The Effect of Organizational Commitment and Internal Communication on Job Satisfaction and Performance of Informal Education Institution Employee

Employee performance at informal educational institutions has an important role in supporting the achievement of organizational goals. However, the identification of the determining factors and their impact on employee performance at the institution is often done partially. This study focuses on three factors, namely organizational commitment factors, internal communication, and job satisfaction. Specifically, the aim of this study was to examine the effect of organizational commitment and internal communication on job satisfaction and employee performance at informal educational institutions in Kampung Inggris, Pare Indonesia. In this study, organizational commitment and internal communication act as independent variables, employee performance acts as the dependent variable, and job satisfaction acts as a mediator variable. This study uses a questionnaire to collect data. The sample obtained and valid for use was 116. Structural equation modeling was used to analyze the data. The results of the analysis indicate that organizational commitment and internal communication factors have a positive and significant effect on job satisfaction and employee performance in informal educational institutions in Kampung Inggris, Pare region, Indonesia. This finding implies that these institutions need to find and implement ways to build a system of internal communication and organizational commitment and direct it to increase job satisfaction in order to improve the performance of their employees. study found that internal organizational communication has a positive influence on employee performance at informal educational institutions in Kampung Inggris. In other words, internal communication can play a role as a driving factor for improving employee performance at these institutions. The more effective internal communication is, the higher the employee's performance. These findings support the idea that internal communication is one of the important factors that can affect employee performance. Finally, this study found that job satisfaction has a positive influence on employee performance at informal educational institutions in Kampung Inggris. In other words, job satisfaction can act as a driving factor for improving employee performance at these institutions. The higher the job satisfaction, the higher the employee's performance. These findings support the idea that job satisfaction is one of the important factors that can affect employee performance.


Introduction
In the current era of globalization, learning English has an important role for young people in Indonesia, especially for their educational goals and their future. English is one of the international languages used in many countries, even in some countries, English is a second language for the people. As an international language of communication, English has importance for various development sectors in Indonesia. One of the sectors where English plays an important role is the tourism sector. Indonesia is a country that has cultural diversity and is one of the destinations for foreign tourists. It is very important for young people to learn English, it is very important, especially in terms of their education. The younger generation can introduce this diversity of Indonesian culture and language to those who want to learn more about the Indonesian nation. In addition, by mastering English, the generation will have a great opportunity to get a job, be ready for tourism, and continue their education to a higher level (Crystal, 2003).
Kampung Inggris (English Village) is the nickname for the villages of Tulungrejo and Palem which are located in Pare District, East Java Province, Indonesia. Kampung Inggris is an area where many people can take part in teaching and learning activities that are specialized in learning English. People who study in Kampung Inggris come from many regions in Indonesia, even people from abroad. Initially, around 1977, there was only one English language course institute, namely the Basic English Course (BEC). This informal educational institution teaches not only English but also religious knowledge. In 2019, there are more than 100 informal educational institutions in the village with more than 5,000 students. The number of students who come to Kampung Inggris to improve their skills in speaking English continues to increase. These students come from various parts of Indonesia as well as students from abroad. The achievements of Kampung Inggris in developing English language skills and religious knowledge of students reflect the performance of employees of educational institutions in the village in carrying out their duties as English teachers.
Employee performance has a very important role to support the success of an educational institution. High employee performance will result in high organizational performance while low employee performance will cause low organizational performance (Amstrong & Baron, 2009;Bernarddin and Russel, 2003). Employee performance, among others, can be seen from the aspects of quantity, quality, working time, and cooperation in achieving the organizational goals that have been set. Literature studies show that employee performance is influenced by many factors, both external and internal factors (Cushway, 2002). This study focuses on three factors, namely organizational commitment factors, internal communication, and job satisfaction. Specifically, the aim of this

