 2.43 and 2.44 and 2.64, respectively.

c. Description of Work Motivation Variables
Based on table 4 regarding statistical descriptions, it can be seen that the characteristics of the Work Motivation variable which include the maximum score is 110, the minimum score is 83, the mean is 98.18, and the standard deviation is 5.823. The maximum score does not reach the ideal maximum score of 120, and also the minimum score is not lower than the ideal minimum score of 30.  on table 4, it can be seen that Work Motivation tends to be very good, namely as many as 50 people or 50%, and followed by either 49 people or 49%, and there is only 1 person or 1% who has Work Motivation in sufficient criteria, and no one is involved. Have less or very less motivation. Based on table 5, it can be seen that the indicator of the amount of time and effort to carry out the tasks and responsibilities with the highest achievement is the most important cause of work motivation problems, with a score of 2.95. Other indicators are good enough because the mean score is greater than 3.

d. Description of Job Satisfaction Variables
Based on table 6 of statistical descriptions, it can be seen that the characteristics of the Job Satisfaction variable which include the maximum score is 97, the minimum score is 74, the mean is 85.98, and the standard deviation is 4.614. The maximum score does not reach the ideal maximum score of 100, nor is the minimum score lower than the ideal minimum score of 25. 70, and as many as 70 people in the range 84 -97, as many as 0 people in the range 51 -56 and 0 people in the range 25 -50.  The data correlation coefficient x and y can be obtained by the following equation: = multiply the sum of X and Y Furthermore, to find and test the meaning of path coefficients by building a theoretical model substructure. The calculation of the path coefficient is done using the help of SPSS 18 software.

f. Substructure 1 (Hypothesis 1)
Ho : There is no direct influence of organizational culture on lecturers' work motivation. Ha : There is a positive and significant direct effect of organizational culture on lecturers' work motivation. r12 = p21 The results of the calculation of path analysis using the SPSS program, the obtained p31 are 0.537. The results of the test for the significance of individual path coefficients are shown in the following table, with the conclusion that the t value for p31 is 6.307 at the significance level of tsig. = 0.000 <0.05. The calculation results show that Ho failed to be accepted, so it is concluded that there is a positive and significant direct influence of organizational culture on job satisfaction.
The results of the calculation of path analysis using the SPSS 18 program are obtained respectively: P41 = 0.303 (t = 3.263; p = 0.002), P42 = 0.373, (t = 4.391; p = 0.000), P 43 = 0.295 (t = 4.168; p = 0.000), Based on the results of the path coefficient test, it shows that: 1. The third hypothesis which says there is no direct influence of organizational culture on lecturer performance failed to be accepted, so it can be ascertained that there is a positive and significant direct influence of organizational culture on lecturer performance. 2. The fourth hypothesis which says that there is no direct effect of work motivation on lecturer performance failed to be accepted, so it can be concluded that there is a positive and significant direct effect of work motivation on lecturer performance. 3. The fifth hypothesis which states that there is no direct effect of job satisfaction on lecturers' performance also fails to be accepted, so it can be concluded that there is a positive and significant direct effect of job satisfaction on lecturer performance. The overall path analysis coefficient of the tested model is shown in the following table: All path coefficients are at significance less than 0.05, thus all paths are meaningful.

g. Variable Influence
There are two kinds of associative causal relationships between exogenous variables and endogenous variables, namely indirect and direct relationships together. The results of the calculation show that the effective contribution of X1, X2, and X3 to X4 is 65.99%, where work motivation (X2) provides a greater contribution of 26.22%, then organizational culture (X1) is 22.02%, and satisfaction work (X3) of 17.75%.

Model Fit Test: Coefficient Q
The goodness of fit model aims to test the fit of the proposed model with the data. Path analysis defines the fit (fit) of the proposed model with the data, if the sample correlation matrix is not much different from the reproduced correlation matrix or the expected correlation matrix.
Testing the suitability of the model using the formula: If all path coefficients are significant, then The criteria for a model test are said to have a fit if: Where df is the degree of freedom d, and α = 0.05. Based on the results of the above calculations, there is no insignificant path coefficient, meaning that Q = 1, so it can be concluded that the proposed model has a perfect fit (the fit is perfect) with the data.
Based on the results of testing the first hypothesis to the fifth hypothesis, the empirical model of this study is shown in the following figure. Based on the results of testing the first hypothesis to the fifth hypothesis, the empirical model of this study is shown in the following figure.
The following image.

