INFLUENCE OF HUMAN CAPITAL MANAGEMENT AND CHARACTERISTICS OF ORGANIZATIONAL CULTURE ON EMPLOYEE PERFORMANCE AT PT. BANK SUMUT SYARIAH MEDAN, KATAMSO BRANCH

This study aims to determine how the influence of Human Capital Management on Employee Performance PT. Bank SUMUT Syariah Medan Katamso Branch, analyzed the influence of Organizational Culture Characteristics on Employee Performance of PT. Bank SUMUT Syariah Medan Katamso Branch and analyze the influence of Human Capital Management and Organizational Culture Characteristics Performance of PT. Bank SUMUT Syariah Medan Katamso Branch. This research uses quantitative research methods. The population in this study were employees of PT. Bank SUMUT Syariah Medan Katamso Branch with samples taken as many as 30 respondents. The sampling technique in this research is purposive sampling. The data collection method used a questionnaire method which was measured using a Likert scale. The analytical method used in this study is the classical assumption test, multiple linear regression analysis, multiple correlation analysis, and hypothesis testing using SPSS. The results of this study indicate that Human Resource Management and Organizational Culture have an effect on employee performance. Based on the results of the determination test, the Adjusted R Square value of 0.547 means 54.7%, so it can be concluded that there is a direct relationship between the variables of Human Capital Management, Organizational Culture Characteristics, and Performance Personnel. R Square value of 0.578 (57.8%) the independent variables of Human Capital Management and Organizational Culture Characteristics simultaneously have an effect of 57.8% on the dependent variable, namely Employee Performance, while the rest is influenced by other variables not examined in this study.


INTRODUCTION
The company's efforts to meet market demand, the company must also pay attention to the positive and negative work performance of employees who are in the company.
Judging from how employees deal with the desire to produce more optimal performance from a bank and match the performance of these employees. Good performance from employees will have a direct impact on the progress or setbacks obtained by the bank.
Strategy in maintaining the existence of a company, try to continuously improve the performance and quality of the human resources available within the organization.
Employees themselves are the main actors in a company or organization where it is expected that employees can exert all of their work dedication in the form of maximum performance for the company. In increasing strong competitiveness in a company, banks must have employees who have competencies that match the company's qualifications and have a strong enthusiasm for work which will in turn improve employee performance.
In applying the character of quality human resources, there are many important elements that need to be considered by companies, namely by paying attention to the placement of employees based on the appropriate capabilities or competencies, as well as the knowledge and skills as well as the behavior possessed by employees. The availability of high qualification standards for human resources is an important benchmark for companies to protect and prosper the company's success in the future.
Many companies have implemented this Human Capital Management system in companies, especially in the banking sector, including BUMN banks (State Owned Enterprises) managed by the Indonesian government, namely BNI, BCA and Mandiri banks.
PT. Bank SUMUT as a Regional Owned Enterprise also implements a Human Capital Management system, which is a resource management system used by bank SUMUT with the hope that employees will be able to respond to all challenges and changes and identify the needs of customers and stakeholders and be able to develop strategies as well as create an effective process in creating a competitive work culture in achieving bank goals. In Like the changes implemented by PT. Bank SUMUT in creating a competitive work culture includes establishing a clear job desk, building an effective organization, establishing an objective work evaluation system, as well as updating the development and learning system as well as the talent management system. Where is the process of implementing these changes, each company must have its own organizational culture in dealing with and implementing and responding to changes that will occur so as to bring out the characteristics of the organization. The characteristics of organizational culture are basic thoughts that are taught to new personnel as a way to feel, think and act correctly from day to day (Kristin Juwita, 2021).
The success of a company is caused by the work or activities carried out by its employees where every organizational culture in a company has a culture and a strong impact in influencing the attitudes and behavior of its members. Employees who are able to pay attention to problems that are likely to experience a risk of loss to the organization as a whole will be able to face obstacles that will be found later in the future, if employees have the initiative to take good responsibility for all good activities in their work or outside of work, it will also produce good performance and produce appropriate goals as well.
As a regionally managed banking company, PT. Bank SUMUT continues to provide positive performance during the pandemic with several banking ratios and parameters that continue to increase both in terms of business and the contribution of PT. Bank SUMUT to the government which continues to increase. One of the parameters is related to the performance of achieving bank assets which are the largest assets outside Java Island or in other words the largest assets in Sumatra. As such, the achievements that continue to be obtained by PT. Bank SUMUT cannot be separated from the large contribution of employees in providing maximum performance to the company. Bank SUMUT's assets continued to increase to 19,21% in the previous year which proved that the business performance carried out by PT. Bank SUMUT is increasingly having a positive impact on the health and stability of the company in dealing with increasingly stringent developments in the business world, such as continuing to carry out strategies and innovations to support business during a pandemic or new normal. conducted by the author, one of them is an employee who does not understand and is responsible for the job description given to him so that he asks another employee how the task can be carried out and causes other employees to feel disturbed because other employees also have different tasks and the employee has not been able to apply the habits applied by companies or leaders such as time work discipline where the company expects employees to try to follow the desired work time system to see how dedicated employees work as much as possible for the company. So this becomes a focal point to see how a variable that Authors took, namely human capital management and organizational culture characteristics can influence the performance of employees in a company. Obstacles or constraints as well as these problems must be immediately sought for solutions so that the company's efforts to increase the performance of employees are more optimal. Based on this background, this study aims to analyzethe influence of human capital management and the characteristics of organizational culture on the performance of employees of pt. Bank Sumut Syariah Medan, Katamso branch.