Job Satisfaction
Job satisfaction can be understood as a pleasant feeling which is the result of individual perceptions in order to complete a task or fulfill his need to obtain work values that are important to him; the level of positive and pleasant emotions of the individual which is the result of the individual's estimation of work or positive and pleasurable experiences; or the way employees feel themselves or their jobs (Hasibuan, 2007;Colquitt et al., 2012). Dessler (2013) suggests that job satisfaction is a general attitude of an individual towards his job. As is well known, daily work requires individuals to interact with colleagues and superiors, follow organizational rules and policies, and meet performance standards. Luthan and Farlin, 2008) suggest that the job satisfaction of an employee, or an employee's assessment of his job, is the sum of the elements of the job.
Apart from that, job satisfaction also refers to the pleasant attitude that employees develop over time regarding various aspects of their work. This attitude comes from employees' perceptions of aspects of their work such as wages, promotion opportunities, and coworkers (Robbinson and Judge, 2011). A similar opinion was expressed by Wexley and Yulki (2010) who stated that job satisfaction is an emotional state of employees as a reflection of the employee's own attitude, work situation, cooperation between leaders and employees. It is an individual's perception of work which is the result of a subjective assessment of aspects of the job which includes satisfaction with the job itself, salary received, opportunities for promotion and career development, quality of supervisors and relationships with colleagues, career development opportunities, relationships with employees others, work placement and organizational structure.

Employee Performance
Employee performance can be understood in different ways. For example, employee performance can be understood as the quality and quantity of work performed by an employee in carrying out his duties in accordance with the responsibilities assigned to him, a set of results achieved from the implementation of a job performed by the employee, or the quality and validation of tasks. whether done by individuals or groups of employees (Armstrong & Baron, 2009;Bernarddin and Russel, 2003). In addition, employee performance also refers to the level of success of employees in carrying out their duties and the ability of employees to achieve predetermined goals (Subari, 2014;Cushway, 2002). Employee performance will be declared high if the goals that have been set can be achieved properly. The literature also suggests that performance is a function of three variables, namely ability, motivation, and opportunity. In addition, performance is also seen as the result of work achieved by a person in carrying out his duties on skills, effort and opportunity. Thus, employee performance is a result achieved by a person in carrying out tasks according to predetermined standards and criteria (Mathis and Jackson, 2004).
Given the importance of employee performance in supporting the achievement of organizational goals, an educational institution needs to implement performance management in their operations. According to Rucky (2009), performance management is a strategic and integrated approach to achieve organizational success in a sustainable manner by improving the performance of employees who work in it. Performance management also aims to develop the capabilities of employees and groups and their contribution to support organizational goals. The literature also suggests that performance management is a management tool that enables managers to monitor and evaluate employee work. The goal of performance management is to create an environment where people can do the best of their ability to produce the highest quality work efficiently and effectively. The implementation of performance management can assist managers and employees in evaluating directly the goals and progress of the organization, including the alignment of individual work with the company's overall vision (Robbins, 2003).

Conceptual Framework
The purpose of this study was to examine the effect of organizational commitment and internal communication on job satisfaction and employee performance at informal educational institutions in Kampung Inggris Indonesia. In this study, organizational commitment and internal communication act as independent variables, employee performance acts as the dependent variable, and job satisfaction acts as a mediator variable. Based on the literature review, this study proposes a conceptual framework as shown in Figure 1.

Figure 1
Conceptual framework of this study The framework presumes that informal educational institutions need to improve the performance of their employees in order for these institutions to develop and be successful. To achieve this goal, these institutions need to build an organizational environment that allows for the emergence of organizational commitment among their employees and seek ways to develop internal communication within the organization, both vertical and horizontal. This organizational commitment and internal communication is further directed at increasing job satisfaction and employee performance. The conceptual framework of this study consists of four constructs, namely organizational commitment, internal communication, job satisfaction, and employee performance. This study views that previous research has more frequently examined the effect of organizational commitment, internal communication, and job satisfaction on employee performance separately. Therefore, this study considers the need for further research to examine the relationship between the four constructs simultaneously. In this regard, this study proposes five hypotheses which will be examined in the context of informal educational institutions in Kampung Inggris, Pare, Indonesia. Table 1 presents the five hypotheses proposed in this study. Table 1 Hypotheses proposed in this study

Research design
The purpose of this study was to examine the effect of organizational commitment and internal communication on job satisfaction and employee performance at informal educational institutions in Kampung Inggris Indonesia. In this study, organizational commitment and internal communication act as independent variables, employee performance acts as the dependent variable, and job satisfaction acts as a mediator variable. This study uses a questionnaire to collect data. Data collection took place from September to December 2019. The questionnaire was distributed to 300 employees who work at informal educational institutions located in Kampung Inggris, East Java Province, Indonesia. In the end, the number of questionnaires obtained and valid to use was 116. Structural equation modeling was used to analyze the data.