Discussion
The results of empirical tests conducted on the theoretical model of this study found that Lecturer Performance is influenced by the variables of Organizational Culture, Work Motivation, and Job Satisfaction. Likewise, the results of the path analysis model development indicate that the significant path coefficients are in accordance with the proposed hypothesis.

a. Organizational Culture (X1) Directly Influences Work Motivation (X2)
Based on the results of hypothesis testing, it is obtained a significant path coefficient between Organizational Culture (X1) and Work Motivation (X2), namely Organizational culture (X1) has a positive direct effect of 50.6% on Work Motivation (X2) a lecturer at FBS Unimed.
These results are in line with Research conducted by Koesmono on Klumpu Bali Resort employees shows that organizational culture affects motivation and job satisfaction and employee performance.
The results of this study are relevant to several studies which show that organizational culture is associated with an increase in lecturers' work motivation. Efforts to develop organizational culture are of course directly related to lecturers' duties. The better the organizational culture, the better work motivation.

b. Organizational Culture (X1) Directly Affects Job Satisfaction (X3)
Based on the results of hypothesis testing, it is obtained a significant path coefficient between Organizational Culture (X1) and Job Satisfaction (X3), which is equal to 0.288369. This indicates that each one-unit increase in the organizational culture variable will increase the job satisfaction variable by 28.83%. This finding confirms that organizational culture directly determines job satisfaction and empirically proves that organizational culture affects how job satisfaction is.
The results of this study are relevant to the research results of Rani, Dewita and Teman (...) which state that organizational culture directly has a significant positive effect on satisfaction, work motivation, and innovative performance and behavior.

c. Organizational Culture (X1) Directly Influences Performance (X4)
Based on the results of hypothesis testing, a significant path coefficient between Organizational Culture (X1) and Performance (X4) is obtained, which is 0.220281. This indicates that each one-unit increase in the organizational culture variable will increase the performance satisfaction variable by 22.02%. This finding confirms that organizational culture affects how lecturer performance is. The results of this study prove that organizational culture can improve performance. Culture greatly affects the work atmosphere in the organization. Organizational culture is a daily manifestation of the underlying values and traditionsThe organization will see how employees behave, employees' expectations of the organization and vice versa, as well as what is considered reasonable in terms of how employees carry out their work. has an impact on employee job satisfaction as well as on the level and quality of employee performance "). Furthermore, Robbins (2002: 24) states that organizational culture is an important tool in improving organizational performance.

d. Work Motivation (X2) Has Direct Effect on Performance (X4)
Based on the results of hypothesis testing, a significant path coefficient between Work Motivation (X2) and Performance (X4) is obtained, which is 0.262219.This indicates that each increase in the Work Motivation variable by one unit will increase the Performance variable by 0.068. This finding confirms that Job Motivation directly determines Job Satisfaction by 26.22% and empirically proves that Job Motivation also affects how Job Satisfaction is.
The results of this study are relevant to Gouzali arguing, if employees do not have motivation, then employees will work without motivation (demotivation) such as decreased morale and passion, decreased work performance, frequent mistakes made by employees, growing dissatisfaction, decreased work productivity, and growing conflicts between employees.

e. Job Satisfaction (X3) Has a Direct Effect on Performance (X4)
Based on the results of hypothesis testing, a significant path coefficient between Job Satisfaction (X3) and Performance (X4) is obtained, which is 0.17759. This indicates that each increase in the one unit Job Satisfaction variable will increase the Performance variable by 17.75%.and empirically prove that Job Satisfaction also affects how Lecturer Performance Wexley and Yukl (2005: 129) state that "job satisfaction is the way a worker feels his job. Job satisfaction is a generalization of attitudes toward work based on various aspects of the job. Job satisfaction is influenced by several aspects of work, including: wages / salaries, working conditions, supervision, co-workers, job materials, job security, and opportunities for advancement". Based on this statement, job satisfaction can be seen from various points of view, namely: (1) Expressions of feelings; (2) Employee benefits to meet needs; (3) Reaction in the form of action. This definition illustrates that many factors influence and is influenced by job satisfaction. This happens because a sense of dissatisfaction will appear as attitudes and actions including in one's enthusiasm for work, people's concentration in work and others. Job satisfaction is not only related to working conditions, but personality also plays a role

V. Conclusion
In this study, it can be concluded that the model proposed in this study has a perfect fit (the fit is perfect) with the data based on the results of testing the first hypothesis to the fifth hypothesis. Furthermore, Organizational Culture (X1) has a positive direct effect of 50.69% on Work Motivation (X2) for Unimed FBS lecturers as well as Organizational Culture (X1) has a positive direct effect of 28.83% on Job Satisfaction (X3) FBS Unimed lecturers, Culture Organization (X1) also has a positive effect of 22.02% on lecturer performance (X4) FBS Unimed, and Work Motivation (X2) has a positive direct effect of 26.22% on lecturer performance (X4) FBS Unimed and Job Satisfaction (X3) 17.75% direct positive effect on lecturer performance (X4) FBS Unimed.