Human Capital Management
Human Capital Management is an approach that sees humans as assets or capital in an institution where the human resources owned will be managed so that an institution stated in the vision and mission can be achieved (Suwondo & Frans Assa, 2017). In a broad sense, Human Capital Management is an activity related to obtaining analysis of data reports that inform directions and strategies for adding value, investment and operational decisions to human resources within a company.
According to Abdillah et al. (2020), Human Capital Management is a process of managing humans as capital that has infinite value. In other words, Human Capital Management intends to make human resources not only as executors of company delegations but also the brain and behavior possessed by humans in producing better value for the company.

Characteristics of Organizational Culture
The characteristics of organizational culture are basic thoughts that are taught to new personnel as a way of feeling, thinking and acting correctly from day to day (Kristin Juwita, 2021). According to Wibowo in Yuliani and Juniarti (2018) suggests that the characteristics of organizational culture refer to a system of common meaning held by members that differentiates the company from others. In other words, a detailed examination of this meaning system reveals a set of the organization's most prized qualities.
Organizational culture is a shared concept adhered to by all employees. Where organizational culture pertains to how employees see the features of an organization's culture.
According to Ainanur and Tirtayasa (2018) argues that Organizational culture is an integrated pattern of human behavior within the organization, encompassing learnt and taught beliefs, behaviors, and discussions. A good organizational culture has a common denominator and a consensus on cultural principles and values that are not centered on individuals but rather on the organization and its goals (Sahir et al., 2021). According to Sulaksono (2015) argues that organizational culture refers to a set of shared beliefs, attitudes and relationships and assumptions that are explicitly and implicitly accepted and used by all members of the organization in dealing with the external environment in achieving organizational goals.

Employee performance
According to Warella et al. (2021:16) stated that performance is the result of work achieved by an employee in a certain period according to the main tasks and functions that have been determined based on applicable regulations in order to achieve organizational goals. According to Nailufar (2012), performance can be defined as the work of an individual or organization that can be accomplished in line with authority and duty in the pursuit of officially achieving organizational goals, that does not break the law and that does not contradict with morals and ethics. Work performance and outcomes achieved by a person, in the form of goods or products as well as services, which are typically used as the foundation for evaluating the employee or work organization concerned, and which show the individual's knowledge of the job, are referred to as performance (Fauzi, 2020).
The term "performance" is used to describe how well an organization has followed the rules laid forth in its strategic plan to implement its programs, activities, and policies in order to achieve its stated goals, which may include the vision and mission statements. Employee