Variable measurement
Organizational commitment Following Allen and Meyer (1990), this study views that organizational commitment is a multidimensional construct, namely affective commitment, ongoing commitment, and normative commitment. Employees who have a strong affective commitment will continue to work in an organization because they really want to work for that organization. Employees who have a strong ongoing commitment will stay with an organization because they need it. Employees who have a strong normative commitment will cause them to stay in the organization because they have the view that working for the organization is something that is right. Internal communication Referring to Fletcher (1999), this study uses eight items to measure internal communication variables. This study views that internal communication as an exchange of ideas between employees and employees, employees with leaders, and leaders and leaders which causes the organizational and management processes at informal educational institutions in Kampung Inggris. Job satisfaction Referring to Oshagbemi (1997), this study views that job satisfaction is the attitude and feelings of employees which are a reflection of their perceptions of various aspects of work such as employee opportunities to develop careers in organizations, employee security in doing daily work, salaries and wages that are accepted by employees, management skills in managing institutions, employee supervision systems, work suitability with employees' abilities and expectations, work environment and facilities, communication between individuals, and the social impact of work. Employee performance Referring to the literature (Kreitner, 2009;Storey, 2004), this study uses ten indicators to measure employee performance variables. These indicators include the conformity of work results with the standards set by the organization, employee involvement in the completion of individual and group work, conformity of work results with established quality standards, suitability of the amount of work that can be completed with predetermined targets, the duration required for completing work, employee efforts in improving work results, employee discipline in using time and completing work, and employee ability to complete work in accordance with leadership instructions.

Overview of respondents
Based on data from the respondents, this study found that the majority of employees at educational institutions in Kampung Inggris (46 percent) are between the ages of 30-39. In other words, the age of the majority of employees in these institutions is in the productive age category. The study also found that the majority of employees at these institutions (67 percent) had a bachelor's degree. This finding indicates that the majority of employees at these institutions are individuals with educational backgrounds sufficiently qualified to become teachers of English. Furthermore, this study found that the majority of employees at educational institutions in Kampung Inggris (41 percent) have a work period of 5 -10 years. Thus, it can be said that the majority of employees at these institutions already have sufficient experience as English teachers.

Validity and reliability test
This study tested the validity and reliability of the construct by using confirmatory factor analysis through convergent validity and discriminant validity. This test is intended to show how the manifest / observer variable variables represent the construct being measured. In this study, an item will be declared valid if the item has a loading factor greater than 0.70. For the purpose of this study, Average Variance Extracted (AVE) was used to test the reliability of the construct. The minimum AVE value required in this study is 0.60. The results of the analysis show that the minimum factor loading is 0.71 and the maximum factor loading is 0.90. Furthermore, the analysis results show that the minimum AVE is 0.61 and the maximum AVE is 0.76.

Descriptive analysis
This study aims to investigate the effect of organizational commitment and internal communication on job satisfaction and employee performance at informal educational institutions in Kampung Inggris, Pare, Indonesia. The first independent variable studied was organizational commitment. In this study, the items used to measure organizational commitment variables were adopted from the work of Allen and Meyer (1990). The results of the analysis show that the employees' expectation to benefit from the organization if they remain as employees is the organizational commitment item that has the lowest score (3.2 points) while the employee's desire to continue to be part of the organization for a long time is an organizational commitment item that has the lowest score (3.2 points). highest score (4.4 points). The second independent variable studied is internal communication. In this study, the items used to measure internal communication variables were adopted from the work of Fletcher (1999). The results of the analysis show that the employees' expectation to benefit from the organization if they remain as employees is the internal communication item which has the lowest score (3.1 points) while the attention of the organization's leadership towards all employees is the internal communication item which has the highest score (4.6 points ).
The third variable examined in this study is job satisfaction. For the purposes of this study, job satisfaction acts as the first dependent variable. The items used to measure this variable were adopted from the work of Oshagbemi (1997). The results of the analysis show that employee satisfaction with the physical environment in which they work is the employee performance item that has the lowest score (3.2 points) while the employee's satisfaction in teaching English is the employee performance item that has the highest score (4.4 points). For employee performance variables, the items used in this study were adopted from the work of Storey (2004). The results of the analysis show that employee compliance in wearing work uniforms in their daily work at work is the employee performance item that has the lowest score (3.5 points), while the employee is able to complete the tasks assigned according to standard procedures that have been set is the employee performance item that has a score. highest (4.6 points).