RESEARCH METHOD
This study employs associative research with a quantitative approach as its methodology. Sugiyono (2017:8)

The Effect of Human Capital Management on Employee Performance
The t_statistic results for the Human Capital Management variable are 2,239 with a significance level of 0,045 and the t_table value at α = 5%, with t table 1,703, it can be concluded that the t_statistic value is (2,239) > t_table (1,703) with a significance value of 0,045 < 0,05. Based on these results, it can be concluded that the Human Capital Management variable has a positive and significant influence on the Employee Performance of PT. Bank SUMUT Syariah Medan, Katamso Branch, so it can be concluded that H_0 is rejected and Ha_1 is accepted, meaning that if the Human Capital Management conditions are improved for the better, then employee performance will also increase.
The results of this study are in line with research (Anggapraja, 2016;Prasetya et al., 2016;Ramanda & Muchtar, 2015;Ritonga, 2019) who concluded that human capital has a positive and significant influence on employee performance, an organization needs to manage human capital so that the organization is able to compete and achieve competitive advantage. As stated by Fitz-Enz (2000) that the value of intellectual capital contribution is increasingly significant, it is necessary to manage growth (organizational, economic). Efforts made to manage human capital include prioritizing in increasing the productivity of knowledge and service work for the advancement of the organization (Wibowo, 2012).
Creating value through increasing employee knowledge and skills (Baron & Armstrong, 2007). In an effort to create value, management of human resource management is a catalyst that activates intangible capital, inert of tangible capital-material equipment in order to improve operational effectiveness (Fitz-enz, 2009). Developing value by building systems to achieve competitive advantage Hall (2008). To be more useful for organizational competitive advantage, according to Hall (2008), an improvement strategy through the view that humans are the only resource that has a competitive advantage (Kasmawati, 2017).

Influence of Organizational Culture Characteristics on Employee Performance
The t_statistic results for the Organizational Culture Characteristics variable are 1,638 with a significance level of 0,113 and the t_table value at α = 5 percent, with t table 1,703, it can be concluded that the t_statistic value (1,638) < t_table (1,703) with a significance value of 0,113> 0,05 . On the basis of these findings, it is possible to draw the conclusion that the Organizational Culture Characteristics variable exerts a negative and significant influence on Employee Performance at the Katamso Branch of the PT. Bank SUMUT Syariah in Medan. Therefore, it is possible to draw the conclusion that H 0 is accepted and Ha 2 is rejected, which indicates that if the Organizational Culture Characteristics are increased, employee performance will decrease.
According to Ogbonna & Harris (2000) that stated in the 1990s, researchers assessed the relationship between culture and performance more carefully. Study by Kotter John (1992) shows that culture has a strong impact and the greater the work performance of the organization. Corporate culture can have a significant impact on a company's long-term economic performance. In the coming decade, corporate culture may play an even greater role in deciding a company's success or failure. It is not rare for corporate cultures to impede long-term excellent financial performance; even the wisest and most knowledgeable firms can build a culture with relative ease. Even if it is tough to alter corporate culture, it is possible to create a more productive environment. In addition, this study's findings are consistent with those of another study (Muis et al., 2018;Radianto & Sunuharyo, 2017;Setiono, 2018).

Effect of Human Capital Management and Organizational Culture Characteristics on Employee Performance
Based on research on Employee Performance variables which consist of 24 statements representing Employee Performance, all of these statements are the elaboration of 9 (nine) indicators raised by researchers in this study. These indicators include the quantity of work, quality of work, efficiency in carrying out tasks, work discipline, initiative, thoroughness, leadership, honesty and creativity.
On the basis of the results of the simultaneous significance test (F-Test), which tries to assess how much influence the independent variables have on the dependent variable when considered together. 3) The independent variable namely Human Capital Management (X1) and Organizational Culture Characteristics (X2) together (simultaneously) has a positive and significant influence on Employee Performance Employees of PT. Bank SUMUT Syariah Medan, Katamso Branch.