Structural model
The purpose of this study was to examine the effect of organizational commitment and internal communication on job satisfaction and employee performance at informal educational institutions in Kampung Inggris Indonesia. In this study, organizational commitment and internal communication act as independent variables, employee performance acts as the dependent variable, and job satisfaction acts as a mediator variable. For this reason, this study has developed a structural model that represents the simultaneous relationship between organizational commitment, internal communication, job satisfaction, and employee performance (Figure 1). Table 2

Analysis
The first objective of this study was to examine the relationship between organizational commitment and employee job satisfaction at informal educational institutions in Kampung Inggris, Pare, Indonesia. This study proposes a hypothesis that organizational commitment and job satisfaction are positively correlated. In other words, the higher the organizational commitment, the higher the employee's job satisfaction. The results of the analysis show that organizational commitment has a positive effect on employee job satisfaction (β = 0.344; p <0.05) so that the first hypothesis is accepted. The next objective of this study was to examine the relationship between organizational commitment and employee performance at informal educational institutions in Kampung Inggris, Pare, Indonesia. This study proposes a hypothesis that organizational commitment and employee performance are positively correlated. In other words, the higher the organizational commitment, the higher the employee's performance. The results of the analysis show that organizational commitment has a positive effect on employee performance (β = 0.623; p <0.01) so that the second hypothesis is accepted.
The third objective of this study was to examine the relationship between internal communication and employee job satisfaction at informal educational institutions in Kampung Inggris, Pare, Indonesia. This study proposes a hypothesis that internal communication and job satisfaction are positively correlated. In other words, the higher the organizational commitment, the higher the employee's job satisfaction. The results of the analysis show that internal communication has a positive effect on employee job satisfaction (β = 0.311; p <0.05) so that the third hypothesis is accepted. The next objective of this study is to examine the relationship between internal communication and employee performance at informal educational institutions in Kampung Inggris, Pare, Indonesia. This study proposes a hypothesis that internal communication and employee performance are positively correlated. In other words, the higher the internal communication, the higher the employee's performance. The results of the analysis show that internal communication has a positive effect on employee performance (β = 0.219; p <0.05) so that the fourth hypothesis is accepted. The final objective of this study was to examine the relationship between job satisfaction and employee performance at informal educational institutions in Kampung Inggris, Pare, Indonesia. This study proposes a hypothesis that job satisfaction and employee performance are positively correlated. In other words, the higher the job satisfaction, the higher the employee's performance. The results of the analysis show that job satisfaction has a positive effect on employee performance (β = 0.536; p <0.01) so that the fifth hypothesis is accepted.
This study found that organizational commitment has a significant effect on job satisfaction and employee performance. These findings imply that informal educational institutions in Kampung Inggris need to build an organizational environment that allows for increased organizational commitment from their employees. This organizational commitment refers to a situation where employees take the side of the organization where they work, support organizational goals, and intend to maintain their membership in the organization where they work. In other words, the organizational environment of informal educational institutions in Kampung Inggris needs to be directed towards building trust from employees in the organization, supporting the achievement of organizational goals, accepting organizational values, the desire to maintain relationships between employees and the organization, and willingness to make great efforts for the success of the organizations they work for.
Informal educational institutions in Kampung Inggris generally have several departments that have different goals and involve many employees. With so many employees involved, there needs to be internal communication to align their vision and ways of achieving departmental and organizational goals simultaneously. For this reason, organizations need to build effective internal communication tools and use them as a means of mutual communication, eliminate misunderstandings or barriers to communication between leaders and employees, and to explain organizational policies and regulations. In addition, internal communication can also be used as a means for employees to convey suggestions, wishes, and reports to the leadership of the organization. It should be emphasized that the internal communication system built allows two-way communication. By using this system,